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Effect of Generation Gap on Organizational Commitment: A Case Study of Ferro-alloy Industries in India

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  • R.K. Jena

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.

Suggested Citation

  • R.K. Jena, 2016. "Effect of Generation Gap on Organizational Commitment: A Case Study of Ferro-alloy Industries in India," Global Business Review, International Management Institute, vol. 17(3_suppl), pages 76-89, June.
    • Handle: RePEc:sae:globus:v:17:y:2016:i:3_suppl:p:76s-89s
    DOI: 10.1177/0972150916631085
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    References listed on IDEAS

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    1. Galambos, Louis, 2005. "Recasting the Organizational Synthesis: Structure and Process in the Twentieth and Twenty-First Centuries," Business History Review, Cambridge University Press, vol. 79(1), pages 1-38, April.
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