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INTRODUCTION
1.1 Introduction
One of the factor they have lack of motivation and support. Motivation is one of
the most important factors that affect human behavior and performance (Shen Kian &
Wan Yusoff,2012). According to Tulgan (2011), The main reason, according to our
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research, is that they can see with their own eyes the experience of their own
managers and their slightly more advanced peers as what they see is that managers,
especially new managers, are often given loads of additional responsibility with very
little additional support. Being different from previous generations, millennial
members tended to be more open about showing their difficulties and expressing their
feelings in work, instead of being silently tolerant (Zhang, Prammance, &
Chantarathong ,2013). The researcher also clarified that millennial workforce can be
motivated by themselves and other factors, but the further goals in their careers have
to be aligned with higher compensation and higher positions.
Millennial has flooded the nation’s workforce. From all aspect, these millennial
generation are smart, arrogant, willful, restless and hard to manage, because they were
bred into today’s technology. They are known as special generation. Insight into their
motivation has become a hot article. According to Rao and Niraj (2016) due to
increase in number of injuries brings more attention towards ergonomic conditions of
the humans in the work place. With their different and unique needs, millennial are
highlighting the important factor within work environments. These factors include
basic ergonomic considerations, increased work surface, technology support, power
sources, storage for work-related/personal belongings, personalization of environment,
entertaining and inspiring objects, exercise tools, etc (Steelcase, 2011). Working with
the arms abducted away from the body, overextended and shoulders hunched places
these joints at the end of their normal range of motion, requires higher muscular force
and greatly increases the risk for injury and strained sitting positions, such as tilting
sideways, twisting the vertebral column, bending forward or slumping begin in
response to compensation for specific work relationships but can become habit over
time (Rao and Niraj, 2016). ergonomic environment is essential for work
effectiveness.
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highlights the growing influence of social media on this generation. According to
Marthur (2016), 75.73% of the millennial respondents who were a part of the survey
reported that they have a Facebook account. 21% of such users post daily and 25%
post thrice a week and 31% of millennial has Twitter account . The researcher also
stated that Employees will feel greater satisfaction if the organizations allow use of
social media tools and in such work settings employees will feel that they have a
voice. which is heard. They will believe that they have a say in the functioning of the
organization and will be more happier and feel more engaged. As employee are the
most important asset in an organization, hence it is crucial to retain them.
The specific problem that addressed in this study was the retention problem
among millennial in manufacturing industry. Employee turnover can be extremely
costly considering the expenses involved in recruiting, interviewing, screening and
on-boarding new hires, not to mention the less tangible costs of lost employee
productivity and engagement (Petrucelli,2017). There are a lot of factors that can help
the organization in retaining the millennial generation. For example like motivation,
ergonomic environment, social networking and etc.
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can retain talents from the millennial generation. Each organization must have their
vision, mission and even goals that need to be achieved. In order to achieve their
target, SMM must improve their approach in managing and retaining young workers.
The research questions that can be done from the objectives are:
The significant of this study exploration is remarkable since there are few
research concerning on retaining millennial workforce in manufacturing industry.
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This paper are focusing on generational viewpoint. It explores the alternative for an
organization to retain the millennial workforce. This data may vitalize changes in
arrangement and practice inside their working environments. Further, this
exploration study might bear some significance with those investigating on hoe to
retain millennial generation workforce in manufacturing industry.
This research act as part of suggestion and solution to manage and increase
retention among millennial at workplace, as well as a guide for management team to
address and handle situations related to millennial generation working style. Aside
from the management team in the organization, this research will most benefit Human
Resource practitioners in the organization in surveying its employees’ retention and
factor influencing it especially for the millennial-ers. By understanding the root of the
problem, ultimate ways and solution to maximize the effect towards retaining
millennial workforce to the specific organization can be done.
1.8.1 Millennial
1.8.2 Retention
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1.8.3 Motivation
Motivation results from the interaction of both conscious and unconscious factors
such as the intensity of desire or need, incentive or reward value of the goal, and
expectations of the individual and of his or her peers. These factors are the reasons
one has for behaving a certain way. Motivation refers to reasons that underlie
behavior that is characterized by willingness and volition (Lai,2011). Lai (2011)
broadly define motivation as “the attribute that moves us to do or not to do
something”
1.8.4 Ergonomic
Rao and Niraj (2016) said that the scope of ergonomics include physical work
load, posture at work, lifting and carrying, machine-human system interaction, but
also lighting, thermal comfort and noise. It deals with the assessment of human’s
capabilities and limitations, work and environmental stress, static and dynamic forces
on the human body structure, fatigue, etc.
