Faculty of Cognitive Science and Human D velopment

FACTORS INFLUENCING WORK ETHICS IN GENERATION-X AND GENERATION-BOOM

Dyg. Hassanah bt. Abg. Haji Abu Bakar

UNIVERSITI MALAYSIA SARAWAK BF 5549 . 5

2003

D273 2003

UNIVERSITI MALAYSIA SARAW AK

BORANG PENGESAHAN STATUS TESIS

JUDUL: Factors Influencing Work Ethics In Generation-X and Generation-Boom

SESI PENGAnAN: 2003

Saya DYG. HASSANAH BT. ABG. HJ. ABU BAKAR

Mengaku membenarkan tesis· ini disimpan di Pusat Khidmat Maklumat Akademik, Universiti Malaysia Sarawak dengan syarat-syaldt seperti berikut:

I. Tesis adalah hakmilik Universiti Malaysia Sarawak .2. Pusat Khidmat Maklumat Akademik, Universiti Malaysia Sarawak dibenarkan membuat

salinan untuk tujuan pengajian sahaja 3. Pusat Khidmat Maklumat Akademik, Universiti Malaysia Sarawak dibenarkan membuat

pendigitan untuk membangunkan Pangkalan Data Kandungan Tempatan 4. Pusat Khidmat Maklumat Akademik, Universiti Malaysia Sarawak dibenarkan membuat

salinan tesis ini sebagai bahan pertukaran antara institusi pengajian tinggi 5. ··sila tandakan (" )

(mengandungi rnaklumat yang berdarjah k~selamatan atau kepentingan DSULIT seperti termaktub di dalam AKTA RAHSIA RASMI 1972)

TERHAD (Mengandungi maklumat Terhad yang telah ditentukan oleh organisasil D badan di mana penyelidikan dijalankan)

[2}rmAK TERHAD

Disahkan oleh

(fANDATANGAN PENULIS) ANDATANGAN PENYELIA)

Alamat Tetap: 63, Taman Kandis, Batu 2 !h, lalan Matang, 93050 Kuching

Tarikh: 7 Mac 2003 Tarikh: __;2.._0_1_ 3_1_0---=.3__

Catatan:* Tesis dimaksudkan sebagai tesis bagi Ijasah Doktor Falsafah, Sarjana dan Sarjana Muda

• Jika tesis ini SULIT atau TERHAD, sila lampirkan surat daripada pihak berkuasa! organisasi berkenaan dengan menyatakan sekali sebab dan tempoh tesis ini perlu dikelaskan sebagai SULIT atau TERHAD

o I 0 €, - 0 0 ~-, 0

Pusat Khidmat Mak1umat Akade UNIVERSITI MALAYSlA SARAW~

94300 Kota Samarahan

FACTORS INFLUENCING WORK ETHICS IN GENERA TION-X AND GENERATION-BOOM

P.KHIDMA TMAKLUMAT AKADEMIK UIlIMAS

11111 111111111 II II II II III 1000133534

by

Dyg. Hassanah bt. Abg. Hj. Abu Bakar

This project is submitted in partial fulfillment of t!le requirements for a Bachelor ofScience with Honours (Human Resource Development)

Faculty of Cognitive Sciences and Human Development University Malaysia Sarawak

This project entitled 'Factors influencing work ethics in generation-X and Generation-Boom' was prepared by Dyg. Hassanah bt. Abg. Hj. Abu Bakar and submitted to the Faculty of Cognitive Sciences and Human Development in partial fulfillment of the requirements for a Bachelor of Science with Honours (Human Resource Development)

Received for examination by:

...........t(.~-~ .~~......... . (Miss Zaiton Hassan)

Date:

....... ~. !~ .. (~. } ...........

ACKNOWLEDGEMENTS

I would like to sincerely acknowledge several parties who have contributed their most valuable assistance in completing this project.

I would like to extend my most sincere gratitude and thanks to my supervisor, Cik Zaiton Hassan, for her invaluable advice and guidance rendered through out the duration of the study.

My sincere gratitude to my mentor, Puan Noor Shah Mohd Salleh, for her selfless effort and dedication in assisting me in completing this study.

My sincere appreciation also goes to all the lecturers, tutors and staff ofCognitive Sciences and Human Development for their help and support throughout the duration of the study.

