วันอาทิตย์ที่ 30 มิถุนายน พ.ศ. 2567

Generational Work Values and Job Satisfaction Influencing Organizational Commitment Among Healthcare Professionals

Generational Work Values and Job Satisfaction Influencing 
 Organizational Commitment Among Healthcare Professionals 

Anuruck Watanathawornwong 

2015 

Abstract 

This study examines the influence of work values and job satisfaction on organizational commitment, focusing on generational differences among healthcare professionals in public hospitals in Bangkok. Using quantitative research methods, the study surveyed 600 participants from Baby Boomers, Generation X, and Generation Y, selected through random, purposive, and quota sampling techniques. Data were collected via structured questionnaires and analyzed using descriptive statistics and structural equation modeling, incorporating confirmatory factor analysis and path analysis. 

Key Findings: 1) Work values and job satisfaction significantly influence organizational commitment across all generational cohorts. 2) Generational differences in work values and job satisfaction also significantly influence organizational commitment within each cohort. 

Contribution: This research enhances theoretical understanding by applying generational dimensions to the study of organizational commitment. The use of structural equation modeling provides a robust assessment of these effects. The findings suggest that generational perspectives offer valuable insights into workplace behaviors, which can inform the design of effective motivational strategies to enhance job satisfaction and organizational commitment. 

Keywords: Generational Work Values, Job Satisfaction, Organizational Commitment, Baby Boomers, Generation X, Generation Y 

 Problem Statement 

 Thailand's demographic shift towards an aging society has escalated the demand for healthcare services, a challenge that the Ministry of Public Health must address by adequately preparing its workforce. Despite this growing need, there exists a significant shortage of healthcare professionals, including physicians, dentists, pharmacists, and professional nurses. To mitigate this issue, the Ministry must prioritize strategic workforce planning, implement effective retention strategies, and ensure the equitable distribution of healthcare professionals across both urban and rural regions. These measures are critical to delivering quality public health services that cater to the evolving needs of the Thai population (Office of the National Economic and Social Development Council, 2007).

Simultaneously, healthcare professionals are experiencing profound changes due to rapid societal transformations and globalization, resulting in a generational shift within organizations (McCrindle, 2006). Historically, organizational hierarchies positioned senior personnel in leadership roles and younger employees in operational positions. However, modern organizational structures have evolved to incorporate mixed-age management teams. Distinct generational cohorts—Baby Boomers, Generation X, and Generation Y—each contribute unique work values, attitudes, and behaviors shaped by their formative experiences. This generational diversity can lead to varying needs and motivations, presenting organizational challenges if not managed effectively (Phimolphan, 2011). To address these challenges, effective management must integrate these diverse values into strategic human resource plans, fostering collaboration and achieving organizational goals (Kupperschmidt, 2000). The Office of the Civil Service Commission (2014) emphasizes the necessity of recognizing diverse values to enhance job satisfaction and promote organizational commitment.


 Importance of the Study 

Given the significance of workforce diversity and the aging population, it is essential to understand how work values and job satisfaction influence organizational commitment across different generations among healthcare professionals. This study aims to provide insights that can be used to develop human resource processes that address the diverse needs and expectations of healthcare professionals. Such understanding is crucial for retaining healthcare professionals within the public sector and ensuring the provision of quality healthcare services. Furthermore, this study contributes to the academic field by enhancing the comprehension of the mechanisms that enhance organizational commitment across different generations among healthcare professionals.

The investigation focuses on how generational work values and job satisfaction influence organizational commitment among healthcare professionals. The findings can help develop human resource strategies that cater to the diverse needs and expectations of different generational cohorts, serving as guidelines for retaining healthcare professionals within the public sector. A comprehensive review of both domestic and international research revealed a gap in studies using structural equation modeling to explore these relationships. This study, therefore, fills a critical gap in the academic literature and offers practical applications for organizational management, ultimately aiming to enhance the body of knowledge in this field and provide practical benefits for health organizations.

 Research Objectives 

1. To investigate the effect of work values and job satisfaction on the organizational commitment of the overall healthcare workforce. 

2. To investigate the effect of work values and job satisfaction on organizational commitment among healthcare professionals across different generational cohorts. 

 Research Hypotheses 

H1: Work values and job satisfaction have a positive influence on organizational commitment among overall healthcare professionals. 

H2: Work values and job satisfaction positively influence organizational commitment among healthcare professionals across different generations.

