This dissertation is a quantitative, descriptive study examining whether intergenerational differences exist among employee engagement factors such as teamwork, retention, goal alignment, and trust of coworkers, trust of leadership, individual contribution, manager effectiveness, job satisfaction, benefits, and feeling valued. The study explores the relationship of whether having employees from two generations affects employee engagement in six Colorado independent restaurants. This study uses meaningful quantitative statistical analyses to determine the power of the relationships between generational cohorts and 10 work place dimensions representing employee engagement. The analysis includes the Bonferroni test, means, t-tests, p-values, degree of freedom, and equality of variance when analyzing data. The data from the research provides enough support to reject 8 out of 10 null hypotheses, demonstrating a need for practitioners to focus leadership behavior on the generational cohort when increasing job satisfaction and organizational benefits, two of the 10 work place dimensions making up employee engagement.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 76/09(E), Dissertation Abstracts International|
|Subjects:||Sports Management, Management, Labor relations, Organizational behavior|
|Keywords:||Employee engagement, Employee retention, Generation x, Generation y, Generations, Job satisfaction|
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