Naim (2014) define social media as “a group of internet based applications that
build on the ideological and technological foundations of web 2.0 and that enable the
creation and exchange of user generated content”. The researcher also said that social
media being comprised of social and media components is characterized by
contributing and sharing capabilities for user-generated content, openness of medium
accessibility, relationship building potential and flexibility to use. Within public
relations, Kent (2010) broadly defined social media as, “any interactive
communication channel that allows for two-way interaction and feedback,” further
specifying modern social media are characterized by their, “potential for real-time
interaction, reduced anonymity, a sense of propinquity, short response times, and the
ability to ‘time shift,’ or engage the social network whenever suits each particular
member” (Carr & Hayes,2015)
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1.9 Limitation of the Study
Secondly is time, the duration of research may takes a lot of time in gathering
the information and it is hard to gather the data since we can only meet during lunch
hour or tea break as the researcher cannot interrupt during production.
Lastly is relevancy, the information sometimes were not relevant and need to
be check in order to done this research properly. Furthermore, some of the respondent
was not answered the questionnaire, this was effected our finding and may lead to
undesirable conclusion.
1.10 Conclusion
The need for organizations to retain their talents is crucial for their ability to
remain in business depends on it. Even though many research highlighted the factors
that related to millennial workforce retention, this complex area of human resource
needs further investigations. Existing researches did not provide enough emphasis on
the employees in the manufacturing industry. This research is conducted in order to
investigate and to better equip organizations with knowledge necessary to improve
their retention capability for the millennial generations.
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CHAPTER 2
LITERATURE REVIEW
2.1 Introduction
This chapter consists of eight parts which are retaining millennial generation,
motivation, ergonomic environment and social networking leads to retention of
millennial workforce, research framework, research hypotheses and summary. In
motivation, the researcher explained how motivation can give impact on millennial
workforce retention. Next is ergonomic environment. The most common problems of
ergonomic environment come from the bad sitting posture, the wrong positioning of
the mouse or the keyboard on the table and the improper selection of tools and
gadgets in the direct work environment (Berenyi,Szolnoki & Banhegyesi, 2015). This
have resulted in a declining workforce among millennial in manufacturing industry.
Then, social networking. millennial is characterized by technological immersion,
developmental-orientation, recognition seeking, desire for feedback and
team-orientation, social media tools aptly fit the bill by offering an accessible, open
medium for content sharing, communication and relationship building to serve these
expectations (Naim,2014). Lastly, in research framework the researcher discuss about
the relationship between motivation and retention of millennial workers, ergonomic
environment and retention of millennial workers also relationship between social
network and retention of millennial workers. Moreover, in research hypotheses the
researcher explained more about the framework that consists of independent variable
and dependent variable.
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voluntarily left their jobs because of five reasons: company factors, salary and
benefits, individual emotional conditions, industry work style and responsibilities, and
work content (Simmons, 2016). Due to the Millennials’ needs being different than
previous generations, this group has been dissatisfied with their employers and
moving jobs faster than any generation before them (Meola.2016). According to
Sterling (2016), retaining the top 20 percent of Millennial workers has everything to
do with acknowledging them as individuals with their own unique perspective and
skill set, and providing them with a sense of purpose within the organization. The
researcher also stated that retaining employees are very crucial for each organization
as it can give impact on many areas such as high rates in turnover, cost- ineffective,
low productivity and many more. In Sterling (2016) research, millennial are well
known with their fresh ideas to be contribute to the organization. If the organization
cannot manage and retain this millennial workers, it will directly affect the
organization performance. This research is conducted to study on the factors that
influence the retention of the millennial workforce which focused on motivation,
ergonomic environment and social networking.
Herzberg’s two factor theory of motivation states that there are extrinsic and
intrinsic factors that drive motivation. The intrinsic factors are psychological in nature
and result in the need to grow. The external factors are mainly societal needs and are a
primary cause of job dissatisfaction (Bush,2017). Social change implications include
organizational leaders increasing retention rates of Millennial employees by
enhancing employee motivation and improving relationships (Simmons,2016).
