 Effect of Generation Gap on Organizational Commitment: A Case Study of Ferro-alloy Industries in IndiaR.K. Jena Global Business Review, 2016, vol. 17, issue 3_suppl, 76S-89S Abstract: This research is intended to investigate the possible differences in the levels of commitment between Generation X (GenX) and Generation Y (GenY) employees in the fast-changing working environment of the twenty-first century. The research also aims to explore the direction and strength of relationships between the two age groups with respect to their commitment towards organization. This study was conducted by using cross-sectional quantitative research method involving 384 participants from five ferro-alloy industries in Odisha, India. The results indicated that GenY employees had a higher normative commitment (NC) to organization than GenX employees, whereas GenX employees had a higher continuance commitment (CC) to organization than GenY employees. However, it is also found that there is no significant difference in affective commitment (AC) between older and younger generation people. This research contributes to the theory of generation gaps with respect to organizational commitment (OC) and opens up new avenues for future research in this field. Keywords: Generational difference; GenX; GenY; organizational commitment; India; ferro-alloy (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:sae:globus:v:17:y:2016:i:3_suppl:p:76s-89s Access Statistics for this article More articles in Global Business Review from International Management Institute |
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