Article2018

Employee development’s role in organizational commitment: a preliminary investigation comparing generation X and millennial employees

Sharon Glazer · Adam C. Mahoney · Yari Randall

60 citations0/0 files storedIndustrial and Commercial Training

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Generational Differences and Trends Job Satisfaction and Organizational Behavior Human Resource Development and Performance Evaluation

Abstract

Purpose Seasoned workers often complain that their Millennial colleagues lack organizational commitment (OC). Research findings, however, are mixed. Furthermore, research suggests that employee professional development increases job satisfaction and reduces turnover. Still, few studies have examined if professional development increases commitment, particularly among Millennials. This paper aims to discuss these issues. Design/methodology/approach This study compared survey responses, gathered through social media, of Generation X (GenX) and Millennial employees on the relationship between employee development (ED) and OC. Findings Millennials (vs GenXers) reported significantly lower levels of continuance commitment, but no differences on normative and affective commitment. GenXers reported more affective and normative commitment than Millennials when having ED opportunities. Practical implications ED opportunities may not be similarly impactful on OC across generational cohorts. It might stimulate commitment amongst GenXers, but not Millennials. Social implications Findings also suggest that ED programs may be a normalized fixture in organizations today and that Millennials may take ED opportunities for granted. Originality/value This study is the first to identify potential factors influencing differences between GenXers and Millennials on OC. More research is needed to identify approaches to increasing Millenials’ commitment if managers want to keep their best employees or to ensure training and development is impactful.

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References

2002Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences 2001Affective commitment to the organization: The contribution of perceived organizational support.2010A Review of the Empirical Evidence on Generational Differences in Work Attitudes 2001Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling 2012Generational Differences in Work-Related Attitudes: A Meta-analysis 2010Millennials at Work: What We Know and What We Need to Do (If Anything)2001Career-relevant learning and development, worker age, and beliefs about self-efficacy for development 1997Correlates and perceived outcomes of four types of employee development activity.

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