{"title":"劳动力多样性和工作意义对员工敬业度和组织公民行为的影响","authors":"Chong Yunyi, J. Singh, Janitha Kularajasingam","doi":"10.3233/hsm-220184","DOIUrl":null,"url":null,"abstract":"BACKGROUND: This study was done after the COVID-19 pandemic that brough a lot of disruptions and changes in behaviors of employees. This study focused on behaviors of Z employees in the new normal environment after the COVID-19 pandemic. Generation Z presently form the biggest age group in Malaysia, accounting for 29% of the total population. They have their own way of behavior and working patterns that is different from previous generations. Despite the increasing number of Gen Z employees, there is a dearth of studies that examined the effect of workforce diversity and job meaningfulness on employee engagement and OCB after the COVID-19 pandemic. OBJECTIVE: This research aimed to find out the association between workforce diversity and job meaningfulness to employee engagement and Organization Citizenship Behavior (OCB) among Gen Z employees in Malaysia after the COVID-19 pandemic. This research also investigated the relationship between employee engagement and OCB. METHODS: This was a quantitative study, and a survey strategy was used to collect data from 160 respondents. SPSS and Smart-PLS were used to generate descriptive and inferential statistics. RESULTS: The results revealed that workforce diversity was the strongest predictor of employee engagement among Gen Z employees after the pandemic. Workforce diversity also had a significant impact on OCB. Comparatively, job meaningfulness had a significant impact only on employee engagement but there was also a significant impact of employee engagement on OCB CONCLUSIONS: The study that was done after the pandemic is one of the first to examine the relationship between workforce diversity, job meaningfulness, employee engagement, and OCB and has extended the current literature through the focus on Generation Z employees. The results suggest that workforce diversity and job meaningfulness to be adopted by organizations to upgrade engagement of Gen Z employees after the COVID-19 pandemic. The increase in employee engagement post-COVID, will lead to lower employee turnover, improved productivity and motivation.","PeriodicalId":13113,"journal":{"name":"Human systems management","volume":" ","pages":""},"PeriodicalIF":1.5000,"publicationDate":"2023-01-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":"{\"title\":\"The influence of workforce diversity and job meaningfulness on employee engagement and organizational citizenship behaviors\",\"authors\":\"Chong Yunyi, J. Singh, Janitha Kularajasingam\",\"doi\":\"10.3233/hsm-220184\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"BACKGROUND: This study was done after the COVID-19 pandemic that brough a lot of disruptions and changes in behaviors of employees. This study focused on behaviors of Z employees in the new normal environment after the COVID-19 pandemic. Generation Z presently form the biggest age group in Malaysia, accounting for 29% of the total population. They have their own way of behavior and working patterns that is different from previous generations. Despite the increasing number of Gen Z employees, there is a dearth of studies that examined the effect of workforce diversity and job meaningfulness on employee engagement and OCB after the COVID-19 pandemic. OBJECTIVE: This research aimed to find out the association between workforce diversity and job meaningfulness to employee engagement and Organization Citizenship Behavior (OCB) among Gen Z employees in Malaysia after the COVID-19 pandemic. This research also investigated the relationship between employee engagement and OCB. METHODS: This was a quantitative study, and a survey strategy was used to collect data from 160 respondents. SPSS and Smart-PLS were used to generate descriptive and inferential statistics. RESULTS: The results revealed that workforce diversity was the strongest predictor of employee engagement among Gen Z employees after the pandemic. Workforce diversity also had a significant impact on OCB. Comparatively, job meaningfulness had a significant impact only on employee engagement but there was also a significant impact of employee engagement on OCB CONCLUSIONS: The study that was done after the pandemic is one of the first to examine the relationship between workforce diversity, job meaningfulness, employee engagement, and OCB and has extended the current literature through the focus on Generation Z employees. The results suggest that workforce diversity and job meaningfulness to be adopted by organizations to upgrade engagement of Gen Z employees after the COVID-19 pandemic. The increase in employee engagement post-COVID, will lead to lower employee turnover, improved productivity and motivation.\",\"PeriodicalId\":13113,\"journal\":{\"name\":\"Human systems management\",\"volume\":\" \",\"pages\":\"\"},\"PeriodicalIF\":1.5000,\"publicationDate\":\"2023-01-23\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"1\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Human systems management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.3233/hsm-220184\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human systems management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.3233/hsm-220184","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
The influence of workforce diversity and job meaningfulness on employee engagement and organizational citizenship behaviors
BACKGROUND: This study was done after the COVID-19 pandemic that brough a lot of disruptions and changes in behaviors of employees. This study focused on behaviors of Z employees in the new normal environment after the COVID-19 pandemic. Generation Z presently form the biggest age group in Malaysia, accounting for 29% of the total population. They have their own way of behavior and working patterns that is different from previous generations. Despite the increasing number of Gen Z employees, there is a dearth of studies that examined the effect of workforce diversity and job meaningfulness on employee engagement and OCB after the COVID-19 pandemic. OBJECTIVE: This research aimed to find out the association between workforce diversity and job meaningfulness to employee engagement and Organization Citizenship Behavior (OCB) among Gen Z employees in Malaysia after the COVID-19 pandemic. This research also investigated the relationship between employee engagement and OCB. METHODS: This was a quantitative study, and a survey strategy was used to collect data from 160 respondents. SPSS and Smart-PLS were used to generate descriptive and inferential statistics. RESULTS: The results revealed that workforce diversity was the strongest predictor of employee engagement among Gen Z employees after the pandemic. Workforce diversity also had a significant impact on OCB. Comparatively, job meaningfulness had a significant impact only on employee engagement but there was also a significant impact of employee engagement on OCB CONCLUSIONS: The study that was done after the pandemic is one of the first to examine the relationship between workforce diversity, job meaningfulness, employee engagement, and OCB and has extended the current literature through the focus on Generation Z employees. The results suggest that workforce diversity and job meaningfulness to be adopted by organizations to upgrade engagement of Gen Z employees after the COVID-19 pandemic. The increase in employee engagement post-COVID, will lead to lower employee turnover, improved productivity and motivation.
期刊介绍:
Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.