A special thanks and appreciation goes to Tuan Haji Norman Putit, Manager of Telekom Training College for his valuable assistance and granted me the permission to carry out the research in the organization. Special thanks to Assistant Manager TIC, Miss Dara Ghoridah Luhi, all officers and staffs of Telekom Malaysia who had directly and indirectly assist me in completing this study which I believe without them this study would not be completed.

I deeply treasure the assistance, encouragement and support of my friends and course mates, .particularly Nadia and her friend, Kr~s, which have resulted in the creation of this study.

Finally but not least, I would like to thank my family especially my husband, Haji Zaidi, my mother, Hajjah Zakiah and my children, Nur Farihah, Mohd. Zainul and Nurul Salwa for all their love and support which enable me to complete this study.

.........THANK YOU ••....••.

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Acknowledger Table of Conti List of Figures List of Tables Abstract Abstrak

1.0 Introd 1.1 1.2 1.3 1.4

1.5 1.6 1.7 1.8 1.9 1.10

2.0 Literatu 2.1 2.2

2.3 2.4 2.5 2.6 2.7 2.8

3.0

valuable

lSc:lences and

TABLE OF CONTENTS

Acknowledgement Table of Contents List of Figures List of Tables Abstract Abstrak

1.0

2.0

3.0

Introduction 1.1 Introduction 1.2 Background of the Study 1.3 Statement of the Problem 1.4 Objectives of the Study

1.4.1 General Objective 1.4.2 Specific Objectives

1.5 Conceptual Framework 1.6 Hypothesis 1.7 Significance of the Study 1.8 Conceptual and Operational Definition 1.9 Limitation of the Study 1.10 Summary

Literature review 2.1 Introduction 2.2 Theories

2.2.1 Generational theory 2.2.2 Ethical theories

2.2.2.1 Metaethics 2.2.2.2 Normative ethics

2.3 Work ethics 2.4 Work ethics in generation-X and Generation-Boom 2.5 Perception of Work 2.6 Supervisor Support 2.7 Workplace Environment 2.8 Summary

Methodology 3.1 Introduction 3.2 Research design 3.3 Location of the study 3.4 Population and sample 3.5 Instrumentation

3.5.1 Part A: Demographic characteristics 3.5.2 Part B: Work ethics, perception of work,

supervisor support and workplace environment

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iii iv vi vii viii ix

7 7 7 8 8 8 9 10 11 11 12 12

13 13 13 13 14 14

14

3.5.3 Work ethics level in Generation-X and Generation-Boom 15

3.6 Pilot test 16 3.7 Data collection 16 Figure 13.8 Data analysis 17 Conceptual F 3.9 Summary 17

4.0 Findings and discussion 4.1 Introduction 19 4.2 The demographic characteristics of the respondents 19 4.3 Work ethics 20

4.3.1 Result of work ethics level in Generation-X and Generation-Boom 21

4.4 Perception of work 22 4.5 Supervisor support 23 4.6 Workplace environment 24 4.7 Analysis of work ethics in Generation-X and Generation

-Boom based on demographic characteristic 26 4.7.1 Difference of work ethics in Generation-X

and Generation-Boom based on educational level 26 4.7.2 Difference of work ethics in Generation-X

and Generation-Boom based on designation 26 4.7.3 Perception of work, supervisor support

and workplace environment and work ethics in Generation-X and Generation-Boom 27

4.8 Summary 28

5.0 Instrumentation 5.1 Introduction 29 5.2 Summary 29 5.3 Conclusion 29 5.4 Recommendations 30

5.4.1 Organization 30 5.4.2 Human resource practitioners 31 5.4.3 Future research 31

5.5 Summary 32

6.0 Bibliography 33

7.0 Appendix 7.1 Appendix A -Sample Questionnaire 36 7.2 Appendix B - Letter to TMB 42

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LIST OF FIGURES

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16 17 17

19 19 20

21 22 23 24

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26

26

27 28

29 29 29 30 30 31 31 32

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36 42

Figure 1 Conceptual Framework

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This study Telekom of work ethics level and was carried and 44 from in TMB. The study was Pearson's cOlTelation On

LIST OF TABLES

Table 1 Work ethics level in Generation-X and Generation-Boom

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T~ble 2 Coefficient Reliability

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Table 3 Interpretation of 'r' value

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Table 4 Demographic characteristics of respondents (N=82)

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Table 5 Work ethics frequency of respondents (N=82)

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Table 6 Result of work ethics level in Generation-X and Generation-Boom

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Table 7 Perception of work frequency of respondents (N=82)

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Table 8 Supervisor support frequency of respondents (N=82)

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Table 9 Workplace environment frequency of respondents (82)

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Table 10 Analysis oft-test on work ethics in Generation-X and Generation-Boom based on designation

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Table 11 Pearson correlation: Organization Factors and Work Ethics in Generation-X and Generation-Boom

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supervisor perception significant However, Boom and X.

