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TRANSCRIPT
Effects of “Old-Developed” versus “Young-Developing” Country Type and Age-Related Factors on Work Engagement, Job Satisfaction, &
Organizational Commitment
Authors: Natalia Sarkisian, PhD, Marcie Pitt-Catsouphes, PhD,
Jungui Lee, PhD, Rucha Bhate, and Elyssa Besen
of Talent
GenerationsThe
Study
2 http://www.bc.edu/agingandwork
Acknowledgments
The Sloan Center on Aging & Work is grateful for the generous support of the Alfred P. Sloan Foundation for the Generations of Talent (GOT) Study. We also want to express our appreciation for the patient support of the many people at each of the worksites who collaborated with us to make this study a success.
The principal investigators of the GOT Study are Dr. Marcie Pitt-Catsouphes and Dr. Natalia Sarkisian.
The GOT Study research team included Kathy Lynch, René Carapinha, Jungui Lee, Tay McNamara, Shribha Sahani, and Rucha Bhate.
Our country liaisons are - Brazil: Sharon Lobel; China: Qingwen Xu; India: Madhavi Pundit; Japan: Miwako Kidahashi; Mexico: Celina Pagani Tousignant; the Netherlands: Martijn de Wildt; South Africa: René Carapinha; Spain: Mireia Las Heras & Marc Grau Grau; the United Kingdom: Matt Flynn & Suzan Lewis; the United States: Steve Sweet.
Members of the Sloan Center on Aging & Work’s Communications Team who contributed to the production of this report are: Lindsey Cardoza, Angela Cox, Je’Lesia M. Jones, Chad Minnich, and Gaurie Pandey.
December, 2011
3The Sloan Center on Aging & Work
Table of Contents
Acknowledgments 2
Introduction 4
Age-RelatedFactors 5
WorkEngagement 7
JobSatisfaction 9
OrganizationalCommitment 11
ConsiderationsforEmployers 13
References 15
Copyright©2011BostonCollegeTheSloanCenteronAging&Work
4 http://www.bc.edu/agingandwork
Introduction
Togatherinformationfromaglobalperspectiveabouttheworkexperiencesofemployeesofdiverseages,theSloanCenteronAging&WorkatBostonCollegeconductedastudytitled“GenerationsofTalent”(GOT).Wecollecteddatafrom11,298peopleworkingforsevenmultinationalemployersat24differentworksitesin11countriesinAfrica,Asia,SouthAmerica,NorthAmerica,andEurope.
ThecenterpreparedmanyreportsontheGOT’sfindings.Thisonefocusesonthreedimensionsofworkexperienceofspecialinteresttoemployers:
π workengagement
π jobsatisfaction
π organizationalcommitment
Wepresentinformationfromtwotypesofanalysesrelatedtothesedimensions:π comparisonsoftwoclustersofcountrieswithdistinctiveeconomicand
demographiccharacteristics
π examinationofdifferencesamongemployeesbyage,careerstage,andlifestage
Whenwelookedatthe11countriesinourstudyintermsoftheirdemographicandeconomiccharacteristics,twoclustersemerged:countrieswitholderpopulationsanddevelopedmarketeconomiesandcountrieswithyoungerpopulationsanddevelopingmarketeconomies(seeTable1,below).
Twosimplecriteria—demographicandeconomic—shapedtheframeworkthatdeterminedtheseclusters.Tocomeupwithademographicstandard,weaveragedthepercentagesofthepopulationsinall11countrieswhoare65andolder;theresultwas10.8percent.Wethendeemedcountrieswhoseseniorpopulationsweremorethan10.8percent“older”andthosewhoseseniorpopulationswerelessthan10.8percent“younger.”TheeconomicstandardweusedwastheWorldBank’sdefinitionofhigh-incomecountriesasthosewithagrossnationalincome(GNI)ofmorethan$12,195.
Table1. Twoclustersof“GenerationsofTalent”countries
“Old-developed countries” “Young-developing countries”
Japan Brazil
TheNetherlands China
Spain India
UnitedKingdom Mexico
UnitedStates SouthAfrica
Botswana
Usingthisframeworkasastartingpoint,thisreportusestheGOTdatatoanswertwokeyquestions:
π Doemployeesinold-developedandyoung-developingcountriesperceivetheirworkexperiencesdifferently?
π Areemployees’perceptionsoftheirworkexperiencesinfluencedbychronologicalage,careerstage,andlifestage?
