Job Satisfaction of Generations X and Y
Research has focused on employees as if they were a homogenous workforce with similar desires, needs, and capabilities. While this approach may have been adequate when the first studies on job satisfaction were conducted, researchers now recognize that we should consider more criteria in professional business management. This study examines the factors contributing to job satisfaction among different generations of workers. The authors identified four indicators of professional job satisfaction: working conditions, sense of self-worth, the possibility of development, and relations with other employees.
Conclusions
When forming final research results, it should be noted that relations with other people are less important for the younger generation of workers (Y) than for the older generation (X) (answers to RQ1). Communication with other people through various communication networks successfully replaces personal communication and relations with employees; although important, they are not decisive in job satisfaction. Remuneration is a more important factor in job satisfaction for the younger generation (Y) than for the older generation (X), especially in the context of its compliance with competencies (RQ2). But wages associated with the results of work are as important for them, as for generation X, and is a natural result of the fact that generation Y has no need to prove their value at work (RQ3). The most important factors increasing job satisfaction among young generation (Y) are remuneration and the opportunity to acquire new knowledge and develop skills, stable employment, balance between work and personal life, comfortable working place (RQ4).
The present research is of theoretical and practical importance in professional business management in the region. It indicates which factors are important for the younger generation in the context of achieving job satisfaction compared to the older generation. The study draws attention to the fact that managers within a company should use a variety of management tools, for example, differentiation of motives to meet different needs and incentives for the employees of different age groups.