Job Satisfaction of Generations X and Y

The construct of job satisfaction. The classic definition of job satisfaction is as a set of feelings and employee's attitude to work, that is, a positive attitude of employees to their duties, as well as to colleagues and the working environment, accompanied by a sense of satisfaction. The term "satisfaction" is often interchangeable with the term "fulfillment". A significant part of researchers consider these concepts synonyms, although some authors point out the differences between them. It is believed that satisfaction is a strong sense of fulfillment which is usually left after a long period of satisfaction, as opposed to temporary satisfaction, which is instantaneous. G.G. Tatarova and G.P. Bessokirnaya have similar definitions of these concepts: "Job/labor satisfaction is, in fact, an interdisciplinary category characterizing the state of labor relations from the position of the subject of labor. ... However, empirical studies usually record job satisfaction, that is, labor satisfaction here and now. These two terms are often used as synonyms".

In addition to the terms "satisfaction" and "job satisfaction" there is also the concept of "job satisfaction". The use of these terms interchangeably here is a result of compatibility of definitions and clarity and is quite common in literature because of the way the purpose of source identification is set and the level of perceived satisfaction associated with work is measured.

In this study, job satisfaction is defined as a pleasant and positive attitude towards one's work as a result of perception of work, working conditions and workplace, job responsibilities and professional environment.

Job satisfaction is one of the key categories in a company. It means that employees will work more and better if they are satisfied with their perception of work in terms of meeting individual needs in the workplace and performing certain tasks in specific physical and social conditions. Job satisfaction is also determined by favor and disfavor of one's work. It is noteworthy that satisfaction is a feeling that can gradually decrease or increase: an employee can be very satisfied with their work, moderately satisfied or almost satisfied. Moreover, an employee may feel satisfied with certain stages of work such as objectives performed, while other components such as wage will leave them dissatisfied. These partial feelings related to individual components of labor form ultimate job satisfaction.

In literature, there are many theories and studies that determine the organizational (external) indicators, the most frequently mentioned factors that affect job satisfaction (Tab. 1).

Table 1. Organizational factors in job satisfaction

At the same time, many authors agree that satisfaction is influenced by: (a) general working conditions related to the characteristics of work, wage or stability of employment; (b) the content of work performed, i.e. tasks performed, independence, an opportunity of development and promotion; (c) work environment: relations with superiors and other employees, organizational culture and management methods.

The context of generations. Generation is a certain group of people, which can be distinguished by indicators such as: birth year and age, experience associated with education in similar social, economic and political conditions.

Nowadays managers at many enterprises are facing the problem associated with the presence of several generations at these enterprises; they are characterized by different expectations and attitudes to work. Therefore, it is important to study the factors that determine job satisfaction, provide managers with knowledge in creating appropriate working conditions that contribute to increasing the satisfaction of workers from different generation groups

The most widely used classification is that which distinguishes the generation born before war, i.e. in 1920–1945; the baby-boomers generation or the so-called demographic peak generation that took place after war, in 1946–1964; and generation X, i.e. those born in 1965–1979. The latter includes workers aged 39–53 years and over; generation Y, called the internet generation, generation net, millennials, generation next or nexters born between 1980–2000: the workers aged 18– 38. Generation Z, i.e. those born after 2000 are workers aged 15–18. The classification is typical for American society and may differ slightly in the range of years in different countries due to cultural, social and economic differences. The most representative groups of employees of modern enterprises of different forms of ownership in Poland and its regions are generation X and Y. Thus, further analysis will be based on these two generation groups.

Generation X is a generation of professionally active people for whom work is of great importance. The most important values for them are: personal development, independence, diversity, initiative, and hard work. Professional career is associated with hard work, conscientious performance of their duties, often at the expense of imbalance between work and personal life. The satisfaction of this generation depends on success at work, high position and work image. This generation is characterized by: loyalty, workaholism, and high work ethics, recognition of authority, a sense of importance and suitability at work, and good relations with the team; all of which are expected to support the pleasure of work, which reinforces motivation.

In contrast, generation Y is a relatively homogeneous group with different values, patterns of behavior and expectations than the previous generation. It is pointed out that the representatives of this generation are more trusting, tolerant, and mobile, appreciate independence and self-sufficiency, moreover, they are better educated, especially in terms of technological progress, they attach greater importance to the quality of life. They are brought up in free access to information using the latest technologies and therefore are well-versed in the surrounding, often virtual, reality, which, in turn, is a weak point of the older generation. On the one hand, they can communicate well by email, SMS, all kinds of messengers, but it is more difficult for them to have a "face to face" conversation. This can weaken the relations with others, especially colleagues, which in the context of work can have a significant impact on their sense of job satisfaction. In this regard, the following research question was formulated:

RQ1: Are relations with colleagues more important for generation X than for generation Y as an organizational factor affecting job satisfaction?

As generation Y have different values than the previous generation, they also have different expectations about the workplace, the tasks to be performed, and the role of a manager. Millennials expect that their work will help them fully use their knowledge and skills, which has a positive impact on their motivation. They want to do hard work that stimulates creativity and enables them to become a member of a dedicated and motivated team; they want to be led by open, positive managers who will provide them with regular feedback on the work they do. The opportunity of career development, acquisition of new knowledge, additional training, professional development is also important for them. The opportunity of continuous training and using creative solutions win in confrontation with routine work. However, opinions differ regarding the role of remuneration. Some researchers point out that remuneration is less important for generation Y than for generation X, while others believe that remuneration is an important or even the most important aspect of their work. Moreover, remuneration should be directly related to performance and value added created by an employee. Other research questions were put further:

RQ2: Is wage more important for generation Y than for generation X as an organizational factor affecting job satisfaction?

RQ3: Is awareness of value created for the enterprise more important for generation Y than for generation X as an organizational factor affecting job satisfaction?

There is no doubt that if the expectations of generation Y in terms of work are not met, this may be reflected in dissatisfaction. They do not feel attached either to the profession or to the employer and have no problems with changing jobs. Consequently, the methods of managing employees used by managers so far may not be effectively applied to this generation characterized by a new approach to work and their role in it, as well as bold demands on working conditions.

The most significant aspects for this generation are: flexibility, mobility (from the point of view of changing profession, company, place of residence), self-fulfillment (development of non-professional skills, hobbies, interests and their implementation). Therefore, it is very important to define the concept of professional satisfaction in the case of this generation, for which another research question was put:

RQ4: What organizational factors affecting job satisfaction are the most important for generation Y compared to generation X?