5The Sloan Center on Aging & Work
Age-Related Factors
Whenconsideringtheimplicationsofdemographicchangesfortheirorganizations,employersmightwellask,“Whoisayoungerworker?Whoisanolderworker?”Thesequestionsareimportant,becausetheexperienceofageiscomplex,particularlyinthecontextoftheworkplace.Althoughpeopletendtothinkthattheterm“age”refersprimarilytochronologicalage,theexperienceofaginghasmanydimensions.Asthetablebelowshows,thisstudyfocusesnotonlyonchronologicalagebutalsooncareerstageandlifestage(asindicatedbydegreesofresponsibilityforthecareofdependents—obligationscommonlyassociatedwithgenerationalcohorts).
Table2. Threedimensionsoftheexperienceofaging
Chronological age Career stage Life stage
Under30yearsofage Earlycareer Neitherchildcarenoreldercare
Ages30to39 Mid-career Childcareonly
Ages40to49 Latecareer Eldercareonly
Ages50andolder Bothchildcareandeldercare
Whatdifferencesinchronologicalage,careerstage,andlifestagedidtheGOTstudyfindbetweenthemultinationalcompanyemployeesinold-developedcountriesandyoung-developingcountries?i
Peopleyoungerthan30accountforahigherpercentageofemployeesintheyoung-developingcountries(45.8percent)thanintheold-developedcountries(10.1percent).Alowerpercentageofemployeesatworksitesintheyoung-developingcountriesarebetweentheagesof40and49(12.7percent)thanintheold-developedcountries(32.4percent).Similarly,theshareofthosewhoare50andolderissmallerintheyoung-developingcountries(5.6percent)thanintheold-developedcountries(24.9percent).
Figure 1. Chronological age distribution by country clusters (N=9,388)
Source: Generations of Talent Study
0.0
10.0
20.0
30.0
40.0
50.0
Young-developingOld-developed
< 30 years old
30 to 39 years old
40 to 49 years old
50+ years old
10.1
32.6 32.4
24.9
45.8
35.8
12.7
5.6
Perc
enta
ge
i Distributions are calculated using post-stratification weights that adjust for the composition of the workforce at each worksite by age, gender, and part-time/full-time employment status.
6 http://www.bc.edu/agingandwork
Thepercentageofemployeeswhodefinethemselvesasearlycareerishigherintheyoung-developingcountries(47.8percent)thanintheold-developedcountries(22.5percent).Thepercentageofemployeeswhodefinethemselvesasmid-careerislowerintheyoung-developingcountries(47.1percent)thanintheold-developedcountries(58.3percent).Thepercentageofemployeesdefiningthemselvesaslatecareerisonly5.1percentintheyoung-developingcountries;itis19.2percentintheold-developedcountries.
Figure 2. Career stage distribution by country clusters (N=9,223)
Figure 3. Life stage distribution by country clusters (N=8,817)
Source: Generations of Talent Study
Source: Generations of Talent Study
0.0
10.0
20.0
30.0
40.0
50.0
60.0
Young-developingOld-developed
Early career
Mid-career
Late career
22.5
58.3
47.8 47.1
19.2
5.1
Perc
enta
ge
0.0
10.0
20.0
30.0
40.0
50.0
Young-developingOld-developed
Neither child care nor elder care
Child care
Elder care
Both child care and elder care
45.8
40.3
49.0
28.0
14.9
7.1 6.8 8.2
Perc
enta
ge
Thepercentageofemployeeswhoprovidechildcareislowerintheyoung-developingcountries(28.0percent)thanintheold-developedcountries(40.3percent).However,manymoreemployeesintheyoung-developingcountriesareprovidingeldercareforparentsandparents-in-law(14.9percent)thanintheold-developedcountries(7.1percent).
7The Sloan Center on Aging & Work
Work Engagement
“Workengagement”referstoemployees’positivefeelingsabouttheirwork.Whenemployeesareengaged,theyfindtheirworktobepersonallymeaningful,havepositivefeelingsabouttheirwork,considertheirworkloadstobemanageable,andlookforwardtocontinuedemployment.Theirworkfulfillsthem.
