KEYEMPLOYEEENGAGEMENTINDICATORSIMPACTINGDIGITALNATIVESINTHE WORKPLACE
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1 KEYEMPLOYEEENGAGEMENTINDICATORSIMPACTINGDIGITALNATIVESINTHE WORKPLACE ESTHER.A PHDRESEARCHSCHOLAR DEPT.OFCOMMERCE MADRASCHRISTIANCOLLEGE(AUTONOMOUS) AFFILIATEDTOUNIVERSITYOFMADRAS TAMBARAM CHENNAI CORRESPONDINGAUTHOR DR.SHIRMILA.T(M.com,MBA,M.Phil,PhD) ASST.PROFESSOROFCOMMERCE RESEARCHSUPERVISORANDGUIDE MADRASCHRISTIANCOLLEGE(AUTONOMOUS) AFFILIATEDTOUNIVERSITYOFMADRAS TAMBARAM CHENNAI Volume 8 Issue
2 Abstract:EmployeeEngagementisapopularandpracticalconceptintoday sworkplace. EmployeeEngagementisanasset-NitinVazirani(2007).Ithasbecomeapsychological constructasemployeeengagementisthereflectionofemployee satitudestowards theirworkplaceanditsvalues.employeeengagementisachalengingtaskforan organizationbutintoday sdiversemulti-generationworkforceithasbecomeeven morechalenging.theyaremorecreative,pragmaticandsocialyconnectedgeneration. Theyaregrownupintheinternetworldandentirelydiferfrom theirearliergenerations. Hencetokeeptheemployeesengagedin workhasbecomeacrucialtaskforthe employers. IndexTerms:DigitalNatives,perception,changingworkforce,employeeengagement. INTRODUCTION Theyounggenerationemployeeswhoaretransformingthepresentworkplacewiththeir unique characteristic,culture,skils and atitude are refered to as digitalnative. PresentlyineveryorganizationDigitalNativesaretakingupsignificantrolesatworkand theirentryhascreatedatremendouschangeintheworkplace.sincethepresent workforceismadeupoffivediferentgenerationswithdiversedemandsanddiferent levelofemployeeengagementorganizationsarefacinganextremelevelofstresswhen itcomestoengaginganemployeesintheirwork.newgenerationemployeeswhoare enteringtheworkplacearetotalydiferentfrom theearliergeneration,sincetheirroles have become crucialin presentworkforce,organizations need to generate more innovativeideasandstrategiesinordertomeettheneedsandexpectationsofdigital Nativewhilesimultaneouslytheymustalsofigureoutdiferentwaystoatract,engage andretainthebestpeople.oneofthegreatestinvestmentsanorganizationcanever makeis engagingtheiremployees DigitalNativeworkplaceistotalydiferentfrom theirpredecessorinpastdecadeswheretheapproacheswerequitecommonforalthe generation.butnowitistimetocreateinnovativeapproachesfordigitalnatives.the aim ofthisstudyistoanalyzethedigitalnativesperceptiontowardsworkandto understandpresentgenerationemployeeengagementapproachesintheworkplace. Volume 8 Issue
3 OBJECTIVESOFTHESTUDY TodeterminetheDigitalNativeemployeesperceptionstowardswork. Todeterminetheimpactofappraisalandrewardsystem ofdigitalnative. TodeterminethesocialconnectednessofDigitalNativeemployees. DIGITALNATIVES Digitalnatives are the generation born in 90 s and grown up in 2000 s (Tulgan 2013)GenerationZseemstobethetrickiestgenerationwhenitcomestodefiningits agerange,andstilithasnotbeenexaminedwel,sinceitistheyoungestgenerationin theworkforce.theyarepopularlycaledasgenzandknownfortheirdigitalactivities sincetheyarethefirstgenerationwhohavegotinternettechnologysoreadilyavailable ata veryyoung age.digitalnatives are also known as:digitalnomads,digital integrators,zeds,zees,techsavy,screenagers,igen,generationm-multitasking,click ngokids,generationc-connectedgeneration(budacc.,baltadorl.,2014).beingborn inaperiodofdigitaladvancementthisgenerationiscapabletomanagefivescreensat atimeandtheyareknownformultitasking.digitalnativesarepeoplewhocravefor technologicaladvancementbutatthesametime,theybecomevictimsofdistraction producedbyit.entryofthedigitalnativesintheworkforcehasmadecorporateto includesocialanddigitaltechnologies. DEFINITIONOFEMPLOYEEENGAGEMENT Inrecentyearsemployeeengagementhasbeenanimportantareaofmanagement practice.employeeengagementisapositiveoranegativemindsetofanemployee towardsworkandtheworkplace(kural2008).accordingtokahn(1990)employee engagementisbeingpresentatworkplacebothphysicalyandmentaly.howpositively employeesfeelandthinkabouttheorganizationsayseverythingabouttheirlevelof engagementtowardswork(cook2012).robinson(2006)saysthereisasilentdiferent indefiningemployeeengagementandcommitment,aspersaks s(2006)definition commitmentandengagementbothareimportantfactorbutnotsame.engagementcan bedistinguishedfrom commitmentasanemployee slevelofengagementcouldbe Volume 8 Issue
