Volume 33, Issue 1, 2024
DOI: 10.53555/03276716.2024.03
Impact of Autonomy, Organisational Support and Leader Relation on Job Crafting – A Comparative Study of Millennials and Generation Z
Abstract
The purpose of this research is to compare how Millennial and Generation Z engage in job crafting behaviour in workplace. Social exchange theory builds a strong foundation for this study. Literature review indicates that perceived organizational support, along with job autonomy and cordial relationships with leaders makes an employee to focus their behaviour to achieve their given responsibilities and reaching out for the new ways of working and contributing more to the organization success. An appropriate hypothesis was formulated. To investigate the formulated model, the study conducted a survey from employee in IT sector. Convenience sampling technique was used. Validated questionnaire was used for a survey. Python is used to visualise the data and Jamovi using Structural equational modelling were used to test the hypothesis. The comparative study reveals that Millennial employee perceived organization support influence job autonomy which positively influence Job Crafting behaviour among work force than Generation Z employees. This leads employee to be more flexible to make choices about how to approach their work, to schedule their work which in turn helps the employee more confident in taking initiatives at work. Results also indicates that support has a positive indirect impact on millennials on job crafting through perceived organizational support, Job autonomy and Leader-member-relation relationship. However, Generation Z did not produce any indirect significant effect on job crafting through perceived organizational support, Job autonomy and leader-member exchange. It is a unique finding that clarifies the understanding of IT industry employees.
Keywords
Job Autonomy, Job Crafting, Leader-member-relation, Perceived organizational support, Millennials, Generation Z.