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17

20

21

22

23

24

25

26

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ABSTRACT

FACTORS INFLUENCING WORK ETHICS IN GENERATION-X AND GENERATION-BOOM

Dyg. Hassanah bt. Abg. Haji Abu Bakar

This study aims to identify factors influencing work ethics in Generation-X and Generation-Boom at Telekom Malaysia Berhad, Kuching. The objectives of this study were to identify the level ofrelationship of work ethics in Generation-X and Generation-Boom as well as the respondent's relationship of work ethics between the five selected independent variables namely demographic characteristics (educational level and designation), perception of wo~k, supervisor support and workplace environment. This study was carried out in TMB throughout the Kuching area. A total of 82 respondents (38 from Generation-X and 44 from Generation-Boom) were taken as samples out of the total population of 1000 staffs of all level in TMB. The data was collected through the distribution of questionnaire and interview. The data of this study was analyzed by using the SPSS version 10.0 where three methods of descriptive statistics, Pearson's Product Moment Coefficient ofCorreiation, and t-test were used. The result of the Pearson or' correlation on the employees' work ethics and the three factors of work ethics, perception of work, supervisor support and workplace environment reveal that, there is significant relationship between perception of work and work ethics in Generation-X (r=0.532, p<0.05). On the other hand, there is significant relationship between supervisor support and work ethics in Generation-Boom (r=.31 0, p<0.05). However, there is no significant relationship between perception of work and work ethics in Generation­Boom and there is no significant relationship between supervisor support and work ethics in Generation­x.

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ABSTRAK

FAKTOR-FAKTOR YANG MEMPENGARUHI ETIKA KERJA DALAM GENERASI-X DAN GENERAS-BOOM

Dyg. Hassanah bt. Abg. Hj. Abu Bakar

Kajian ini bertujuan untuk melihal Jaktor-faktor yang mempengaruhi etika kerja dalam Generasi-X dan Generasi-Boom di Telekom Malaysia Berhad, Kuching. ObjekliJ kajian ini adalah untuk menentukan tahap perkaitan etika kerja dalam Generasi-X dan Generasi-Boom dan hubungan etika kerja responden de~gan lima pembolehubah tidak bersandar yang terpilih iaitu ciri-ciri demografi (tahap pendidikan dan jawalan), persepsi terhadap kerja, sokongan penyelia dan persekitaran tempal kerja Kajian ini dijalankan di TMB di sekitar kawasan Kuching. Responden kajian ini terdiri daripada 82 pekerja yang berkhidmal di TMB di mana 38 terdiri dari Generasi-X «35 tahun) dan 44 lerdiri dari Generasi-Boom (>35 tahun) daripada jumlah populasi seramai 1000 orang. Borang soal selidik telah digunakan unluk mendapatkan data yang kemudiannya dianalisis dengan menggunakan SPSS versi 10.0 dengan menggunakan kaedah deskriptif, 'Korelasi Pearson ", dan 't-test'. Dapatan menunjukkan terdapat perkaitan yang signifikan anlara persepsi lerhadap kerja (r=< .532, p<0.05), sokongan penyelia (r=<.3IO, p<0.05) dan etika kerja. Namun tidak ada perkaitan yang signifikan antara persepsi terhadap kerja dan etika kerja dalam Generasi-Boom dan tidak ada perkaitan yang signifikan antara sokongan penyelia dan elika kerja dalam Generasi-X.

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1.1 Intr

Mos To accomplil ethics. Such I leadership is what behaviol

Acco demonstrates employees wb resource man background n: doing this will become a play and GeneratiOJ organization ell and work ethic

Uneth behaviors are Ie Much of this cc clean image of' work ethic. the way to go underlying

1.2

Generasi-X dan unluk menen/ukan

kerja responden pendidikan d~n.