IntheGOTstudy,wemeasuredworkengagementusing11indicatorsadaptedfromtheUtrechtWorkEngagementScale(UWES).1Thisscaleisastandardizedtoolusedworldwidetoassessemployeeworkengagement.FortheGOTstudy,weaskedemployeestonotehowfrequentlytheyexperiencedtheirworkineachof11positiveways.Possiblescoresrangedfromone(never)toseven(always).Averagingthescoresyieldsameasureofworkengagement,withonerepresentingnoengagementandsevenrepresentingmaximumengagement.
Whenwetalliedthescoresofalltherespondents,controllingfordemographicfactors,jobcharacteristics,andage-relatedfactors,iiemployeesworkingintheyoung-developingcountriesshowedahigherlevelofworkengagementonourseven-pointscale(5.77)thandidthoseintheold-developedcountries(5.26).Thedifferenceissmallbutstatisticallysignificant.
Figure 4. Work engagement by country clusters (N=9,545)
ii When evaluating overall differences in all measures of work outcomes between the two country clusters, we controlled for gender, work hours, full-time/part-time status, occupation type, supervisor status, education, income, partnered status, age, career stage, and life stage. Missing data were handled using multiple imputation with chained equations. Values of measures of work outcomes reported in the text and in the figures represent predicted values calculated on the basis of regression equations using mean values of control variables.
Note: The difference is statistically significant at a threshold of p<.05.
1.0
2.0
3.0
4.0
5.0
6.0
7.0
Young-developingOld-developed
5.265.77
Leve
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ngag
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8 http://www.bc.edu/agingandwork
Figure 5. Work engagement by chronological age groups (N=9,545)
Note: a=significantly different from those under 30 years of age; b=significantly different from those who are 30 to 39 years old; c=significantly different from those who are 40 to 49 years old; d=significantly different from those those who are 50 and older (p<.05).
iii When evaluating the differences in work outcomes between groups defined by age, career stage, or life stage, we controlled for gender, work hours, full-time/part-time status, occupation type, supervisor status, education, income, partnered status, and country cluster. Missing data were handled using multiple imputation with chained equations. Joint significance tests for groups of dichotomies representing each of the age-related factors were conducted to make decisions regarding the statistical significance of a given age-related factor. Values of work outcomes reported in the text and in the figures represent predicted values calculated on the basis of regression equations using mean values of control variables.
5.2
5.3
5.4
5.5
5.6
5.7
5.8
< 30 years old Ages 30 to 39
5.37 c,d
5.43 c,d
5.64 a,b
5.70 a,b
Ages 40 to 49 50+ years old
Leve
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ngag
emen
t
Levelsofworkengagementdonotvarybycareerstageorlifestage,buttheydovarybychronologicalage.Specifically,workengagementisgreateramongemployeeswhoare50andolder(5.70onourseven-pointscale)andthosebetweentheagesof40and49(5.64)thanitisamongemployeesbetweentheagesof30and39(5.43)andthosewhoareyoungerthan30(5.37).iii
9The Sloan Center on Aging & Work
Note: a=significantly different from those under 30 years of age; b=significantly different from those between the ages of 30 and 39; c=significantly different from those between the ages of 40 and 49; d=significantly different from those who are 50 and older (p<.05).
4.2
4.3
4.4
4.5
4.6
< 30 years old Ages 30 to 39
4.47 b
4.38 a,c,d
4.42 b,d
4.5 b,c
Ages 40 to 49 50+ years old
Leve
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ob s
atis
fact
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Job Satisfaction
“Jobsatisfaction”referstothepleasureattachedtoanemployee’spositiveappraisalofhisorherwork.Itcanbearevealingindicatorofcurrentandfuturebehavioronthejob,influencingworkperformance,absenteeism,andturnover.
IntheGOTstudy,wemeasuredjobsatisfactionusing13indicatorsdrawnfromtwostandardizedscales2,3andfromresearchbytheSloanCenteronAging&Work.Weaskedemployeestorespondto13statements(oneforeachindicator)describingaspectsoftheirwork,usingascalerangingfromone(stronglydissatisfied)tosix(stronglysatisfied).Averagingthescoresyieldsameasureofjobsatisfaction,withonerepresentinglittlesatisfactionandsixrepresentingmaximumsatisfaction.
Controllingfordemographicfactors,jobcharacteristics,andage-relatedfactors,wefindthatjobsatisfactionisaboutthesameforemployeesworkingintheyoung-developingcountriesandintheold-developedcountries.However,jobsatisfactiondoesvarybyage,careerstage,andlifestage.
