The Antecedents and Consequences of Work Values on Work Attitude for the Different Generations – A Study of High Technology Industries in Taiwan.

• Main Authors: Ti-Hsiang Hsu, 許迪翔
• Other Authors: Me-Lien Wu
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/jvwx3a

碩士 === 中原大學 === 企業管理研究所 === 91 === Domestic enterprises have encountered the difficulties resulted from incoherent demands of employees of different generations in business management. It is important to understand and to resolve the conflicts existing among generations in order to help each employee to make the most of his/her capabilities and to improve the management strategies. This research is to study work value of the employees from different generations in the high technology industries and is intended to investigate the followings: 1. The differences of work value; 2. The differences of work attitude of generations of employees in the high technology industries; 3. The relationships between work value and work attitude among individuals. Five hundred questionnaires were released, and the retrieved valid questionnaires are 234 copies, among which 142 are male (60.7%) and 92 are female (39.3%). Different age ranks are distinguished as senior generation (41 year old and above) including 39 individuals, baby boomer generation (31-40 years old) including 107 individuals, X generation (26-30 years old) including 58 individuals and Y generation (25 year old and under) including 30 individuals. In the categories of education, 157 (67.1%) are college graduated, and 77 (32.9%) are graduate school graduated. The baby boomer generation is the largest sample population of the four generations mentioned above. Working experience of 5-10 and above 10 years are 36.8% and 30.3%, respectively. The findings are listed below: 1. The differences of work value of employees from different generations are significant. Work value of the baby boomer generation is significantly different from that of X and senior generations. 2. Organizational trust and work value are significantly different from one generation to the other. The senior generation shows the strongest difference and is followed by X and Y generations, and baby boomer generation, the last. 3. Work value, Organizational trust and Organizational citizenship behavior are significantly related. Individuals who emphasize more in growth and fairness and more indifferent and practical in their personalities are easier to trust the organizations. The behavior of organization commitment, unfighting for gains, distinguishing business or not and self-improvement from the employees is significantly related to the work value such as growth, fairness, indifferent, practical, and humor. 4. Employees who emphasize more in the growth value, humor value, practical value, indifferent value and fairness value show stronger organization commitment. The female employees and those who are highly educated show stronger organization commitment than that of the male ones and those who are not highly educated. 5. Employees who emphasize more in the growth value, humor value, practical value and indifferent value show stronger confidence to the organizations, and so as the female and those who are highly educated than that of the male ones and those who are not highly educated. 6. In the more senior generations, those who emphasize more in fairness value, indifferent value and growth value show stronger in Organizational citizenship behavior. The significant differences among generations are shown especially in the aspects of helping colleagues, unfighting for gains, distinguishing business or not and self-improvement. The female employees and those who are highly educated show stronger Organizational citizenship behavior than that of the male ones and those who are not highly educated. The author will discuss the results based upon the observation in the studies and provide a proposal to the enterprises, the employees and the subsequent researchers.