H2.1: Work values and job satisfaction positively influence the organizational commitment of Baby Boomer healthcare professionals. 

H2.2: Work values and job satisfaction positively influence the organizational commitment of Generation X healthcare professionals. 

H2.3: Work values and job satisfaction positively influence the organizational commitment of Generation Y healthcare professionals. 

 Work Values 

Work values are the priorities employees set in their work, helping to establish goals, identify needs and expectations, and determine workplace behavior (Super, 1970; Bolton, 1980; Elizur, 1984; Lyons, Duxbury, & Higgins, 2005).

The work values components include 1) Compensation: the importance placed on a job that provides good income, sufficient to support oneself and purchase desired items; 2) Recognition: the importance placed on receiving acknowledgment from others for good work performance and being viewed as significant work; 3) Security: the importance placed on a job that provides assurance of ongoing employment; 4) Autonomy: the importance placed on a job that allows one to use personal methods of working; 5) Social: the importance placed on a job that fosters good relationships with colleagues, allowing interaction and teamwork; 6) Development: the importance placed on a job that supports continuous knowledge and skill development and offers learning opportunities beyond job responsibilities; 7) Altruism: the importance placed on a job that helps others and benefits the community; 8) Flexibility: the importance placed on a job that allows one to arrange workdays and hours.

Job Satisfaction 

Job satisfaction is the positive emotional state arising when both physical and psychological needs are met, fostering a favorable attitude towards one's job and enhancing motivation for effective and efficient performance (Locke, 1976; Spector, 1997; Dawis & Lofquist, 1984; Schermerhorn, 1993).

Job satisfaction components include 1) Nature of Work: the feeling of satisfaction employees have towards the clarity, interest, and challenge of the work, as well as the appropriate amount of work; 2) Co-workers: the feeling of satisfaction employees have towards cooperation, working together, good relationships, and mutual assistance among co-workers; 3) Supervision: the feeling of satisfaction employees have towards the guidance, assistance in work, and participation in decision-making provided by their supervisors; 4) Pay: the feeling of satisfaction employees have towards the compensation received from work, appropriateness with duties and responsibilities, and suitable pay adjustments based on knowledge and abilities; 5) Advancement: the feeling of satisfaction employees have towards opportunities for higher positions in their career, fairness in promotion considerations, and criteria for promotion based on performance abilities; 6) Environment: the feeling of satisfaction employees have towards the work environment with facilities, work support, and work safety. 

 Organizational Commitment 

Organizational commitment is the psychological attachment and sense of belonging that an individual feels towards their organization, driving their willingness to align with and work towards its goals and values (Kanter, 1968; Mowday, Porter, & Steers, 1982; Chatman, 1986).

The components of organizational commitment include 1) Involvement: the willingness to exert effort in assigned tasks to the best of one's abilities, with a commitment to achieving organizational goals and success, and the willingness to sacrifice for the organization's benefit; 2) Internalization: the acceptance and integration of organizational goals and values, with pride in being part of the organization; 3) Identification: the desire to work with the organization, with loyalty to the organization and a commitment to stay.

 Generational Cohorts 

Generational cohorts are groups of individuals born around the same time who experience similar significant historical and social events during their formative years. These shared experiences shape their collective attitudes, values, and behaviors, forming distinct generational identities (Mannheim, 1952; Schuman & Scott, 1989; Kupperschmidt, 2000; Strauss & Howe, 1991).

Currently, the population can be classified into generational cohorts, including the Traditionalists (born 1928-1945), Baby Boomers (born 1946-1964), Generation X (born 1965-1980), Generation Y (born 1981-2000), and Generation Z (born after 2000). This research studies the generations that are currently working together, as the Traditionalists have retired and Generation Z has not yet entered the workforce.

Baby Boomers, the largest demographic cohort following the post-World War II baby boom, grew up during a time of economic prosperity with greater educational opportunities, fostering an optimistic outlook and a strong belief in social equality (Lancaster & Stillman, 2003). Their worldview was significantly shaped by television, driving them to champion idealistic causes such as civil and women's rights, anti-war movements, and environmental conservation. As they entered the workforce during significant social changes, Baby Boomers emphasized personal expression, freedom of speech, and social responsibility, becoming hardworking, career-driven, and eager to achieve professional success due to intense competition within their large cohort (Eisner, 2005). They preferred organizations that offered career development and valued their contributions, favoring flexible management styles over traditional command structures (Lancaster & Stillman, 2003). Their work values included a strong focus on competition, loyalty to their organizations, job security, recognition, career progression, and team-based learning environments (Levit & Licina, 2011). Organizations can meet their needs by offering performance-based rewards, public recognition, career advancement opportunities, and roles that allow them to mentor younger employees and share their extensive knowledge (Lancaster & Stillman, 2003).

