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Job Satisfaction Factors of Millennial Leader

Posted on:2018-06-07Degree:D.B.AType:Thesis
University:Capella UniversityCandidate:Sanchez, Rafael, JrFull Text:PDF
GTID:2449390002498442Subject:Business Administration
Abstract/Summary:
The purpose of this explanatory quantitative study was to investigate to what extent the job satisfaction factors identified by Spector are different for Millennial leaders than for Millennial employees. Identifying these factors for the 10.5 % of Millennial leaders that currently hold leadership roles may be important to the recruitment, selection, and retention of the Millennial leadership workforce. The study sought to increase the depth of knowledge of organizations, public institutions, human resource professionals, and business leaders regarding job satisfaction to provide organizations with increased capability to address factors for Millennials and enhance the recruitment, selection, and retention of Millennial leaders to increase a firm's competitive advantage. The target population for this study was 18--35 year-olds born between 1981 and 2000 Millennials living in the United States and that have been employed for at least six months. A leader is defined as an administrator, supervisor, executive, director, or lead responsible for controlling or administrating functions of an organization. The target population for this study was randomly selected from the Millennial cohort born between 1981 and 2000. Two Job Satisfaction Surveys were distributed via SurveyMonkey. Ninety-seven Millennial employees and 84 Millennial leaders completed the survey for a total Millennial population of N =181. The Millennial leaders total satisfaction (ToMLSatisfcation) and Millennial employees total satisfaction (ToMESatisfaction) mean was in the 95 % confidence interval and the null hypothesis was accepted because the p-value .106 was greater than the alpha value of .05 indicating no significant difference between the total satisfaction job satisfaction factor of Millennial leaders and Millennial employees. A significant statistical difference in the mean score was noted for the job satisfaction factors of Millennial leaders working conditions and contingent rewards. The difference was not sufficient to affect the total job satisfaction. Thus, the null hypothesis was accepted.
Keywords/Search Tags:Job satisfaction, Millennial, Total
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