Effects Of Inter-Generational Work Behaviors On Employee Performance: A Case Study Of Egerton University, Kenya

Abstract

Working with people from the different ages appear to be an overwhelming task in light of the fact that no single structure will keep every one of the ages profitable at work. To maximize the productivity of this multiple generations in the universities; an appropriate work related behaviors needs to be in place where all cohorts of the generations feel welcomed and appreciated for the contribution they make so as to enhance the performance of these employees. An intractable administration style coordinated toward any one group will estrange a greater number of representatives than it will rouse. This difference in working behaviors by the different generation necessitated the need for this study which purposed to find out the effects of intergenerational work behaviors on employee performance: a case study of Egerton University in Kenya. The study specifically sought to; establish the effect of intergenerational work attitude on employee performance; determine the effect of intergenerational work habits on employee performance and evaluate the effect of intergenerational social competences and employee performance. The study was guided by Mannheim’s Theory of generation and Strauss-Howe generation theory. The study used descriptive correlational research design where all issues pertaining intergenerational work behaviors was cross-examined. The target population for the study was all the 2646 staff of Egerton University where 347 of the staff were randomly sampled. Structured questionnaires were used to collect data for the study. Expert in HR field validated the research instrument where their inputs was incorporated in the final research instrument. Reliability of the instrument was tested using a Cronbach Alpha were a coefficient of 0.849 was actualized from the data collected in a pilot study undertaken in University of Kabianga. The data was analyzed with the help of SPSS version 24 so as to generate quantitative and qualitative results as well as inferential statistics. The findings reveals that there was an average effect on intergenerational work attitude and employee performance (r=0.505, p = 0.001), intergenerational work habit had a strong positive effect on employee performance (r =0.809, p = 0.001), intergenerational social competences had a strong positive effect on employee performance (r=0.838, P < 0.001). This implies that there exists strong correlation between the variables. Intergenerational work behaviors had a joint significant effect on employee performance as shown by R value of 0.654. The R squared of 0.641 shows that the independent variables accounted for 64.1% of the variance on employee performance while 38.6% are explained by other variables outside the study and the same results were presented using tables and figures. The study concludes that the work environment was not good and that employees were not treated the same way and that employee did not respected one another in workplace. There is need to enhancing staff training so that employees are able to fill existing advancement opportunities in the University. There is need to reward staff who are of high integrity and of good ethical behavior. There is need also to inculcate respect for diversity and age for staff at the University. There is need to encourage staff to communicate well with each other so as to get along with each hence create morale in department. There is need to create a good working relationship between the older generation and the younger generation