Generation X experienced economic downturns and a high rate of divorce during their formative years, having a distrust of organizational loyalty and a preference for self-reliance and work-life balance (Smola & Sutton, 2002). This generation values informal work environments, work-life balance, quality of life, continuous improvements, flexible working hours, creative expression, the latest technology, feedback, and self-development for career advancement (Howell, Servis, & Bonham, 2005). They view job changes as normal and prefer immediate rewards over long-term incentives due to uncertainty about organizational futures. Their experiences of financial, family, and social instability have led them to seek positions that offer excitement, challenges, importance, and meaning, fostering loyalty and dedication when personal goals align with organizational missions (Bennis & Thomas, 2002). This generation emphasizes living a fulfilling present life rather than delaying gratification until retirement (Zemke, Raines, & Filipczak, 2000).

Generation Y values flexibility in work, meaningful contributions to the organization, altruism, relationship-building, enjoyment in work, rapid access to information, career development, acceptance of diversity, job security, and technological integration in the workplace (Lancaster & Stillman, 2003; Zemke et al., 2000). They are characterized by confidence, openness to new experiences, ethical behavior, social engagement, and a desire to make a positive impact. Raised with competitive parenting methods, Generation Y developed confidence in their abilities and anticipates recognition for their achievements (Galagan, 2006). Their optimistic worldview and sense of social responsibility drive their commitment to community involvement and environmental sustainability (Howe & Strauss, 2003). Technological advancements, especially the internet, have shaped their attitudes, making them adept at multitasking, quick information access, and constant connectivity (Fjelstul & Breiter, 2008). They favor flexible and remote working conditions, structured work processes, clear guidelines, and rapid adaptability to technological changes, with a collaborative management style (Gursoy et al., 2008; Lancaster & Stillman, 2003). Generation Y seeks work-life balance, meaningful and challenging work, and immediate feedback and rewards for their accomplishments, viewing work as a means to achieve life goals (Galagan, 2006).

 Studies on Work Values Across Generations 

Carver (2008) and Licata (2007) both investigated generational differences in work values and attitudes, finding that Millennials are more adaptable to technological changes and prefer digital communication methods, while Baby Boomers prefer traditional communication and prioritize job security and organizational loyalty. Generation X employees value work-life balance, flexibility, and personal growth. These studies suggest that managing a multigenerational workforce requires tailored strategies to accommodate varying preferences and enhance workplace cohesion (Carver, 2008; Licata, 2007).

Other studies, including Eslinger (2000), Murphy (2011), Ware (2013), Hewlett, Sherbin, and Sumberg (2009), Rand (2007), and Chen and Choi (2008), highlight the distinct values and work ethics of different generational cohorts. Baby Boomers are characterized by their strong commitment to job security and loyalty, Generation X by their emphasis on work-life balance and autonomy, and Millennials by their desire for meaningful work, rapid career advancement, and continuous feedback. These generational distinctions necessitate flexible management strategies to enhance engagement, collaboration, and overall job satisfaction (Eslinger, 2000; Murphy, 2011; Ware, 2013; Hewlett et al., 2009; Rand, 2007; Chen & Choi, 2008).
 Studies on Organizational Commitment Across Generations 

Studies highlight that Baby Boomers prioritize job security and organizational loyalty, Generation X values work-life balance and flexibility, and Millennials seek meaningful work and rapid career advancement, necessitating flexible management strategies to enhance engagement and job satisfaction across generational cohorts (Blythe, Baumann, & Giovannetti, 2008; D’Amato & Herzfeldt, 2008; Davis, Pawlowski, & Houston, 2006; Farr-Wharton, Brunetto, & Shacklock, 2011).