Controllingfordemographicfactorsandjobcharacteristicsonly,wefindthatjobsatisfactionishighestamongemployeeswhoare50andolder(4.50onoursix-pointscale)andnearlyashighamongthosewhoareyoungerthan30(4.47).Employeesbetweentheagesof30and39evidencedtheleastsatisfactionwiththeirjobs(4.38).Thosebetweentheagesof40and49weresomewhatmoresatisfiedatwork(4.42).
Figure 6. Job satisfaction by chronological age groups (N=9,265)
Jobsatisfactionappearstobehigheramongemployeeswhoconsiderthemselvesintheearlystageoftheircareers(4.48onoursix-pointscale)thanitdoesamongthoseinmid-career(4.40)andinthelatestageoftheircareers(4.38),aftercontrollingfordemographicfactorsandjobcharacteristics.
10 http://www.bc.edu/agingandwork
Note: a=significantly different from early career employees; b=significantly different from mid-career employees; c=significantly different from late career employees (p<.05).
Note: a=significantly different from employees with neither child care nor elder care responsibilities; b=significantly different from employees with elder care responsibilities (p<.05).
4.3
4.4
4.5
4.6
Early career Mid-career
4.48 b,c
4.40 a
4.38 a
Late career
Leve
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atis
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4.3
4.4
4.5
No responsibilitiesfor care
Child care Elder care
4.45 b
4.42
4.39
4.37 a
Both child care and elder care responsibilites
Leve
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ob s
atis
fact
ion
Figure 7. Job satisfaction by career stage groups (N=9,265)
Figure 8. Job satisfaction by life stage groups (N=9,265)
Controllingfordemographicfactorsandjobcharacteristics,wefindthatjobsatisfactionisloweramongemployeeshavingeldercareresponsibilities(4.37onoursix-pointscale)thanitisamongemployeeswithneitherchildcarenoreldercareresponsibilities(4.45).Incontrast,childcareresponsibilitiesdonotappeartobeassociatedwithlowerjobsatisfaction.
11The Sloan Center on Aging & Work
Organizational Commitment
“Organizationalcommitment”generallyreferstotherelativestrengthofaperson’sinvolvementinaparticularorganization—forourpurposes,anemployee’sinvolvementintheorganizationwhereheorsheworks.Amongthedimensionsofthisinvolvementareastrongpsychologicalattachmenttoandacceptanceoftheorganization’sgoalsandvalues,awillingnesstoexertconsiderableeffortonbehalfoftheorganization,andastrongdesiretoremainintheorganization.
FortheGOTstudy,wemeasuredthesedimensionsusingtheorganizationalcommitmentscaleadaptedfromMowdayetal.(1979)4bytheNationalOpinionResearchCenterforitsGeneralSocialSurveyoftrendsintheUnitedStates.Weaskedemployeestoratetheiragreementwithninestatementsreflectingtheircommitmenttotheiremployers,onascalerangingfromone(stronglydisagree)tosix(stronglyagree).Averagingthescoresyieldsameasureoforganizationalcommitment,withonerepresentinglittlecommitmentandsixrepresentingmaximumcommitment.
Controllingfordemographicfactors,jobcharacteristics,andage-relatedfactors,wefindthatorganizationalcommitmentishigheramongemployeesintheyoung-developingcountries(4.6)thanitisamongemployeesoftheold-developedcountries(4.22).
Figure 9. Organizational commitment by country clusters (N=9,802)
Note: The difference is statistically significant at a threshold of p<.05.
1.0
2.0
3.0
4.0
5.0
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4.224.60
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12 http://www.bc.edu/agingandwork
Organizationalcommitmentdoesnotvaryeitherbycareerstageorlifestage,butitdoesvarybychronologicalage.Controllingfordemographicfactorsandjobcharacteristics,wefindthatorganizationalcommitmentforemployeesaged40-49(4.50)andthoseaged50andabove(4.52)ishigherthanthatforemployeesunder30yearsofage(4.38)andthoseaged30-39(4.32).
Note: a=significantly different from those under 30 years of age; b=significantly different from those between the ages of 30 and 39; c=significantly different from those between the ages of 40 and 49; d=significantly different from those who are 50 and older (p<.05).
