Abstract
The article analyzes the generational (age cohorts) effect on subjective wellbeing at work. The main aim is to reveal generational differences that lead to subjective wellbeing at work and possible discrepancies between the generations. The article contributes to the literature by creating and testing a theoretical model of subjective wellbeing at work as a composition of several dimensions that vary among generations, including physical experience, cognitive job performance, and appraisal, as well as social relationships and socio-emotional enablement at work. Using the military as an organization where daily routine creates similar conditions for different generations, we surveyed 890 army professionals representing three different generations: Gen Y, Gen X, and Gen Z. A structural equation modelling (SEM) technique is used to test the research model. The results support the hypothesis that generation has a strong moderating impact on the components of subjective wellbeing at work. Social relationship, as a socio-emotional experience, is the most important component of wellbeing at work for Gen Z, while socio-emotional enablement plays a central role in subjective wellbeing at work for Gen X and Gen Y.
Highlights
Subjective wellbeing at work indicates the level of sustainability of organizational human resources and leads to organizational performance in a long run
There appears to be significant progress, one important issue in measuring subjective wellbeing remains open: it is not known whether there is a significant difference between the determinants of subjective wellbeing at work that vary among age cohorts—generations
We contributed to the literature by creating and testing a theoretical model of subjective wellbeing at work as a composition of several dimensions: (1) physical experience, (2) cognitive job performance, (3) cognitive performance appraisal, (4) social relationships at work, and (5) socio-emotional enablement at work
Summary
Subjective wellbeing at work indicates the level of sustainability of organizational human resources and leads to organizational performance in a long run. There appears to be significant progress, one important issue in measuring subjective wellbeing remains open: it is not known whether there is a significant difference between the determinants of subjective wellbeing at work that vary among age cohorts—generations This issue is important for the sustainable management of human resources, as organizations are operating in a historically unique situation “when four generations were in the workplace at one time” [8] As a new generation is entering the labour market, interest in cross-generational research increases This interest in support assumes that generations differ in their goals and expectations, so their attitudes toward work differ [9]. Most previous studies have investigated generational differences in work attitudes and values and ignored wellbeing at work as an overall perception of one’s job
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