 Studies on Job Satisfaction Across Generations 

Wilson, Squires, Widger, Cranley, and Tourangeau (2008) examined job satisfaction across a multi-generational nursing workforce, including Traditionalists, Baby Boomers, Generation X, and Millennials. They found that Traditionalists value job security, stability, and respect for authority, deriving satisfaction from structured and predictable work environments. Baby Boomers emphasize personal achievement, recognition, and career advancement, finding satisfaction in professional growth opportunities and formal acknowledgment. Generation X values work-life balance, flexibility, and autonomy, preferring jobs with flexible scheduling and opportunities for personal development. Millennials prioritize meaningful work, social responsibility, and continuous professional development, seeking collaborative and positive work cultures with regular feedback and mentorship.

























Figure 1
The Structural Equation Model of Work Values and Job Satisfaction Influencing Organizational Commitment Among Healthcare Professionals 

 Research Methodology 

This study employed a quantitative research approach, targeting the population of 18,844 healthcare professionals from 34 public hospitals in Bangkok. A sample size of 600 was selected using simple random sampling from 8 hospitals, including Siriraj Hospital, Nopparat Rajathanee Hospital, Taksin Hospital, Chulabhorn Hospital, Rajpipattana Hospital, Luang Phor Toh Hospital, Songkhla Hospital, and Lertsin Hospital. Additionally, purposive sampling was used to select physicians, dentists, pharmacists, and professional nurses, while quota sampling was applied to participants from Baby Boomers, Generation X, and Generation Y, with 200 participants per group.

 Tools Used in Research 

This study utilized a questionnaire to gather data on status and opinions, incorporating 5 levels of response. The questionnaire included 17 questions on work values, 20 questions on job satisfaction, and 15 questions on organizational commitment, totaling 52 questions. Content validity was verified by three experts, and the reliability was tested with a non-selected sample group of 50 individuals, yielding a Cronbach's alpha value of 0.9494, indicating high reliability. Descriptive analysis was performed to analyze the status and mean values, while structural equation modeling, including confirmatory factor analysis and path analysis, was used for further analysis.

 Research Findings 

 Descriptive Analysis 

This study presents an analysis of demographic data from 600 respondents within three generational cohorts (Baby Boomers, Generation X, and Generation Y) among healthcare professionals, comprising doctors, dentists, pharmacists, and professional nurses working in public hospitals in Bangkok. The findings indicate that the majority of healthcare professionals are female (68.50%), with Generation Y having the highest proportion of females (76.00%). Professionally, most respondents are nurses (68.33%), with Baby Boomers having the highest number of nurses (77.00%). Educationally, most hold a bachelor's degree (77.00%), with Generation Y leading in this category (88.50%). In terms of work experience, the majority have over 20 years of experience (38.50%), predominantly Baby Boomers (98.50%), whereas Generation Y has the least experience (all under 10 years). Regarding job tenure, most respondents have been in their current positions for less than 10 years (53.00%).

 Work Values Analysis 

From Table 1, the analysis indicated that overall healthcare professionals place high importance on all aspects of work values. Recognition was rated the most important, followed by development, security, social, compensation, altruism, and flexibility. Autonomy was the least important. For Baby Boomers, recognition was the most important, followed by security, altruism, social, development, and flexibility, with compensation being the least important. Generation X valued autonomy the most, followed by development, compensation, recognition, security, altruism, and social, with flexibility being the least important. Generation Y prioritized compensation, followed by social, recognition, development, flexibility, autonomy, and altruism, with security being the least important.
















Table 1 Generational Work Values Among Healthcare Professionals Job Satisfaction Analysis 

From Table 2, job satisfaction levels were high across all aspects for overall healthcare professionals. Co-workers provided the highest satisfaction, followed by the environment, nature of work, supervision, and pay, with advancement being the least satisfying. Baby Boomers showed high satisfaction in all aspects except advancement, which was moderate, with the highest satisfaction in supervision. Generation X showed high satisfaction, especially with co-workers, followed by advancement, environment, pay, and supervision, with nature of work being the least satisfying. Generation Y showed high satisfaction, especially with co-workers, followed by nature of work, pay, environment, and advancement, with supervision being the least satisfying.











Table 2 Generational Job Satisfaction Among Healthcare Professionals Organizational Commitment Analysis 

From Table 3, the overall healthcare professionals displayed high levels of organizational commitment across all aspects. Identification was the highest, followed by internalization, with involvement being the least. Baby Boomers had high commitment levels, particularly in identification, followed by involvement and internalization. Generation X showed high commitment, with internalization being the highest, followed by involvement and identification. Generation Y also had high commitment, with internalization being the highest, followed by involvement and identification.