Motivation can come from various sources such as salary, performance incentive,
continuous feedback and rewards and recognition. Millennial generation tend to
attract with working environment that provide various motivation. According to one
research done by Simmons (2016), most respondents' opinions of the motivations of
millennial in the workplace agree that they are interested in salary. The formative
years of this generation occurred during a period of economic prosperity, hence the
value placed on salary as a possible means to maintain the lifestyle they grew up in. .
Aside from providing high compensation, the provision of opportunities for career
growth and the development of a favorable, good working environment are also
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important motivational factors for young employees (Kong, Wong & Fu, 2015).
According to Luscombe, Lewis &Biggs (2013), millennial have been referred to by
some researchers as being emotionally needy, and requiring constant feedback and
praise at work. The implementation of an employee recognition programme targeted
at younger employees should consider these points and offer opportunities to provide
regular feedback and report on any activities undertaken to help immerse them
completely (Sylvester, 2013). Furthermore, millennial are growing up with instant
technology, thus they are tend to use instant communication to giving and getting
instant feedback or in other words is to receive compliment and recognition for their
work done and although they are loyal, they are only loyal if they are treated well
especially by receiving a lot of praise and feedback (Luscombe,Lewis &Biggs, 2013).
Özçelik (2015) stated that engaged employees are highly motivated in their jobs and
emotionally attached to the organization with great enthusiasm for the success of their
employer. In simplest terms, employee engagement is a positive emotional connection
to the work they do and a "thinking connection" to the belief in the goals, purpose and
mission of that work (Naim & Lenka, 2015). They want to feel proud, enjoyment, feel
support, but more than that, they want to believe that their work matters, that they
contribute, and that it resonates their values. Hence, each organization should provide
continuous feedback to motivate and attract the millennial workers.
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employees’ demands related to their work area and then to evaluate their work areas
and make the changes required maintaining a healthy workforce (Rao, Kampurath,
Rao & Chaitanya, 2015). Rao et al. (2015) also stated that this is further driven by the
need to prevent injuries, improve productivity, retain employees, or comply with local,
state, regulatory systems requirements. According to Mougul (2015), a research
reveals that millennial is spending about 36% of their day at work where they are
sitting for most part and nearly 45% are found complaining about back and neck pains.
The inactivity and bad posture also leads to increase in fatigue and occurrence of
obesity.
Being grown up in digital era with access and dependence on technologies like
social media, millennial is technologically most literate generation (Naim,2014).
Sengupta (2016) stated that the Internet makes it possible for individuals to connect,
collaborate and share knowledge, information, document, photo, video, etc.
continuously with anyone in the world. Özçelik (2015) disclose that millennial are
technology literate and are very comfortable with the internet world, as they have
grown up in an environment of technology and thus, are familiar with mobile phones,
lap-top computers, real-time media and communications. It include tools such as
Facebook, MySpace, LinkedIn and Twitter (enable users to find and link to other
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people. Hays research reveals the striking finding that millennial China
overwhelmingly consider social media an integral part of their working lives. 70 per
cent said employers should trust their employees to use personal social media
accounts at work and 79 per cent agree that social media is a helpful tool at work .
These social media tools offer an accessible, open medium for content sharing,
communication and relationship building to build the engagement between the
millennial workers and the organization. For example, according to Naim (2014),
organizations can engage with millennial on social networking sites, wishing them on
their birthday or anniversary, endorsing their skills, drafting recommendations as this
will create emotional bond with employees; they will realize company do value and
care for them and instill a sense of belonging and psychological attachment. In
addition, organizations also can use the social media by providing a platform that
makes their achievements more visible. For example, organizations can use the social
media to organize Rewards & Recognition programs through the social media where
many people can watch it and hence create a personal branding of the employees.
Naim (2014) also stated that publicly recognizing achievements of employees through
social media is powerful tool to reward them and boost their morale. Thus, it shows
that the social networking can increase the possibility to retain the millennial
workforce.
RETAINING
ERGONOMIC MILLENNIAL
ENVIRONMENT WORKFORCE
(Berenyi,Szolnoki&
Banhegyesi, 2015)
SOCIAL NETWORKING
(Naim,2014
Figure 2.1: Conceptual Framework: The Relationship between motivation,
ergonomic environment, social networking and retaining millennial workforce
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According to Li Hua (2012), hypothesis is conjectural statements of the
relationship between two or more variables, which carry clear implications for testing
the stated relations. The hypothesis is logically developed relationship between two or
more variables. The study also decided whether to accept or reject the null or alternate
hypothesis. The elements of hypothesis were null hypothesis and alternate
hypothesis. The null hypothesis is expressed as no (significant) relationship between
two variables or no (significant) relationship difference between two groups. The
alternate hypothesis was a statement expressing a relationship between two variables
or indicating differences between groups. The next section had discussed more on the
research hypotheses.