4 measuredbythedegreetowhichheiscommitedtohiswork.itisrealyachalenging tasktodefinetheterm employeeengagementduetolackofuniversaldefinitionforthis concept employeeengagement becauseeachauthordefinesitindiferentway. TODAY SWORKFORCEEMPLOYEEENGAGEMENT Basedonvariousresearchstudies,literaturereviewsandexpertopinionsitseemsvery clearthatdigitalnativesarebuildingnew workstructuresinthepresentworkplace. Digitalnativeshaveparticulartalents,characteristics,expectations,needsandgoals whichmakethem uniqueamongothergenerationemployees.digitalnativeseasilyget disengagedastheygetboredwiththeirworkquicklybecauseoftheirpooratention span(tulgan2013).hencetokeepthem engagedatworkitisveryessentialtocreatea perfectbondbetweenemployeeandtheorganization.anengagedemployeeislikean assetforanorganizationsomorethanmakingemployeeshappy,itisfundamentalto makethem feelliketheyareanintegralpartoftheorganization.employeeengagement isabestinvestmentwhichwilproducelongterm resulttotheorganization. Digitalnatives feeldisengaged atwork when organization fails to meettheir expectations like flexible job,pleasantworking environment,instantrecognition, chalengingandcreativework,quickrewards,andsocialcommunityintheworkplace. Organizationsneedtoadjusttheirworkplaceaccordingtotheneedsofcurentand futuregenerationworkforcewhichrequiresentirelyadiferentskilsetthanprevious years. Volume 8 Issue
5 REVIEW OFLITERATURE RITA YUNI(2017)Employeeengagementbecomesacommonproblem amongal generationsbuttheirengagementleveldifersfrom eachgeneration.theauthorhas studiedthevariousgenerationsperceptionandvalueofemployeeengagementconcept. The study has revealed two diferentdimensions used to measure employee engagementsuchasorganizationalengagementandjobengagement. SONIAGARWAL(2017)Engagedemployeesaremoreloyaltotheorganizationand theircontributionleadstoorganizationgrowthanddevelopment.hrmanagershould not get confused with the other constructs such as organizationalbehavior, organizationalcommitment,motivation,jobsatisfaction NITHINVAZIRVANI(2007)Anengagedemployeeisanassetfortheorganizationsince theyareawareofalstrategiesandprocesswhichmakestheorganizationperform wel. Theyareverycurioustoknow thedesiredexpectationsoftheirorganizationwith regardstotheirrole.furtherthestudyhasshownsomeoffactorswhichdealwith employee engagement such as,career development,ethical behavior,image, empowerment,equalopportunity,fairtreatment,jobsatisfaction,safetyandhealth. T.JKAMALANABHAN,LPRAKASHSAI,MAYURIDUGGIRALA(2009)Themainobjective ofthisstudyistoaccesstherelationshipbetweenjobsatisfactionandemployee engagementfurtheritwasanatempttodevelopemployeeengagementmeasureinan organization. ARTICHANDANI(2016)Factors impacting employee engagementis difers from individualtoindividual.findingsofthisstudy suggeststhatorganizationrequireto createnew employeeengagementapproachessuch asstrong induction program, certificateprogram,creativetrainingprogram tomakeemployeesfeelenergeticatwork. MANJUMAHIPALAN(2015)Employeeengagementrequiresmoreatentionsinceithas agreatimpactonemployeesbehaviorandinvolvementinanorganization.firmsare seeking strategiesto keep theiremployeesactiveand presentableatworkplace. Organizationcanimprovetheperformanceoftheiremployeesbyengagingthem inan Volume 8 Issue