Kajian Inl

82 pekerja yang Gellerasi-Boom

digunakan un/uk versi 10.0 dengan

k n,un/14/uuUI terdapat pellyelia (r= .310,

terlladap kerja dan .,.tllnJ!(lI/ penyelia dan

1.1 Introduction

CHAPTER I INTRODUCTION

Most organizations today want to portray an image of integrity and ethical behavior. To accomplish this, many organizations develop social responsibility programmes and work ethics. Such programmes and work ethics let employees in the organization know that company leadership is committed to ethical behaviors, and these programmes and work ethics defme what behaviors are considered ethical and unethical (Filipczak, 1994).

According to Wilkinson (1995), the successful organization will be the one that demonstrates respect for its workforce. It will be the one that took the time to understand its employees where they are, not where the organization wants them to be. Managers and human resource management who expect to motivate employees from different generational background must take different measures for each. Only through conscious competence in doing this will an organization realize its goal of hiring its people. The American workplace has become a playing field of competing viewpoints and values as two generations, Generation-X and Generation-Boom share the same workspace. Living cubicle-to-cubicle, office-to-office, organization daily navigate unknown cultural territory, where clashes over leadership, power and work ethic are commonplace (Qu:nn, 1994).

Unethical behaviors include all actions that result in unfairness to others, whether those behaviors are legal or not. Concern is increasing today for ethics in organizational operations. Much of this concern in ensuring that employees contribute high role in developing a good and clean image of the organization. The example set by leaders at all levels is vital to promoting a work ethic. The most senior people should represent the organization's core ethics, including the way to go about with daily tasks. Employees will notice such behavior and identify the underlying work ethic and how it applies to them.

1.2 Background of the Study

Issues surrounding ethics is an area which of late, has commenced receiving increasing attention in Malaysia. Serious cases such as that of the misappropriation of funds in TeChnology Resources Industries Berhad (TRI) alleging "fictitious" invoices for services totaling RM259.3 million issued in 1998 and 1999. Another news report revealing an alarming facts of unethical cases is that of 'Tabung Haji' involving a fraud of RM8 million belonging to its depositors. And according to Transparency International (TI) survey, Malaysia was ranked as the 33rd least corrupt country in the world out of a total of 102 countries surveyed. Commenting on this statement, TI's vice-chainnan, Tunku Abdul Aziz Tunku Ibrahim, said, "think of Malaysia's overall 33rd position in the world survey? With 4.9 points out of a perfect score of 10," he said, "we have not even made the pass grade. We need to

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continue to be vigilant against the onslaught of unethical public behavior in all its manifestations. "

A number of reasons have been posited to explain why individuals engage in unacceptable workplace behaviors (Hirschi and Gottfredson, 1987; Hollinger and Clark, 1983; Murphy, 1993; Cochran, J. (1988). The most likely ones seem to be personal in nature - in particular, greed and pride (financial or economic pressure may also be a reason, but can perhaps be considered a form of greed or pride.) Some inappropriate workplace behaviors can be considered situation ally-dependent. That is, the work setting or structure acts as a catalyst. An example of this might be the pressure to meet performance standards or measures; another might be the pressure to earn performance-based incentives. In these situations there may be a compelling reason or impetus inadvertently occasioned by the reward system that triggers the inappropriate behavior. This is different from acts committed because the opportunities are there - in these the work setting is not the catalyst, merely the scene.

In a research conducted by Glor (2000), Boomers see the world as having limitless horizons, believe in progress and presume the evil that keeps things from working can be rooted out, genX sees risk-taking and innovation as necessary and corruption as inevitable. Where Boomers take delight in innovation, take risks, and have not suffered great loss, GenX grew up in recession and did not have a chance to dream. Unlike the Boomer idealist, GenX is pragmatic.

There are many internal forces which can make unethical behaviors more likely in the workplace, such as poor internal controls, poor personnel policies and practices and poor examples of honesty at top levels of an organization. Recently, Telekom Malaysia Berhad (TMB) had organized internalizing core values (lCV) program. One of the reason is to enhance its' reputation as thus indicating that poor values are existing within the organization. In addition, the decision to inculcate strong core values proved that TMB employees productivity have decreased. With this ICV program, TMB hoped to improve its employees' values as well as increasing productivity.