This study is based on the framework on Figure 2.0. This framework consists
of independent variable and dependent variable that explained in details. There are
three independent variable which are motivation, ergonomic environment and social
networking. The dependent was job satisfaction. This figure comes out with six
hypotheses.
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2.8 Conclusion
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CHAPTER 3
RESEARCH METHODOLOGY
This chapter consists of seven sections to be covered. They are research design,
sampling frame, population, sampling technique, sample size, unit of analysis,
instrument, and data collection procedure.
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periods of days, week or month in order to meet a research objective. In this research,
we using single cross-sectional which is one sample of respondents are drawn from
the target population and information is obtained from the sample only once.
3.2 Population
Population refers to the entire group of people, events or things of interest that the
researcher wishes to investigate (Sekaran & bougie, 2014). The population for this
study was employees at Steelcase Manufacturing Malaysia Sdn Bhd. This
organization consist of employees and located at Puchong. Hence, the population
for this study is 372 employees.
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3.5 Sample Size
Sample size is a subset of the population (Sekaran & bougie, 2014). According to the
table of sample size for a given population given created by Krejcie and Morgan
(1970), total population of 100 persons must be at least 80 respondents to ensure in
obtaining the good result for the study. The sample size for the millennial workforce
in this study is 100 persons
3.7 Measurement
Likert scale is used for this study in order to get more balanced and less biased
result. It is used to identify whether the subject is agree or disagree based on the items
listed in the questionnaires.
There are four sections involved which are from section A, B, C, and D. Section
A it is based on the profile of the respondents. Section B, C and D consists of section
questionnaires which are based on the seven-point scale.
1 2 3 4 5 6 7
Almost
Never Rarely Sometimes often Very often Always
never
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3.8 Instrument
The researcher chooses the questionnaire which are suitable and related to the
independent and dependent variable which is retaining millennial workforce. The
questions from the data were adopted from journal that the researcher had gathered.
The researcher had draft the questions regarding the factors that influence retaining
millennial workforce after reviewing previous literature and survey. The questionnaire
was checked and finalized by the research advisor before the researcher gave it to the
Human Resource Manager of Steelcase Manufacturing Malaysia Sdn Bhd.
Upon distributing the questionnaire, the researcher informed the Human Resource
Manager of Steelcase Manufacturing Sdn Bhd, Mrs Noorafizatun so that she could
help distribute the questionnaire to her subordinates. Researcher provided the
employees of Steelcase Manufacturing Malaysia Sdn Bhd with one week time for
them to complete the questionnaire.
The questionnaire has four sections that include:
Section A : The demographics of the employee including sex, age, position,
marital status and years of service.
Section B : The work motivations among employees in the workplace. (5
points on a Likert Scale)
Section C : The ergonomic environment among employees in the workplace.
(5 points on a Likert Scale)
Section D : The social networking among employees in the workplace. (5
points on a Likert Scale)
The validation process of the instrument was conducted to ensure that the
questionnaire measure what is supposed to be measured and relevant to the
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respondent before the researcher distributes it out for feedback. Validity of
measurement instrument is important since the absence of the quality can explain why
the researcher acts incorrectly and inappropriately in accepting or rejecting the
research hypotheses. Thus, the validity is measuring whether a research truly
measures the research objectives and research questions.
Therefore the questionnaire was tested for both content and validity by experts.
The face validity purpose is to check the errors and ambiguity. As for the content
validity, the questionnaire was given to Madam Zarina binti Abd Munir. She is one of
the senior lecturer in Faculty of Business Management. To ensure the instrument were
in line with research objective and research question, all comments and feedback are
taken as a guideline for the researcher.
As for the face validity, the questionnaire was given to Mrs Noorafizatun Bt
Mohamed, the HRBP at Steelcase Manufacturing (M) Puchong. Her comments and
feedback are helping me to ensure the questionnaire is suitable to be distribute.
The data collected was analyzed using descriptive statistics that include mean,
median, mode, standard deviation and percentages graph by using Statistical Packages
for the Social Sciences (SPSS) Version 21. Data was analyzed by correlation the
dimension of the relationship between motivation, ergonomic environment, social
networking and job performance, and relationship between motivation and job
performance by using Pearson Correlation. Table 3.1 illustrated the data analysis that
was used in this study.
