(Master of Management Study Program, Faculty of Economics and Business, Universitas Diponegoro, Semarang, Indonesia)
(2) Levi Gocklas Christhover Simanjuntak
(Master of Management Study Program, Faculty of Economics and Business, Universitas Diponegoro, Semarang, Indonesia)(3) Yoestini Yoestini
(Master of Management Study Program, Faculty of Economics and Business, Universitas Diponegoro, Semarang, Indonesia)*Corresponding author
AbstractThis study aims to analyze differences in work values, employee engagement, and the meaning of work across generations and their implications for employee motivation, job satisfaction, loyalty, and performance. This study employed a Systematic Literature Review (SLR) approach by examining research articles related to generational differences in the workplace. The literature search was conducted through the Scopus database using keywords related to generational differences, work values, workplace performance, and psychological characteristics. The review process followed the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines and was assisted by the Watase Uake tool. Based on the article selection process reported in this study, six articles were included in the final review. The findings indicate that work values and work-related expectations vary across generations. Baby Boomers generally emphasize job stability, loyalty, and long-term commitment, while Generation X places greater importance on work-life balance and flexibility. Meanwhile, Millennials and Generation Z tend to emphasize personal development, opportunities for innovation, collaboration, and meaningful contributions to society. These differences are associated with variations in employee motivation, engagement, job satisfaction, and organizational commitment. The findings suggest that organizations need to develop adaptive human resource management strategies that accommodate different employee expectations without relying solely on generational categories. Flexible work arrangements, recognition, career development opportunities, and supportive leadership may help create a more inclusive workplace. This review provides insights for managers and human resource practitioners in managing a multigenerational workforce. However, the findings should be interpreted in light of the limited number of reviewed articles and the need for further research across different organizational contexts. KeywordsEmployee Engagement; Generational Differences; Meaning of Work; Work Values; Workplace Management
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DOIhttps://doi.org/10.33122/ejeset.v7i2.1556 |
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