Empirical Research reports are primary
sources of information that provide detailed information on the methodology
used by the authors as well as an in-depth description of their findings
(Galvan, 2014). In a simple way, we can
say that empirical research is the why, whom, how and when of research. According to Galvan, (2014) the empirical
research refers to systematic observation as the authors decide the subject of
observation as well as the methods to be used on certain specific
characteristics of the study. Although empirical
research might be the foundation of any science, we must use caution when
interpreting their results since “empirical
research is inherently flawed” (Galvan, 2014, p.1). Furthermore, the author explains there are
three major issues that arise in most empirical studies: sampling, measurement and problem
identification (P. 1-2).
In order to better understand these
issues we will review an original empirical research study written by Jean M.
Twenge, (2010): “A Review of the Empirical Evidence on Generational Differences in Work
Attitudes” published by the Journal of Business Psychology. The purpose of the study, according to the
author, was to review the evidence for generational differences in work values
from time-lag and cross-sectional studies.
The results, will give managers and others a clearer picture of how
to recruit, retain, and motivate the members of today’s multigenerational
workplace.
Despite the considerable amount of data
obtained, Twenge shares his concern about the report sampling to be a major potential
issue. He further explains that one of
the biggest challenges in research on generational differences is the lack of a
workable time machine. Twenge, (2010) adds that “most studies on generational differences in work values are
cross-sectional, with data on workers of different ages collected at one point
in time” (p. 202). Therefore, the
results presented by the study might be unrepresentative of the population originally targeted for the study. For example, the volunteer programs implemented
by many corporations are based on the idea that Millennials are more altruistic
and have a greater desire than GenX and the Boomers did to help others and do
work that is worthwhile to society. However, the truth of this assumption has
not been verified by, for example, examining generational differences in
altruistic work values (p.211). Without
including these particular groups in the sampling, results could be bias or
simply flawed.
Twenge, (2010) identifies a second issue
with the study as he finds there are obvious measurement problems. The author recommends time-lag studies, which
examine people of the same age at different points in time, to be the most reliable
design for determining generational differences. Excluding any of the variables required to
obtain reliable results would simply alter the overall results of the study. Another important factor to have into
consideration , is the response rate from the surveys. Twenge, (2010) referenced from Smola and
Sutton (2002) comparing responses of a 1999 sample of workers in the U.S. to
those of a 1974 sample on some of the same questions. The author confirms that the
1999 sample had only an 8% response rate, which may have biased the results. Twenge
added that “only comparisons on
individual items were possible, as the scale total means from the 1974 data
were not available; nor were the standard deviations for individual items” (p.202). As researchers, we should be aware of
potential measurement issues. According
to Galvan (2014) “a reviewer needs to
consider the possibility of measurement error” (p.2).
The
researcher did an excellent job examining the generational differences in work
attitudes along with work ethic, work Centrality, and Leisure, Intrinsic and
Extrinsic Work Values, Job Satisfaction and Intention to Leave. It was evident that the data collected from
several studies found by the author was strategically analyzed by Twenge and
upon summarizing the most important findings he proposed solutions for recruitment, talent retention,
and employee motivation for members of today’s multigenerational workplace. For example, Twenge, (2010) concluded that most
studies consistently find that GenX, especially GenMe, displayed weaker work
ethics with a tendency to value leisure, and seek more freedom and work-life
balance than Boomers. A vary
interesting finding revealed that GenMe are not higher in altruistic work
values than previous generations. Therefore, programs offering time off work for
volunteering or recruiting programs emphasizing helping others while working
may be effective for today’s young workers, but no more so than they are or
were for workers of other generations.
The most impacting data shared was on job satisfaction. The author explained that job-hopping and
commitment to the organization surprisingly showed GenMe to be more satisfied
with their jobs than any other generation:
“ There
may be a discrepancy between initial intentions and behaviors; when presented with
other opportunities, GenX and GenMe seem to be eager to embrace them” (Twenge, 2010, p. 206). As a general recommendation, the author
explained that GenMe seems to like their jobs and look forward to a long
tenure. However, this attitude may shift
if better opportunities arise.
Overalls,
we might say that besides the expected flaws form the data collection process
and the sampling issues potentially producing bias results in certain areas
studied, the research made some important contributions. For example, no previous review has
summarized all of the available studies examining generational differences in
work values allowing us to have a more rounded picture of the actual generational
differences in work attitudes, how they affect tenure and the potential
measurements management can take based on the author’s findings and recommendations.
REFERENCES
Galvan, J. L. (2014).
Writing literature reviews: A guide for students of the social and behavioral sciences
(6th ed.). Glendale, CA: Pyrczak.
Smola, K. W., & Sutton,
C. D. (2002). Generational differences: Revisiting generational work values for
the new millennium. Journal of
Organizational Behavior, 23, 363–382.
Twenge, J.M. (2010). A Review of the Empirical Evidence on
Generational Differences in Work Attitudes.
Journal of Business Psychology,
201-210. doi:10.1007/s10869-010-9165-6
