Engaging the Head, Heart and Hand of the Millennial Workforce
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RESEARCH IN PROGRESS
Engaging the Head, Heart and Hand of the Millennial Workforce Sonali Bhattacharya1
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Aradhana Gandhi1
Received: 11 May 2019 / Accepted: 7 October 2020 National Academy of Psychology (NAOP) India 2020
Abstract The purpose of the study was to discover the strategies employed by Information Technology (IT) companies in India to engage the millennial workforce, and assess the effectiveness of these strategies. A concurrent mixed method approach was used. In the quantitative phase of the research, a questionnaire was administered to a random sample of 306 IT employees from the millennial generation to discover which strategies or employee benefit schemes had been effective in positively influencing employee engagement. Data were analysed using Structural Equation Modelling. In the qualitative phase of the study, 18 millennial generation managers belonging to the IT sector were interviewed. Purposive sampling was used. The qualitative study offered a deeper understanding of the phenomenon Employee Engagement and insights into lived experiences of employees. Both studies confirmed that activities related to corporate social responsibility, outdoor and cultural activities, and opportunities for informal communication determined engagement of the millennial workforce in the IT sector. Work life balance and opportunities for physical activities were desirable hygiene factors, but not determining factors for engagement. In the qualitative study, it was found that gamification of learning was not considered a proactive engagement strategy; however, the quantitative study showed that it was most effective in engaging the millennials.
& Sonali Bhattacharya [email protected] 1
Symbiosis Centre for Management and Human Resource Development, Symbiosis International (Deemed University), Pune 411057, India
Keywords Engagement Corporate social responsibility Gamification Informal communication Millennials
Introduction Employee engagement is the level of employees’ psychological investment in their organization which manifests in the form of employees talking positive about the organization, their willingness to continue to serve the organization and strive to give their best efforts to help the organization succeed. Employee engagement has been one of the major concerns for organizations as unengaged employees lead to dissatisfaction, reduced productivity, absenteeism and turnover. According to a global report by AON Hewitt (2017), global engagement levels fell to 63% in the year 2017 as compared to 65% in 2016. Employee engagement levels in the Asia–Pacific region were higher than European and African nations during the study period. Drops were specifically high on parameters of perceived effective collaboration, perceived quality of relationships with supervisor, performance management and learning and development. The report suggested that globally, the most preferred employee engagement strategies were: Rewards and Recognition; Employee Value Proposition (EVP); Effectiveness of
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