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generation in retaining millennial
manufacturing generation workers?
industry.
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CHAPTER 4
ANALYSIS AND RESULT
4.1 INTRODUCTION
Chapter four discusses the result gathered from statistical analysis conducted on
the data that has been collected. For this part of the chapter the respondents’ profiles
are presented. At the end of this chapter, the researcher focuses on the reliability
analysis, correlation analysis, regression analysis and lastly summarize of the
hypothesis is based on Pearson correlation coefficient is also presented.
The findings were obtained from the demographic profile of respondents. It based on
department, gender, age, marital status, race, highest education level, number of
service in this organization, monthly income, religion, number of job held after
graduation and reason for changing job. Respondents’ profiles are calculated based on
frequency in order to obtain cumulative percentage by using SPSS software.
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The chart shows department representatives of the respondents. The findings
showed that the majority of respondent’s is come from Office Department with the
frequency of 27 respondents (34.62%). Next is Mechanism Department with the
frequency 20 respondents (25.64%) followed by Seating Department which the
frequency is 13 respondents (16.67%), and Warehouse Department with frequency of
11 respondent (14.10%). Coating Department has the least frequency with 7
respondents (8.97%).
22
The chart shows the gender of the respondents. The findings showed that
majority of the respondents were male which is 52 respondents (66.67%) followed by
female which is 26 respondents (33.33%).
23
The chart shows the age of the respondents. The findings showed the most of the
respondents ages were between 21 years old - 25 years old with 32 respondents
(41.03%) followed by 26 years old - 30 years old with the frequency 28 respondents
(35.90%) and 31-35 years old with the frequency 14 respondents (17.95%) and only 4
respondents ( 5.13%) were come from 20 years old and below.
24
The chart shows the marital status of the respondents. The findings showed that
the majority of the respondents were single with the frequency of 49 of respondents
(62.82%) followed by married which is 29 respondents (37.18%).
25
The chart shows the race of the respondents. The findings showed that the
majority of the respondents race is Malay with the frequency 45 respondents (57.69%)
followed by Indian with the frequency 21 respondents (26.92%). Only 12 respondents
(15.38%) were in Chinese.
26
The chart shows the religion of the respondents. The finding showed that the
most of the respondent is Islam with the frequency 40 respondents (51.28%),
followed by Christian with 22 respondent (28.21%) and 8 respondent were
coming from Buddha and others religion with percentage of (10.26%)
respectively.
27
The chart shows the highest level education of the respondents. The findings
showed that the majority of the respondent’s is come from SPM education with
the frequency of 36 respondents (46.15%). Next is degree education with the
frequency of 21 respondents (26.92%) followed by Diploma education which is
the frequency 18 respondents (23.08%), PMR education with the frequency 2
respondents (2.56%) and only 1 of respondents (1.28%) were come from UPSR
education.
28
The chart shows the number of years service. The finding showed that the
majority of the respondents between 1-4 years was working in current organization
with the frequency 49 respondents (62.82%) followed by between 5-9 years which the
frequency is 28 respondents (35.90%), Only 1 respondents (1.28%) years working in
current organization were between 10-14 years.
29
The chart shows the monthly income of the respondents. The findings showed that
the majority of the respondents monthly gross income that between RM2,100 -
RM3,000 with the frequency 41 respondents (52.56%) followed by less than
RM2,000 with the frequency of 31 respondents (39.74%). Only 6 respondents (7.69%)
of the respondents monthly gross income were RM3,100 - RM4,000.
30
The chart shows the reason for changing job of the respondents. The findings
showed that the majority of the respondents reasons for changing job is because of
salary with frequency 69 (88.46%). the least reason for changing job of the
respondent is because of problem in previous organization with frequency of 9
(11.54%).
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4.4 Reliability Analysis
In order to test the multi-items instrumentals, the reliability test was carried out on
the data gathered. Based on Sekaran & Bougie (2013), reliability test was used to
measure the result accurately and used as an indicator of consistency and reliability
which the instruments help to assess the concept. Reliability was used to examine
whether the surveys were reliable for the research. Cronbach alpha was used to test
whether each of the items is reliable or not. The value of Cronbach alpha range
between 0 to 1 is considered high in value and the better the measuring of the
instruments. Based on table 4.2 below shows the reliability rule as stated by Coakes
(2011).
