INVESTIGATION ON GENERATIONAL DIVERSITY IN THE ORGANIZATION: WORK CENTRALITY AND NARCISSISM, AND THEIR IMPACT TO WORKFORCE ENGAGEMENT.

Abstract

In modem organizations, we observe exceptional four generations of workers work side by side. Whilethis combination of generation's complements valuable diversity to the workforce, it also addscomplications. In spite of prevalent interest in the focus of generations in the workplace,systematic research of the specific generational differences of work centrality, narcissism, andtheir relation to employee engagement is limited. It is vigorous to examine the possibility ofsignificant generational differences in order for HRD practitioners and scholars to understand thefocus and direction of approaches intended to improve individual and organizationalperformance. Using a quantitative research methodology, an online survey was conducted with ofBaby Boomer, Generation X and Millennial generation employees ages 18 - 69 in small to midsizeorganizations from fourteen differentindustry sectors in worldwide using social media andwho are my students at HRM I.ivThe study did not find statistically significant generational differences regarding work centralityand narcissism among the Baby Boomer, Generation X, and Millennial generations, yet diddetermine significant generational differences regarding employee engagement among the BabyBoomer and Millennial cohorts.Two striking findings of the study have the most significant implications for HRD: decreasingemployee engagement for the Millennial generation and, that work centrality can predictemployee engagement. These findings extend the current knowledge regarding work centralityand employee engagement and suggest HRD practitioners and scholars can best manage thedifferent generations by developing and implementing strategies that increase and sustain highlevels of work centrality and foster employee engagement to ensure optimum workforceperformance.