According to a Senior Officer at TMB Batu Lintang Office, TMB are facing unethical problems such as fraud, dishonesty, falsification of sick leaves, absenteeism, and lack of coinmitrnent. These problems have proved to be a great loss to the organization not only as they being a threat but also a cause of poor productivity. As thus, the ICV program consisting of three core values where integrity (stressing on honesty, trustworthy, sincerity, dedication and fair in dealings) is one of them. It is aimed to train employees to inculcate the said core values.

1.3 Statement of the Problem

Unethical problems have proved to be a great loss to the organization not only as they . being a threat but also a cause of poor productivity. It also portray a bad image and reputation

to the organization. As thus, this study aims to find out which of the three factors, namely perception of work, supervisor support and workplace environment influence the employees work ethics.

The issues surrounding the work styles, generational personalities, and values of employees of different generation can create defensiveness. The workforce today is comprised of employees from several different generations. Different generations have different attitudes

1.4 Obje4 1.4.1 Gene)

To id4 Boom

1.4.2 Specifi i) ii)

iii)

iv)

v)

1.5 Concept

The inde] workplace environ

On the 0

the independent v demographic varial to detennine the di generations. The c

IndependE

Generatior. Generation

Perception , Supervisor Workplace

nemo ral n- Ed - De

and behaviors regarding perception of work, workplace environment, work ethics and their------__J relationship to authority. Therefore, the study will focus on the following general research Figure I: Conceptua questions:

What influences an employee's ethic in the workplace? Do employees of generation-x and generation-boom differ in their perception towards ethics?

2

all its

engage in and Clark, 1983;

in nature - in a reason, but caD

behaviors can acts as a catalyst. measures; another

there may be a that triggers the

opportunities are

as having limitless can be rooted

inevitable. Where loss, GenX grew u?

idealist, GenX 1S

more likely in the pIactices and poor

Malaysia Berhad reason is to enhance

the organization.. .In lonT.lml'ees product1V1ty

values as well

1.4 Objectives of the Study 1.4.1 General Objective

To identify the factors that influence work ethics in Generation-X and Generation­BoomatTMB

1.4.2 Specific Objectives i) To identify the level of work ethics in Generation-X and Generation-Boom ii) To identify the relationship between perception of work and work ethics in

Generation-X and Generation-Boom. iii) To identify the relationship between supervisor support and work ethics in

Generation-X and Generation-Boom. iv) To identify the relationship between workplace environment and work ethics

in Generation-X and Generation-Boom. v) To identify the differences between demographic factors (educational level

and designation) and work ethics in Generation-X and Generation-Boom.

I.S Conceptual Framework

The independent variables in this study are perception of work, supervisor support and workplace environment.

On the other hand, the dependent variable is the work ethic. The differences between the independent variables and dependent variable are examined in this study. Besides that, demographic variables such as educational level and designation are also included in this study to determine the differences between demographic variables and work ethics between the two

The conceptual framework is shown in Figure I.

Independent Variables Dependent Variable

Generation-X: <35 years old Generation-Boom: >35 years old

Perception of Work Supervisor Support ... Workplace Environment

Work Ethics - honesty - trustworthy - sincere - dedicated - fair in dealings

Demoe:raphic Variables

Educational level Designation

Figure I: Conceptual Framework

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1.6 Hypothesis

The hypothesis of this study is stated in null hypothesis

Hoi : There is no significant difference in work ethics based on educational level in Generation­X and Generation-Boom at TMB

Ho2: There is no significant difference in work ethics based on designation in Generation-X and Generation-Boom at TMB.

Ho3: There is no significant relationship between perception of work and work ethics in Generation-X and Generation-Boom at TMB

Ho4: There is no significant relationship between supervisory support and work ethics In

Generation-X and Generation-Boom at TMB Ho5: There is no significant relationship between workplace environment and work ethics in

Generation-X and Generation-Boom at TMB

1.7 Significance of the Study

This study attempts to look into the factors that affect the employees' perception towards ethics in related to their perfonnance towards work. Thus it serves as an important source of infonnation to the organization in improving their human resources management practice especially in pertaining a good image.

Through this study it attempts to reveal whether the work ethics practiced in TMB can enhance individual ethical values. At the same time it can help the organization to iq~ntify and organized the suitable training that match the requirements of various generational cohorts in relation to ethical values to promote work ethics in the said organization.

