The effect of different generations psychosocial work climate on the employees’ work performance
| dc.contributor.author | Tan, Chin An | |
| dc.date.accessioned | 2014-11-11T01:27:50Z | |
| dc.date.available | 2014-11-11T01:27:50Z | |
| dc.date.issued | 2012 | |
| dc.description | Master | en_US |
| dc.description.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. | en_US |
| dc.identifier.uri | http://hdl.handle.net/123456789/421 | |
| dc.language.iso | en | en_US |
| dc.subject | Business administration | en_US |
| dc.subject | Psychosocial work climate | en_US |
| dc.subject | Work performance | en_US |
| dc.title | The effect of different generations psychosocial work climate on the employees’ work performance | en_US |
| dc.type | Thesis | en_US |
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