6 interestingandcreativeworkwhichwilhaveanefectiveimpactontheproductivityof theorganization. DR.PARTIMASARANGI(2016)thesuccessofanorganizationdependsonemployee s productivitywhichispossiblethroughcommitmentandinvolvementofemployees towardstheirorganization.10c sofemployeeengagementwereexplainednamely connect,career,clarity,convey,congratulate,contribute,colaborate,control,credibility, confidence. SignificanceoftheStudy:Theliteraturereviewshowsthatalotofresearcheshavebeen conducted on employee engagementconceptwith regard to diferentgeneration employees.theliteraturereview clearlyshowsthereisagapwithregardtodigital NativeworkplaceemployeeengagementinIndianorganizations.Thestudywouldhelp theorganizationtounderstandwelaboutdigitalnativesandtoform new employee engagementapproachinaccordancewithdigitalnatives. METHODOLOGYOFSTUDY The study key employee engagementindicators impacting digitalnatives in the workplaceisempiricalinnaturebasedonobservationsandsurveyconducted.the populationsizeis75.respondentstakenasasampleforthisstudyareitprofessionals from ChennaicitywhoarereferedtoasDigitalNative.TheSecondarydateiscolected from variousarticles,booksandhrmagazinesandalsowebsitesrelatedtoemployee engagement.statisticaltoolslikeanova,corelationwereusedinthisstudytoanalyze thedatacolectedfrom therespondents. DATAANALYSISANDINTERPRETATION H0:ThereisnosignificantrelationshipbetweenDigitalnativesandtheirperception towardswork H1:ThereisasignificantrelationshipbetweenDigitalNativesandtheirperception towardswork TABLE.1SHOWSTHECORRELATIONDIGITALNATIVESANDTHEIR PERCEPTIONTOWARDSWORK. Volume 8 Issue
7 Digital Good Nativ Salary es Creativ ework Opportunity tolearn newthings Chalenging Tasks Flexible working condition Combined workand sociallife Digital Natives Pearson Corelation 1.429(** ).650(**).558(**).537(**).548(**).490(**) Sig.( tailed) Source:primarydata **significantatthelevelof0.01 Interpretation: From thecorelationmatrixinthetable1nearlyalofthevariablesarepositively corelatedtoeachotheratthe0.01level.corelationcoeficientvaluesrangesfrom 0.429to0.650.ThecorelationsbetweenGoodsalary(0.429**)islesswhencompared tothecorelationofothervariables.thereisamoderatecorelationbetweendigital nativesandcombinedworkandsociallife.thevariablesopportunitytolearnnew things(0.558**),chalengingtasks(0.537**),flexibleworkingcondition(0.548**)hasa highcorelationwithdigitalnatives.creativeworkhasgotthehighestcorelationwith digitalnativeswhencomparedtotherestofthevariables. From thisitisconcludedthatalthevariableshaveapositivecorelationwithdigital nativesbutcreativeworkhasastrongcorelation.othervariableshaveeitherlowor moderatecorelation. HencetheNulHypothesis(H0),thereisnosignificantrelationshipbetweenDigital Volume 8 Issue
8 nativesandperceptionofworkisrejectedandalternativehypothesis(h1)thereisa significantrelationshipbetweendigitalnativesandtheirperceptiontowardsworkis accepted. H0: There is no significant relationship between Digital Natives and social connectedness H1:ThereisasignificantrelationshipbetweenDigitalnativesandsocialconnectedness TABLE 2 SHOWS THE RELATIONSHIP DIGITAL NATIVE AND SOCIAL CONNECTEDNESS. ANOVA Sum of Df Mea F Sig. Square n s Squa re GOOD RAPPORT WITH COLLEAGUESATWORK WITHIN TOTAL SOCIAL MEDIA HAS INFLUENCE ON RELATIONSHIP AMONG COLLEAGUES WITHIN TOTAL CREATIVE MANAGEMENT 2 42 ACTIVITIES EMPLOYEE INCREASE WITHIN ENGAGEMENT TOTAL Volume 8 Issue
