College Of Administrative And Financial Sciences Assi 500789

College Of Administrative And Financial Sciencesassignment 1deadline

Compare the findings described above for Millennials to your own views on Millennial characteristics. What surprises you about the findings? What doesn't surprise you? (1.25 Marks) (Min words). Consider all the initiatives and programs PwC uses to inspire employee loyalty. Do most of those seek to “move the needle†on affective commitment, continuance commitment, or normative commitment? (1.25 Marks) (Min words). Which type of organizational commitment (affective, continuance, or normative) do you think is most important to the majority of employees? Which do you think is most important to you? (1.25 Marks) (Min words). Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles.

Paper For Above instruction

The characteristics and attitudes of Millennials in the workforce have been a subject of extensive research, especially in organizational behavior, as they represent a significant portion of current and future employees. According to the findings from PwC's case study in Colquitt, LePine, and Wesson's textbook (2019), Millennials tend to show high levels of loyalty driven by affective commitment, motivated by emotional attachment to their organization. These findings align with many of my own perceptions, although some aspects provide new insights. For instance, I am often surprised by the extent to which Millennials value purpose and social impact in their work, which seems to be more pronounced than in previous generations. I have observed that Millennials are highly motivated by organizations that foster a sense of community and give back to society, which aligns with what PwC reports about emotional connection and meaningful work. However, I am not surprised that Millennials seek flexibility and purpose because these are recurring themes in contemporary discourse about generational shifts in the workforce.

Considering the three types of organizational commitment—affective, continuance, and normative—Millennials appear to exhibit the most significant change in affective commitment. This type of commitment is characterized by emotional attachment and identification with the organization. Millennials tend to prioritize meaningful work and organizational values aligning with their personal values, thereby strengthening their emotional connection. Their preference for purpose-driven work likely enhances affective commitment as they seek to feel that their individual efforts contribute to a broader societal impact. This shift is evident in their desire to work for companies with strong social responsibility initiatives and values, which influence their long-term engagement with these organizations. This heightened emphasis on emotional attachment is a departure from previous generations, who might have prioritized job security or financial stability more.

PwC’s initiatives to inspire employee loyalty predominantly target affective commitment by creating an engaging workplace culture, recognizing employee contributions, and fostering a sense of belonging. These programs aim to deepen emotional bonds and increase organizational attachment, emphasizing the commitment aspect that most directly influences voluntary engagement and retention. While some initiatives may also address normative commitment—by cultivating a sense of moral obligation to stay due to organizational loyalty—most efforts focus on strengthening emotional bonds, thus elevating affective commitment.

Regarding the importance of organizational commitment types, I believe that affective commitment is the most critical for the majority of employees today. When employees genuinely feel emotionally connected and aligned with their organization’s values, they are more motivated, productive, and satisfied. These individuals are likely to remain committed and perform at higher levels because their attachment is intrinsic. Personally, I value affective commitment the most because working in an environment where I feel emotionally engaged and aligned with organizational values fosters greater fulfillment and dedication. Such commitment enhances my motivation to contribute meaningfully and remain loyal, even when economic incentives fluctuate.

References

• Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2019). Organizational behaviour: Improving performance and commitment in the workplace (6th ed). McGraw-Hill Irwin.
• Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.
• Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714.
• Ng, E. S., Schweitzer, L., & Lyons, S. T. (2010). New generations, different values: The impact of generational cohort differences on variables influencing organizational commitment. Journal of Management Development, 29(2), 105-123.
• Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209-223.
• Shore, L. M., et al. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1172-1199.
• Gisikes, E. (2008). Generational diversity: New, neglected and misunderstood. Human Resource Development Quarterly, 19(1), 77-81.
• LePine, J. A., & Van Vugt, M. (2016). The psychology of social interaction and teamwork. Organizational Psychology Review, 6(2), 161-183.
• Kuvaas, B., Buch, R., & Dysvik, A. (2018). Do intrapersonal and interpersonal explanations of employee motivation derive from different sources? Journal of Managerial Psychology, 33(4), 203-214.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the competing values framework. Jossey-Bass.