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There are three independent variables for this study which are, motivation, ergonomic
environment and social networking. Retaining millennial workforce is the
dependent variable. The item shows its reliability measure coefficient.
From the table 4.3 above, it indicates that the cronbach alpha result obtained from
the items measure of independent variable and dependent variable. The highest value
obtained from Cronbach Alpha is ergonomic environment with the value .914 and it
measures 7 items. It is consider as very high reliability. The second highest Cronbach
Alpha is obtained from social networking with the value of .895 and it measures 6
items. It is consider high in reliability. Beside that, it indicates that motivation are
also considered as high reliability with the cronbach alpha value .759. The items
measures for motivation is 9 items. Retaining millennial is the dependent variables
and its cronbach alpha value with .804 and it measures 10 items. It is considered as
high reliability.
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4.5 Descriptive Analysis
In this part, hypotheses were developed based on the correlation analysis in order
to test the linear relationship between two variables which are independent variables
and dependent variable. It is also based on the correlation coefficient ( R). The
objective is based on the hypotheses tested, the aim is to accept on the alternative
hypothesis and reject on the null hypothesis. Whereas, the null hypothesis states that
there is no relationship exist between the two variables. Based on Sekaran (2003),
perfect negative correlation which can be presented as -1.0 (minus 1) or perfect
positive correlation which can be presented +1.0 (plus 1).
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Correlation
Standard
Retaining Ergonomic Social Mean
Deviation
millennial Motivation Environment Networking
1 Retaining millennial - 6.5321 .49487
Motivation .358** 5.7339 .96197
-
2 Sig. (2-Tailed) .001
Ergonomic Environment .428** .359** 6.1453 .83067
-
3 Sig. (2-Tailed) .000 .001
Social Networking .102 .506** .452** 5.6769 .63223
-
4 Sig. (2-Tailed) .372 .000 .000
For this study, Pearson correlation coefficient is used to gauge the strength of
the relationship between the independent variables and dependent variable. From the
table above, it indicates that double star has a strong correlation and produced
significant results. Based on the table above, the hypotheses can be constructed for the
correlation analysis.
From the findings obtained, it can be seen that there is positive high correlation
between social networking and motivation (r = .506 n= 78 , P<.000). The correlation
is significant at the level 0.01.
Next, it can be seen that there is positive moderate correlation between social
networking and ergonomic environment (r = .452, n= 78 , P<.000). The correlation is
significant at the level 0.01.
There is moderate relationship between ergonomic environment and retaining
millennial (r=.428, n=78, P<.000). The correlation is significant at the level of 0.01.
Next, there is moderate correlation between ergonomic environment and
motivation with value of ( r = .359 , n = 78, P<0.01 ). It is significant at the level 0.01.
Lastly is between motivation and retaining millennial generation.It can be
interpreted that there is moderate correlation between retaining millennial and
ergonomic environment at significant level of 0.01 with (r=.358,n=78,P<.001).
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4.8 Summary of Findings
It can be concluded that, the findings are analyzed throughout this chapter. It can be
sum up that, the data obtained are sufficiently, consistent and reliable for the
researcher to complete the study. Table 4.9 below shows the hypotheses summary
based on Pearson correlation coefficient.
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Based on the regression, the variable for social networking had very low correlation
with retaining millennial workforce. The r value is .102. It is because the P-value for
social networking is 0.372 (37.2%), which is above the 5% significant level. Hence
the hypothesis null is accepted as there is no relationship between social networking
and retaining millennial workforce. As for the hypothesis one, it is rejected.
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CHAPTER 5
DISCUSSION,MANAGERIAL
IMPLICATIONS,LIMITATIONS,RECOMMENDATIONS AND
CONCLUSION
5.1 Introduction
This chapter concludes the study and discusses the major findings, implications,
limitations and recommendations of the study. The recommendations are necessary as
it can be a yardstick for the company to manage the millennial employees who have
entered the workplace and have started to replace the previous generations.
5.2 Summary
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What is the relationship of ergonomic environment on retaining millennial
workforce?
What is the relationship between social networking and millennial workforce
retention?
Hypothesis was developed in this study in order to test the relationship between
independent variables and dependent variable. In this study, hypothesis was
developed to determine the relationship between motivation, ergonomic environment,
social networking and retaining millennial workforce in manufacturing industry.