4.2
4.3
4.4
4.5
4.6
< 30 years old Ages 30 to 39
4.38 c,d
4.32 c,d
4.50 a,b
4.52 a,b
Ages 40 to 49 50+ years old
Leve
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rgan
izat
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mit
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Figure 10. Organizational commitment by chronological age groups (N=9,802)
13The Sloan Center on Aging & Work
Considerations for Employers
π Employerswithworksitesinthe“old-developed”countriesmayfindthattheyhaverelativelyolderworkforces.Theseemployersmayneedtofocustheirattentiononassessingtheirtalentmanagementpoliciestoprovidemoreadvancementopportunitiesforworkersaged40andolder.
π Employerswithworksitesintheyoung-developingcountriesmayfindthattheyhaverelativelylargepercentagesofearlycareeremployees.Theseemployersmightconsiderinnovativewaystoprovidetheseemployeeswithexperiencesthatwillfacilitatesmoothtransitionstomid-careerandpreparethemforleadershiproles.Inaddition,theseemployersmightconsiderhowwellthebenefitstheyoffermatchtheneedsofparticularagecohortsindifferentcareerstages.
π Employerswithworksitesintheold-developedcountriesmayfindthatrelativelylargepercentagesoftheiremployeeshavechildcareresponsibilities.Employerswithworksitesinyoung-developingcountriesmayfindthatrelativelylargepercentagesoftheiremployeeshaveeldercareresponsibilities.Bothgroupsofemployersmightevaluatehowdemandsassociatedwiththeseresponsibilitiesaffecttheirworkers.Theycouldofferschedulingflexibility,ensuringthatsupervisorssupportthepracticeandunderstandtheunpredictabledemandsofcaregiving.
π Employerswithworksitesinold-developedcountriesneedstrategiestostrengthentheiremployees’workengagementandorganizationalcommitment.Thecompaniescouldassesswhetherspecificbenefitsincreasetheworkengagementororganizationalcommitmentoftheirworkforces.Toidentifysuchbenefits,employersmustkeepinmindthatworkengagementandorganizationalcommitmentaredistinctfromjobsatisfaction:eventhoughemployeesinold-developedcountriesreportlowerworkengagementandorganizationalcommitmentthanthoseinyoung-developingcountries,thetwocountryclustersdonotdifferintermsofjobsatisfaction.Itispossible,however,thatthesamefactorsthatsuppressworkengagementandorganizationalcommitmentamongemployeesinold-developedcountriesalsolowerjobsatisfaction,butareoutweighedbysomeother,compensatingfactor—onethatenhancesjobsatisfactionbuthasnoeffectonworkengagementandorganizationalcommitment.Thus,effortstoenhanceworkengagementandorganizationalcommitmentinold-developedcountriesmightservetoincreasejobsatisfaction,afterall.
π Giventherelativelylowlevelsofworkengagementandorganizationalcommitmentamongtheyoungeremployeeswesurveyed,employersmightpayparticularattentiontowhatmotivatesmembersofthisgrouptoengagewiththeirworkandbeloyaltotheircompanies.Supportforprofessionaladvancementisonepossibility.
14 http://www.bc.edu/agingandwork
π Giventhatworkengagementandorganizationalcommitmentdonotvarybycareerstageandlifestage,employerswishingtostrengthemthemmightlookforincentivesthatarevaluabletoallemployeesratherthanonlytospecificgroups.
π Employerscouldexaminewhethertheirownemployeesinthe30-to-39agegroupexhibitthedipinjobsatisfactionthatweobservedforthatagegroupinourstudy.Companiesthatfindthispatterncantrytoidentifyjobcharacteristicsandworkexpectationsthatlowerjobsatisfactioninthisagegroup.
π Mid-careerandlatecareeremployeesinthisstudyevidencedlesssatisfactionwiththeirjobsthanearlycareeremployeesdid.Thisfindingshouldpromptemployerstopayspecialattentiontothesegroups.Forinstance,employerscouldassesswhethermid-careerandlatecareeremployeesaremoresatisfiedwithsomeadvantagesoftheirjobs(forexample,healthandwellnessprograms)andlesssatisfiedwithothers(forexample,traininganddevelopmentopportunities)andaddressdeficiencies.
π Employerswhofindreducedjobsatisfactionamongemployeeswitheldercareresponsibilitiescouldassesswhetherspecifictypesofbenefitsimprovemoraleforthisgroup.
15The Sloan Center on Aging & Work
References
1 Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short
questionnaire: A cross-national study. Educational and Psychological Measurement, 66(4), 701-716.
2 Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions and organizations
across nations,(2nd ed). Thousand Oaks, CA: Sage Publications.