Table 3 Generational Organizational Commitment Among Healthcare Professionals 

The Structural Equation Model of Work Values and Job Satisfaction 
Influencing Organizational Commitment Among Healthcare Professionals  

The Overall Healthcare Professionals The structural equation model (SEM) analysis for understanding factors influencing organizational commitment among healthcare professionals, as depicted in Figure 2.



















Figure 2 The Structural Equation Model of Work Values and Job Satisfaction Influencing Organizational Commitment of the Overall Healthcare Professionals 

The analysis highlights several key insights. Development holds the highest path coefficient (β = 0.91), indicating the critical importance of professional growth opportunities in fostering a committed workforce. The social component (β = 0.77) underscores the value of interpersonal relationships and a supportive work environment, while recognition (β = 0.76) highlights the significance of acknowledging employee contributions. Flexibility, with the lowest path coefficient (β = 0.60), still shows a significant positive effect, indicating that flexible work arrangements contribute to organizational commitment. Job satisfaction also plays a crucial role, with the nature of work emerging as the most influential component (β = 0.86), emphasizing the importance of meaningful and engaging work. The environment component (β = 0.80) stresses the significance of a conducive workplace, while pay (β = 0.77) underscores the importance of fair compensation. Supervision, with the lowest path coefficient (β = 0.73), indicates the need for supportive leadership. Organizational commitment is measured through internalization (β = 0.77), involvement (β = 0.70), and identification (β = 0.55). Work values have the strongest positive relationship with job satisfaction (β = 0.44) and a significant direct influence on organizational commitment (β = 0.42), while job satisfaction also contributes to organizational commitment (β = 0.30) to a slightly lesser extent.

The research found that work values have a direct positive influence on organizational commitment, which is statistically significant and aligns with the findings of Shore, Thornton, and Shore (1990), who identified work values as a structural variable influencing commitment to work and employees' emotional responses. Additionally, Mowday et al. (1982) suggested that organizational commitment arises when employees' values align with those of other members, creating a shared identity, especially in achieving organizational goals. Meyer and Allen (1991) also found that work values significantly influence organizational commitment.

The research also showed that work values have a direct positive influence on job satisfaction of the overall healthcare workforce. Super's (1973) study emphasized that work values are components of goals that employees prioritize in their work. When employees' needs and expectations are met, job satisfaction increases. Locke's (1976) study indicated that job satisfaction is related to the importance of work values, which respond to employees' basic needs within the organization. Similarly, Zytowski (1994) and Bartol (1976) noted that work values are crucial for employees, serving as criteria in decision-making and influencing job performance and satisfaction. Dawis and Lofquist (1984) also stated that work values act as positive reinforcement factors for job satisfaction and can predict job satisfaction among employees.

In summary, work values and job satisfaction significantly influence organizational commitment among overall healthcare professionals, confirming all three sub-hypotheses: work values positively influence job satisfaction, job satisfaction positively influences organizational commitment, and work values positively influence organizational commitment, all with statistical significance at the 0.001 level.

Baby Boomers Healthcare Professionals 

The SEM analysis for work values and job satisfaction influencing organizational commitment of Baby Boomers healthcare professionals demonstrates significant alignment with empirical data, as illustrated in Figure 3. Altruism holds the highest path coefficient (β = 0.86), highlighting its critical role in influencing organizational commitment, followed by social interactions (β = 0.79) and recognition (β = 0.72). Flexibility, although positively correlated, has the lowest path coefficient (β = 0.50).

Job satisfaction serves as a crucial mediator, with the work environment standing out with the highest path coefficient (β = 0.95), followed by advancement opportunities (β = 0.90) and compensation (β = 0.79), while supervision has the lowest path coefficient (β = 0.37). Organizational commitment among Baby Boomers is primarily driven by recognition (β = 0.73), involvement (β = 0.67), and identification (β = 0.60). Job satisfaction is a strong predictor of organizational commitment (β = 0.39), with positive work values significantly enhancing job satisfaction (β = 0.30). The lowest path coefficient is observed between job satisfaction and organizational commitment (β = 0.26), indicating that while a direct relationship exists, other mediating factors might also influence organizational commitment.

