9 CULTURAL ACTIVITIES CREATES STRONG BOND EMPLOYEES AMONG WITHIN TOTAL CSR PROGRAMMES EVOKE SOCIAL RESPONSIBILITIES WITHIN TOTAL Source:primarydata TheaboveTable2showstheresultofvarianceanalysisofrelationshipbetweendigital nativesandsocialconnectedness. From the above table itis clearthatthe computed values are greaterthan the significancelevelof0.05thenulhypothesisacceptedat5% level.variableswiththe highermeansquarejudgmentgivethesmalestamountassistanceindiferentiate betweensmalgroupsofpeople. Relationship between DigitalNatives and socialconnectedness does notafect folowingvariancesincethep valuesaregreaterthanalphavalue(0.05)andthe variable values are,socialmedia influence among coleagues (.029),Creative managementactivity(.013),culturalactivities(.210)andsocialresponsibilities(.401) whichmeanshere(h0)isaccepted,thereisnosignificantrelationshipbetweendigital Nativesandsocialconnectednessoftheabovevariables. Butrelationshipbetweendigitalnativesandsocialconnectednessdoesafectthegood rapportwithcoleaguesatwork(0.002) From thisitisconcludedthatthemainimpactingfactorsforsocialconnectednessis goodrapportwithcoleaguesatwork. H0:There is no significantrelationship between DigitalNatives Appreciation and Rewards Volume 8 Issue
10 H1:ThereissignificantrelationshipbetweenDigitalnativesAppreciationandRewards TABLE.3SHOWSTHERELATIONSHIP DIGITALNATIVESAPPRAISALAND REWARDS. ANOVA Sumof Df Mean F Sig. Squares Squar e HIGHSALARYANDPAY RAISEONGOOD 2 PERFORMANCE WITHIN TOTAL REWARDEDFOR PROVIDINGHIGH 3 QUALITYSERVICE WITHIN TOTAL EMPLOYEE PROMOTIONSBASED ONFAIRCRITERIA WITHIN TOTAL SATISFIEDWITHTHE PROMOTIONAL 2 OPPORTUNITY WITHIN TOTAL FEELINGAPPRECIATEDAT WORK Volume 8 Issue
11 WITHIN TOTAL Source:primarydate TheaboveTable3showstheresultofvarianceanalysisofrelationshipbetweendigital nativesandappreciationandrewards From theabovetableitisclearthatthemostofthecomputedvaluesarelessthanthe significancelevelof0.05thenulhypothesisrejectedat5%level.relationshipbetween Digitalnativesandappreciationandappraisaldoesafectfolowingvariancesincethep valuesarelessthanalphavalue(0.05)andthevariablevaluesare,highsalaryandpay raiseongoodperformance(.002),rewardedforprovidinghighqualityservice(.006), feeling appreciated atwork(.058)which meanshere relationship between digital nativesandappreciationandrewardsdoesafecttheabovevariables.(h0)isrejected; thereisasignificantrelationshipbetweendigitalnativesandappraisalandrewardsof theabovevariables Hencepromotionalopportunity(0.105)andpromotionsbasedonfaircriteria(0.413) doesnothavemuchimpactondigitalnatives. FINDINGS Digitalnativeperceiveworkplaceasatooltogainmoreknowledgethrough creativework. Theylookforopportunitiestolearnnewthings. DigitalNativesconsiderworkasachalengingtaskwhichmakesthem tostay engagedatwork. DigitalNativeemployeefeelsthatwhenthereisagoodqualityofworktheyget rewardswhichresultsbeteremployeeengagement. CreativemanagementactivitiesmakeDigitalNativesmoreengagedatwork. Volume 8 Issue
12 DigitalNativeshavegoodrapportwithcoleaguesatworkplacewhichmakes them tostaysocialyconnected. GoodSalaryandPayraisehaveaninfluenceongoodperformanceasitleadsto goodemployeeengagementaswel. Factorssuchashighsalaryandpayraiseongoodperformance,rewardedfor providinghighqualityservice,feelingappreciatedatworkdoescreategreat impactondigitalnativesappraisalandrewards. EmployeeengagementisinducedasmuchasaDigitalNativefeelsappreciated atwork. SUGGESTION Organizationsshouldconsiderengagingtheyounggenerationemployeesby adoptingvariousmeasuressuchasworkrelatedengagements. Creatinganagileworkforce,provisionforcreativityandinnovationatwork,work involvingdigitalinitiativesaresomeofthemeasuresthatcanbeadopted. DigitalNativescanbeemployedthroughfunrelatedworksuchasproviding avenuesforbringingouttheirtalentsandpotentials. Organizationshouldalsoengagetheiremployeesinsocialyconstructive projects,volunteeringservicesandsoon. Organizationsshouldbewilingtoinvestinemployeeengagementmeasures. Certainbestpracticeswithregardtoemployeeengagementfolowedalacross globeshouldbeimplementedaftercheckingtherelevance. Organizationshouldtakeinitiativetoprovidecreativeworkwithchalenging rolesforyounggenerationemployees Volume 8 Issue
