Author, Institution: Gita Šakytė-Statnickė, Kaunas University of Technology
Science area, field of science: Social Sciences, Management, S003
Scientific Supervisor: Prof. Dr. Asta Savanevičienė (Kaunas University of Technology, Social Sciences, Management, S003)
Dissertation Defence Board of Management Science Field:
Prof. Dr. Jūratė Banytė (Kaunas University of Technology, Social Sciences, Management, S003) – chairperson;
Prof. Dr. Inga Minelgaitė (University of Island, Social Sciences, Management, S003);
Prof. Dr. Asta Pundzienė (Kaunas University of Technology, Social Sciences, Management, S003);
Assoc. Prof. Dr. Živilė Stankevičiūtė (Kaunas University of Technology, Social Sciences, Management, S003);
Prof. Dr. Ligita Šimanskienė (Klaipėda University, Social Sciences, Management, S003).
The doctoral dissertation is available at the library of Kaunas University of Technology (Donelaičio 20, Kaunas).
Annotation:
The purpose of the research is to reveal the impact of work environment factors on work engagement and organisational engagement of employees of different generations. The analysis of generational genesis allowed identifying key generational differences related to a deeper understanding of the phenomenon of generations and its expression in work environment; moreover, it contributes to the development of the Theory of Generations.
The identified correlation of the constructs of employee engagement and the systematised work environment factors influencing work engagement and organisational engagement of employees contribute to the development of the topic of work engagement and organisational engagement of employees in the perspective of different generations. The theoretically substantiated impact of work environment factors on work engagement and organisational engagement of employees of different generations is an additional contribution to the development of the Job Demands-Resources model.
The impact of 24 work environment factors (2 personal resources, 15 job resources, 7 job demands) on work engagement and organisational engagement of employees of four different generations (Generation Z, Generation Y, Generation X, Baby Boom Generation) has been empirically researched and confirmed. The research results allow organisational leaders / human resource professionals to identify the areas of potential intergenerational conflicts in the workplace, to be more prepared to manage intergenerational diversity in organisations, and can facilitate an easier anticipation, preparation and application of effective measures to increase work engagement of employees of different generations in their organisation.