Figure 3 The Structural Equation Model of Work Values and Job Satisfaction Influencing Organizational Commitment of Baby Boomers Healthcare Professionals 

The findings of SEM analysis for work values and job satisfaction influencing organizational commitment of Baby Boomers healthcare professionals align with several studies. Licata (2007) highlights that Baby Boomers value job security and loyalty, which corresponds to the high influence of altruism in the SEM analysis. Carver (2008) underscores the importance of organizational loyalty and traditional communication, matching the emphasis on recognition and social interactions. Twenge (2010) identifies job security and a positive work environment as central values for Baby Boomers, consistent with the SEM analysis highlighting the importance of the work environment. Eslinger (2000) notes Baby Boomers' strong work ethic and focus on job security and loyalty, aligning with the SEM model’s findings on altruism and recognition. Wilson et al. (2008) emphasize the importance of recognition, career advancement, and a supportive environment, which are reflected in the SEM analysis through the significance of recognition and advancement opportunities. These studies collectively underscore the critical role of altruism, social interactions, recognition, and a supportive work environment in fostering organizational commitment among Baby Boomers. 

Generation X Healthcare Professionals 

The SEM analysis for work values and job satisfaction influencing organizational commitment in Generation X healthcare professionals demonstrates significant alignment with empirical data, as shown in Figure 4. The SEM analysis reveals that autonomy holds the highest path coefficient (β = 0.85), indicating that the ability to work independently is crucial for fostering organizational commitment. Recognition (β = 0.80) and social interaction (β = 0.72) also significantly contribute, emphasizing the importance of acknowledging employees' efforts and promoting a collaborative work environment. Flexibility, although valued, has the lowest path coefficient (β = 0.44), suggesting it is less critical compared to other factors.

In terms of job satisfaction, the nature of work is the most influential component (β = 0.92), followed by relationships with co-workers (β = 0.80) and the work environment (β = 0.68). Supervision has the lowest path coefficient (β = 0.59), indicating it plays a relatively lesser role. Organizational commitment is primarily driven by internalization (β = 0.70), followed by involvement (β = 0.69) and identification (β = 0.60). The highest path coefficient between internal latent variables is between work values and organizational commitment (β = 0.55), highlighting the direct influence of work values on commitment, while the relationship between job satisfaction and organizational commitment is the lowest (β = 0.29), suggesting other mediating factors may also play a role.
 


















Figure 4 The Structural Equation Model of Work Values and Job Satisfaction Influencing Organizational Commitment of Generation X Healthcare Professionals 

The findings of SEM analysis for work values and job satisfaction influencing organizational commitment in Generation X healthcare professionals align with several studies. Carver (2008) highlights the importance of flexibility and work-life balance, which corresponds to the high influence of autonomy in the SEM analysis. Licata (2007) underscores that Generation X values work-life balance, flexibility, and personal growth, aligning with the SEM findings where autonomy, recognition, and social interaction significantly contribute to organizational commitment. Twenge (2010) identifies that Generation X prioritizes autonomy and work-life balance, which is consistent with the SEM model’s emphasis on these factors. Eslinger (2000) notes that Generation X values independence, skepticism towards authority, and work-life balance, aligning with the SEM model’s findings on autonomy and the collaborative work environment. Murphy (2011) highlights Generation X’s preference for flexibility, autonomy, and direct communication, which supports the SEM analysis showing the importance of these factors in organizational commitment. These studies collectively support the SEM findings, indicating that autonomy, recognition, social interaction, and a supportive work environment are crucial for the organizational commitment of Generation X healthcare professionals.

Generation Y Healthcare Professionals 

The SEM analysis for work values and job satisfaction influencing organizational commitment in Generation Y healthcare professionals aligns with empirical data, as shown in Figure 18. The SEM analysis reveals that altruism holds the highest path coefficient (β = 0.84), significantly influencing organizational commitment, followed by social interaction (β = 0.79) and recognition (β = 0.77). Security, while positively correlated, has the lowest path coefficient (β = 0.53).

Job satisfaction components show that the work environment is the most influential (β = 0.83), underscoring the importance of a supportive and conducive environment. Career advancement (β = 0.78) and the nature of work (β = 0.76) are also crucial, while supervision, with the lowest path coefficient (β = 0.43), is less impactful. Organizational commitment is primarily driven by internalization (β = 0.77), followed by involvement (β = 0.70) and identification (β = 0.55). The relationships between latent variables indicate that job satisfaction is a strong predictor of organizational commitment (β = 0.41), followed by the relationship between work values and job satisfaction (β = 0.37). The path coefficient between work values and organizational commitment is the lowest (β = 0.34), suggesting that while work values directly influence commitment, their impact is slightly mediated through job satisfaction.


