13 Employersneedtoequiptheorganizationwiththenewtechnologiesinorderto accommodateupgradedyounggeneration. Digitalnativesarecomfortabletoworkintheirownworkingstylewiththehelpof theircreativeideasandtheygetinvolvedinworkwhentheirviewsandopinions areconsideredbytheorganization. CONCLUSION EmployeeEngagementhasbecomeaviralconceptintoday sworkforceandthepopular term foremployeecommunication.morethanatractingandretainingthetalentsitis veryimportantto engagetheirtalents.though itisessentialforan employerto understandthefactorswhichengageyounggenerationemployeestothemaximum and alsobyidentifyingthesefactorsorganizationscanmaximizetheirproductivity.theyare expecting a workplace which gives them a chalenging task,perfectrecognition, innovativework,funfiledworkenvironmentandworkwhichgivesthem lotoflearning becausetheyseeorganizationasaplaceoflearning.futureorganizationswilhaveto bemoreinnovativeandflexibleinordertomeettheneedsandexpectationsofdigital natives.understandingthesedemographicshiftsanddesigningemployeeengagement issuesisachalengefororganizations.secondly,organizationshavetorespondto technologicalchanges and should ensure integration ofthese into engagement initiatives,thus,keepingthem alignedtotheorganizationalgoals.creatingameaningful workplaceforthedigitalnativesisamajorchalengefortheemployers.leadersneed to learn bestpracticesadopted in theorganizationsalovertheworld and build strategicinitiativestofosteracultureofengagement. REFERENCES: ArtichandaniEmployeeengagement:Areviewpaperonfactorsafecting employeeengagement.htps:// e_engagement_a_review_paper_on_factors_afecting_employee_engagement Budac,C.;Baltador,L.(2014),GenerationZ themostdificultbutdesirabletargetfor brands,jointinternationalconferenceofdoctoralandpost-doctoralresearchers, Craiova,12-13September2014 Volume 8 Issue
14 Cook,S.(2008).Theessentialguidetoemployeeengagementbeterbusiness performance.greatbritain:koganpagelimited Dr.PartimaSarangi,EmployeeEngagementAndItsImpactOnOrganizationSuccess-A StudyInManufacturingCompanyIOSRJournalOfBusinessAndManagement(IOSR- JBM)E-ISSN: X,P-ISSN: Volume18,Issue4.Ver.I(Apr.2016),PP 52-57Www.Iosrjournals.OrgDOI: /487X Www.Iosrjournals.Org52 Page Kahn,W.A.(1990), Psychologicalconditionsofpersonalengagement anddisengagementatwork,academyofmanagementjournal,33,pp Kular,S.,Gatenby,M.,Rees,C.,Soane,E.,&Truss,K.(2008).Employeeengagement:A literaturereview.workingpaperseries(19).kingstonuniversity.retrievedfrom htp://eprints.kingston.ac.uk/4192/1/19wempen.pdf ManjuMahipalanEmergingtrendsinemployeeengagement-Areviewofliterature OPUS:HRJournalVolume6Issue1Published:2015 Robinson,D.,Peryman,S.,&Hayday,S.(2004).Thedriversofemployeeengagement (408).Brighton,UK:InstituteforEmploymentStudies.Retrievedfrom htp:// Engagement%20research.pdf RitaYuniMulyanti,ErnieTisnawatiSule,MamanKusman,Hilmiana,Employee EngagementOnMultipleGenerations SEAJBEL SouthEastAsiaJournalof ContemporaryBusiness,EconomicsandLaw,Vol.12,Issue2(April2017) Robertson,I.(2012,May3).Theimportanceofemployeeengagementindificulttimes. Retrievedfrom htp:// 2012/may/03/importance-employee-engagement-dificultimes?INTCMP=SRCH Saks,A.M.(2006).Antecedentsandconsequencesofemployeeengagement.Journal ofmanagerialpsychology,21(7), doi: / Soniagarwal(2017)factorsinfluencingemployeeengagement-astudyofdiverse workforcetheindianjournalofsocialwork76(4), Tulgan,B.(2013),MeetGenerationZ:Thesecondgenerationwithinthegiant "Milennial"cohort,availableat htp://rainmakerthinking.com/assets/uploads/2013/10/gen-zwhitepaper.pdf T.Jkamalanabhan,LPrakashSai,MayuriDuggiralaEmployeeengagementandjob satisfactionintheinformationtechnologyindustry Volume 8 Issue
15 htps:// satisfaction_in_the_information_technology_industry Vazirani,N.(2007).Employeeengagement.Workingpaperseries(WPS05),SIESColege ofmanagementstudies.retrievedfrom htp:// images/pdf/reserch/working_papers/employee_engagement.pdf Volume 8 Issue
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