39
values of (.358), which (H2) states that there is a relationship between motivation and
retaining millennial workforce.
5.5 Limitations
In order to carry out this study, there are few limitations that have been
acknowledged. The respondents of this study are from millennial employees who are
born between 1980 and they are considered the current generation in the workplace.
Thus, the findings are very limited as the scope of study are from millennial
employees only. This study is only applied to the millennial employees and the result
obtained is very limited.
From this study also, the respondents were limited to the employees in Steelcase
Manufacturing (M) Sdn Bhd only. So the work attributes of millennial employees
40
might be the same with one another and the findings of the study are not varies as the
respondents come from the same organizations.
Other than that, the limitation is the number of questions are too many, for the
respondent’s to answer. In the future, the questions should be reduced to make the
respondents interested to answer the questionnaires.
5.6 Recommendations
Every employee has their own desire and needs in life. Henceforth, a lot of
factors may contribute to the employees’ demand to retain them in the organization..
For example,
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4) Increase Internal Relationship between employees
Organizations are recommended to boost employees morale and encourage
relationship between co-workers through communication. This can be achieved by
offering an occasional company outing or event. The type of event can be low-cost or
extravagant depending on the budget and culture from the company itself. Steelcase
can organize annual or semi-annual dinner to celebrate employees and promote
employees to know each other and get along. If there are restriction on budget,
employees can organize a simple gathering as the purpose is to strengthen relationship
between employees. This effort is essential to maintain work-life balance and increase
job satisfaction.
5.7 Conclusion
From the research conducted, the analysis obtained based on the information
collected from 91 respondents from Steelcase Manufacturing (M) Sdn Bhd employees.
In this study, the result of the analysis was obtained by using SPSS data analysis such
as Pearson correlation and multiple regressions. Based on the findings, ergonomic
environment showed a positive relationship with retaining millennial workforce as
indicated by Pearson correlation.
42
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43
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UNIVERSITI TEKNOLOGI MARA
KAMPUS PUNCAK ALAM
Appendix A
SURVEY FORM
Dear respondent,
I am students from Faculty of Business and Management, Universiti Teknologi Mara (UiTM)
Puncak Alam Campus. We would like to conduct a survey on the opinion as a partial
fulfilment for subject MGT648 regarding to motivation, ergonomic factor, social
networking and retention among millennial staff in Steelcase Manufacturing (M) Sdn
Bhd. We would appreciate greatly if you could respond to the questions frankly and
honestly. Your information will be kept strictly confidential.
46
PART A: DEMOGRAPHIC INFORMATION
1. DEPARTMENT
Seating Mechanism
Coating Warehousing
Office
2. GENDER
Male Female
3. AGE
4. MARITAL STATUS
Single Married
Others: (PleaseSpecify)
5. RACE
Malay Indian
6. RELIGION
Islam Buddha
47
8. NO YEAR OF SERVICES IN THIS ORGANIZATION
9. MONTHLY INCOME
RM3,100 – RM4,000
1 6-10
2-5
11. IF YOU HAVE CHANGE JOB IN THE PAST, PLEASE STATE THE
REASON FOR CHANGING JOB. (TICK ALL THAT APPLIES)
Problems in previous
Nature of job
organization
48
PART B
Instruction: Read each statement carefully and indicate clearly the answer that
best describes your level of agreement.
1 2 3 4 5 6 7
Almost
Never Rarely Sometimes often Very often Always
never
Almost Never
Sometimes
THAT COMES CLOSEST TO REFLECTING YOUR OPINION
Very Often
Always
ABOUT IT.
Rarely
Never
Often
RETAINING millennial WORKFORCE
1 I am satisfied with the communication from all leaders. 1 2 3 4 5 6 7
MOTIVATION
12 My job is enjoyable. 1 2 3 4 5 6 7
14 When I do a good job, I receive the recognition for it that I should receive. 1 2 3 4 5 6 7
I feel appreciated by the organization when I think about what they pay
15 1 2 3 4 5 6 7
me.
ERGONOMIC ENVIRONMENT 49
SOCIAL NETWORKING
The company should allow employee to use social media during working
30 1 2 3 4 5 6 7
hours.
JOB ENGAGEMENT
38 I am immersed in my work 1 2 3 4 5 6 7
39 My job inspires me 1 2 3 4 5 6 7
50
47 I find the work that I do full of meaning and purpose 1 2 3 4 5 6 7
-Thank you-
51