Figure 5 The Structural Equation Model of Work Values and Job Satisfaction Influencing Organizational Commitment of Generation Y Healthcare Professionals 

The findings of SEM analysis for work values and job satisfaction influencing organizational commitment in Generation Y healthcare professionals align with several studies. Carver (2008) highlights that younger generations, including Millennials, value flexibility and work-life balance, which corresponds to the importance of altruism and social interaction in the SEM analysis. Licata (2007) underscores that Millennials emphasize meaningful work and continuous feedback, aligning with the significance of recognition and social interaction. Twenge (2010) identifies that Millennials prioritize a positive work environment and flexibility, consistent with the SEM model's emphasis on the work environment and career advancement. Murphy (2011) notes that Millennials seek rapid career advancement and continuous feedback, supporting the SEM findings on the importance of career advancement and the nature of work. Finally, Wilson et al. (2008) highlight that Millennials derive satisfaction from collaborative and positive work cultures, which aligns with the SEM analysis showing the high influence of the work environment on job satisfaction. These studies collectively support the SEM findings, indicating that altruism, social interaction, recognition, and a supportive work environment are crucial for the organizational commitment of Generation Y healthcare professionals.

The summary shows that work values and job satisfaction have a significant influence on organizational commitment among healthcare professionals in each generation, as shown in Table 4.













Table 4
Summary of Generational Work Values and Job Satisfaction Influencing Organizational Commitment Among Healthcare Professionals 

 Research Summary 

The overall healthcare workforce believes that the most important work value is acceptance from others, followed by development and stability, while independence is considered the least important. Regarding job satisfaction, the highest satisfaction is with working with colleagues, followed by the work environment and job characteristics, while career advancement is the least satisfying. In terms of organizational commitment, the highest is in self-expression, followed by acceptance, with participation being the lowest.

Baby Boomers healthcare professionals value acceptance from others the most, followed by stability and helping others, with compensation being the least important. Their highest job satisfaction comes from enforcing rules, followed by coworker relationships and the work environment, with career advancement being the least satisfying aspect.

Conversely, Generation X healthcare professionals value independence the most, followed by development and compensation, with flexibility being the least important. Their highest job satisfaction is in relationships with coworkers, followed by career advancement and the work environment, with the nature of the job being the least satisfying aspect. For organizational commitment, acceptance is the most important, followed by participation and self-expression.

Generation Y healthcare professionals value job satisfaction related to compensation the most, followed by social acceptance and recognition from others, with job security considered the least important. Their highest job satisfaction is with coworkers, followed by compensation and the work environment, with authority enforcement being the lowest. In terms of organizational commitment, acceptance is the highest, followed by involvement, with self-expression being the lowest.

Therefore, this finding is valuable for studying factors that influence organizational commitment through generational dimensions. The mechanism of work values is used to create job satisfaction and promote organizational commitment. It is also a new perspective for interpreting the meaning and predicting the behavior of personnel in the organization.

 Conclusion 

The structural equation model demonstrates that generational work values and job satisfaction significantly influence organizational commitment among healthcare professionals. These findings underscore the importance of understanding generational differences when developing strategies to enhance organizational commitment and job satisfaction. By addressing the specific needs and values of each generation, healthcare organizations can foster more committed and satisfied healthcare professionals, ultimately improving retention and performance. This study provides valuable insights for interpreting and predicting employee behavior within organizations, contributing to the broader literature on organizational commitment and workforce management.

Recommendations from Research Findings 

Policy Recommendations 

The empirical findings of this study provide valuable insights for human resource management policy formulation within the health sector. Specifically, the significant relationships identified between work values, job satisfaction, and organizational commitment across different generations among healthcare professionals can inform the development of targeted policies. 

The empirical findings of this study provide valuable insights for human resource management policy formulation within the health sector. Specifically, the significant relationships identified between work values, job satisfaction, and organizational commitment across different generations among healthcare professionals can inform the development of targeted policies.

Guidelines for Incentive Design: Relevant entities such as the Ministry of Public Health and public hospitals should leverage these findings to design incentives that cater to the diverse needs and expectations of various generational cohorts among healthcare professionals. These targeted incentives can enhance retention rates in the public sector by aligning rewards with the specific values and satisfaction drivers of Baby Boomers, Generation X, and Generation Y employees.