3 Tsui, A. S., Egan, T. D., & O’Reilly, C. A., III. (1992). Being different: Relational demography and organizational
attachment. Administrative Science Quarterly, 37(4), 549-580.
4 Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal
of Vocational Behavior, 14, 224-247 as adapted in the GSS 1991.
16 http://www.bc.edu/agingandwork
About the Sloan Center on Aging & Work
Establishedin2005,theSloanCenteronAging&WorkatBostonCollegepromotesqualityofemploymentasanimperativeforthe21stcenturymulti-generationalworkforce.Weintegrateevidencefromresearchwithinsightsfromworkplaceexperiencestoinforminnovativeorganizationaldecision-making.Collaboratingwithbusinessleadersandscholarsinamulti-disciplinarydialogue,thecenterdevelopsthenextgenerationofknowledgeandtalentmanagement.Sinceourfounding,wehaveconductedmorethan20studiesincollaborationwithemployers:forexample,studieson“Age&Generations,”“TalentManagement,”and“GenerationsofTalent.”Studiesunderwayare“AssessingtheImpactofTimeandPlaceManagement”and“EngagedasWeAge.”TheSloanCenteronAging&WorkisgratefulforthecontinuedsupportoftheAlfredP.SloanFoundation.FormoreinformationabouttheSloanCenteronAging&WorkatBostonCollege,pleasevisit:http://agingandwork.bc.edu.Contactus:TheSloanCenteronAging&Work140CommonwealthAvenue3LakeStreetBuildingChestnutHill,MA02467Phone:617.552.9195•Fax:[email protected]
About the Generations of Talent (GOT) Study
Togatherbusiness-relevantinformationabouttheworkexperiencesofemployeesofdiverseageswhoworkindifferentcountries,theSloanCenteronAging&WorkatBostonCollegeconductedtheGenerationsofTalent(GOT)Study.
FromMay2009throughNovember2010,theSloanCenteronAging&Workcollaboratedwithsevenmultinationalcompanies.Intotal,24worksitesin11countriesparticipatedinthestudy,and11,298employeesrespondedtothesurvey.Employeeswereinvitedtocompleteone30-minuteonlinesurveyduringworktime,whichtheywereabletoaccessonasecurewebsite.ThesurveywastranslatedintoJapanese,MandarinChinese,BrazilianPortuguese,andSpanish.
Thesurveyconsistsofcorequestions(questionsthatwereincludedinthesurveysmadeavailabletoeachrespondent)andmodulequestions(additional,complementaryquestions,asubsetofwhichwasrandomlyassignedtotherespondents).Thesurveyfocusedonemployees’perceptionsoftheirworkexperiences,workplace-basedresources,demographicinformation,andemployees’assessmentsoftheirhealthandwell-beingatworkandintheirlivesingeneral.
17The Sloan Center on Aging & Work
OtherReportsfromtheGenerationsofTalentStudyCurrentlyAvailable
Pitt-Catsouphes,M.,Sarkisian,N.,Carapinha,R.,Bhate,R.,Lee,J.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in Brazil.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.
Pitt-Catsouphes,M.,Sarkisian,N.,Carapinha,R.,Bhate,R.,Lee,J.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in China.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.
Sarkisian,N.,Pitt-Catsouphes,M.,Bhate,R.,Carapinha,R.,Lee,J.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in India.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.
Sarkisian,N.,Pitt-Catsouphes,M.,Lee,J.,Bhate,R.,Carapinha,R.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in Japan.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.
Sarkisian,N.,Pitt-Catsouphes,M.,Carapinha,R.,Lee,J.,Bhate,R.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in Mexico.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.
Pitt-Catsouphes,M.,Sarkisian,N.,Bhate,R.,Lee,J.,Carapinha,R.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in Spain.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.
Pitt-Catsouphes,M.,Sarkisian,N.,Lee,J.,Carapinha,R.,Bhate,R.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in the Netherlands.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.
Sarkisian,N.,Pitt-Catsouphes,M.,Lee,J.,Carapinha,R.,Bhate,R.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in the United Kingdom.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.
Sarkisian,N.,Pitt-Catsouphes,M.,Bhate,R.,Lee,J.,Carapinha,R.,&Minnich,C.(December2011).Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in the United States.ChestnutHill,MA:SloanCenteronAging&WorkatBostonCollege.
ForalloftheSloanCenteronAging&Workpublications,visitourwebsiteatwww.bc.edu/agingandwork.