The effect of different generations psychosocial work climate on the employees’ work performance
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Date
2012
Authors
Tan, Chin An
Journal Title
Journal ISSN
Volume Title
Publisher
Abstract
Purpose
The main objective of this paper is to examine the psychosocial work environment factors that
influence the employee’s work performance at difference generation.
Design / Methodology / Approach
The exploratory research is reliance on self‐reported questionnaire data, used the Job
Demands‐Resources Model as the theoretical framework in the area of psychosocial field and
linked it to the work performance by different generations of employees as the moderating
factors. Relationships among the constructs are predicted based on relevant literature, and are
tested using survey results from 378 employees working in various location in Malaysia.
Findings
The findings presented a unique outcome of psychosocial aspect with incorporates two kinds of
work characteristics, labelled either as job demands or as job resources, in the same heuristic
model triggering the dual process of motivation and strain, which able to drive the employee
performance. Findings from the study suggest that high job demands may drive toward better
work performance if sufficient amount of job resources is available, where individuals who
facing high levels of stressors were more likely to use their resources as a coping mechanism.
Generations factors may imply the different in terms of the degree of demands and resources
in psychosocial perspective, which required further studies.
v
Research Limitations / Implication
The findings of the research is solely based on the self‐reported questionnaire data from a
limited sampling of the Malaysia workforce, and focused on two major generations in the
workforce populations nowadays. It can be a basic distinction that should be made in future
attempts to develop a cross‐cultures, cross‐countries or more demographic studies, with
incorporates more indirect indicators and using larger model to determine the boundaries of
generalisability.
Originally / Value
This study provides a fundamental in driving employees’ performance through psychosocial
work factors instead of the conventional reward system. This is the first study to examine the
impact of generational differences in the Job Demands‐Resources Model. The study outlines
how the JD‐R model can be applied to a wide range of occupations, and be used to improve
employee performance.
Description
Master
Keywords
Business administration , Psychosocial work climate , Work performance