Promoting Intergenerational Understanding: The research emphasizes the varying work values across generations, highlighting the need for fostering mutual understanding among organizational members. Raising awareness of these generational differences can foster better collaboration and teamwork, thereby enhancing organizational goal achievement. Conversely, neglecting these differences could widen generational gaps and negatively impact teamwork.

Ensuring Skilled Healthcare Professionals: The study highlights a critical mismatch between workload and compensation due to the shortages of healthcare professionals and the implementation of the national health insurance policy. To address this, policy recommendations suggest strategic planning to ensure skilled and sufficient healthcare professionals, retain current employees, increase the output of healthcare professionals in urgently needed fields, and secure adequate positions to meet the growing demand, particularly from the elderly population.

Leveraging Retired Workforce: A practical solution to the immediate mismatch between workload and workforce is to engage retired or soon-to-retire healthcare professionals who wish to continue working voluntarily. This approach not only swiftly reduces the current workload but also enhances the quality of life and sense of value for retired Baby Boomers, supporting the success of younger generations.

Enhancing Job Security and Non-Monetary Benefits: Given the lower satisfaction with compensation among healthcare professionals due to personnel shortages, ensuring job security and supplementing compensation with non-monetary benefits is crucial. Recommendations include offering flexible benefits and perks that meet the diverse needs of different professions and generational healthcare professionals.

Implementing Remote Consultations: Modern communication technology should be leveraged to offer remote consultations between service recipients and healthcare professionals. This can reduce hospital overcrowding and alleviate unnecessary workloads for staff, thereby improving efficiency and job satisfaction.

Management Recommendations 

To address the diverse needs and expectations of various generational cohorts among healthcare professionals, management practices should be customized to enhance job satisfaction and foster organizational commitment.

Knowledge Preservation: Baby Boomers, who demonstrate strong organizational commitment and value recognition, should be encouraged to contribute through mentorship roles. Recognizing their contributions and retaining their knowledge is crucial as they approach retirement.

Clarifying Responsibilities and Authority: Generation X values autonomy, necessitating clear responsibilities and decision-making authority aligned with the organization's vision and mission. This clarity fosters alignment and job satisfaction.

Emphasizing Work Flexibility: Generation Y prioritizes work flexibility. Recommendations include implementing flexible work schedules to balance professional and personal time, particularly in professions with a strong altruistic component.

Ensuring Fair Performance Evaluations: To address dissatisfaction with career advancement among Baby Boomers, fair and transparent performance evaluations and clear career development plans are essential.

Fostering Social Work Activities: Generation Y values social work, highlighting the need for activities that promote teamwork and collaboration within and between groups.

Providing Continuous Feedback and Mentorship: Generation Y desires immediate feedback and support, necessitating ongoing guidance and mentorship to foster organizational commitment and achieve work goals.

Developing Modern Communication Channels: Technological advancements influence Generation Y organizational commitment. Recommendations include using modern communication channels for recruiting and retaining healthcare professionals who align with organizational values.

Prioritizing Continuous Development: Continuous professional development is crucial for all generational cohorts among healthcare professionals. Ensuring ongoing training and development enhances the delivery of high-quality healthcare services.

Academic Recommendations 

This study provides new perspectives for interpreting and predicting organizational behavior, validating the effectiveness of measurement models for work values, job satisfaction, and organizational commitment. The findings enhance understanding of the factors influencing organizational commitment from generational perspectives and contribute to academic knowledge in this field. 

 Recommendations for Future Research 

Expanding Geographic Scope: Future research should encompass all healthcare regions to provide a comprehensive analysis, extending beyond the geographic limitations of public hospitals in Bangkok.

Focusing on Generational Characteristics: Subsequent studies should delve into the specific characteristics, attitudes, and behaviors of Thai healthcare professionals, thereby enhancing academic knowledge in this area.

Including Generation Z: As Generation Z enters the workforce, it is crucial for future research to examine their work values and behaviors to understand their influence on organizational dynamics.

Comparing Public and Private Sectors: Future studies should compare healthcare professionals in public and private sectors using the structural equation model of work values and job satisfaction influencing organizational commitment. This approach will provide a broader perspective on workforce management across different organizational contexts.
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Generational Differences in Work Values

I. Introduction to Generational Work Values   Definition and Importance Generational work values are the collective attitudes, beliefs, and ...