Looking at how employees perceived their work in line to ethical behavior and knowing the ways of their going about it would help HR practitioners to take certain measures such as to install tough consequences for unethical behavior. Identification of factors that influence work ethics is very important as work ethics is one of the vital components in an organizational structure. Moreover, work ethics also influence the success of the organization as well as the investment returns. Understanding the factors that effect the employers and their employees can enable the organization to design strategic plans to encourage its workers to take up organizational role models benefiting themselves as well as the organization, thereby increasing the overall productivity.

1.8 Conceptual and Operational Definition

Work Ethics

Conceptual Definition: According to Yankelovich (1982), work ethic is the basic belief that a person should do work that has some basic moral worth and that every person should do his or her very best, irrespective of reward.

Operational Definition: In this study, work ethics refers to characteristic of work attitudes, such as honesty, trustworthy, sincerity, dedication and fair in dealings of employeet based on ICV program done at TMB.

Gener

Conc~ Baby-Boomers. Coupland (1991 and Howe and S

Opera! aged 35 and bel<

Genera

Concepl the ages of 36 an

Operatil aged 36 and abov

Percepti

Concept,. "conscientiousnes! organized and ded value doing a gooc

Operation G~neration-X and TMB.

Superviso

Conceptua, behavior change (B. congruent with

in Generation-

work ethics in

~....I",\lP.I~S' perception as an important

ior.!:oUIces management

Generation-X

Conceptual Definition: . Generation-X refers to the population cohort following the Baby-Boomers. Sources differ as to the exact years during which this cohort was born. Coupland (1991), suggests 1960 to 1970; Bradford and Raines (1992) propose 1965 to 1975; and Howe and Strauss (1993), suggest 1961 to 1981.

. Operational Definition: Generation-X refers to the population cohort of employees aged 35 and below currently working at TMB based in Kuching

Generation-Boom

Conceptual Definition: According to Wyld (1994), this cohort population is between the ages of36 and 60 has increased 42% between 1980 and 1990.

Operational Definition: The Baby-Boom Generation refers to the employees whose aged 36 and above working at TMB based in Kuching.

Perception of work

Conceptual Definition: People who are higher in a personality trait called "conscientiousness" tend to approach most things in life -­ including work -­ in a thorough, organized and dedicated way. They are more likely to persist in the face of difficulty, and they value doing a good job (Yankelovich & Immerwahr 1984).

Operational Definition: Perception of work refers to how employees of age cohorts­Generation-X and Generation-Boom interpret and perceived work in line to ethical behavior in ThiB.

Supervisor Support

Conceptual Definition: Modeling has been shown to be powerful force in affecting behavior change (Baldwin & Ford, 1988). The extent to which the supervisor behaves in ways congruent with good ethics would have a major impact on employees.

Operational Definition: Refers to the support of supervisors in encouraging the employees to practice good work ethics. The supervisor support includes the goal setting activities (for example, encourage employees to be honest, trustworthy, sincere, dedicated and fair in their dealings), reinforcement activities (for example, provide praise, better assignments and other extrinsic rewards to employees who are honest and trustworthy in their work) and modeling of behaviors.

Workplace Environment Conceptual Definition: Peter, Chassic, Lindholm, O'Connor and Kline (1982) in their

study found that three types of situational constraints that affect performance, including completeness of task information, ease of use of materials and supplies, and workplace environment to work ethics setting.

Operational Definition: refers to the ease of use of materials and supplies, and any fonn of influence by management as well as among employees.

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1.9 Limitation of the Study

This study focuses only on the staff of TMB, a well established telecommunication company. The respondents of this study is limited to the two focus groups ofGeneration-X and Generation-Boom without involving other groups of employees, such as Generation Y, generally classified as those born between 1978 and 1983 (Coupland, 1991). Thus, the fmdings wiJI reflect the employees' work ethics on the two focus groups only.

The scope of this study is limited to the above mentioned factors namely perception of work, supervisor support and workplace environment. However, there could be some more factors such as reward system (Bradford & Raines, 1992) and recognition (Wyld, 1994) that might strongly influence the employees' work ethics. Taking into account the time allocated for this project, such factors are not being studied.

1.10 Summary

Chapter one has discussed about the introduction and background of this study. This study is aimed to identify the factors influencing work ethics in the two generations. Five specific objectives and five null hypotheses are laid out in this chapter. Operational definition as well as significance and Iimitatiof'. of this study are also discussed. The following chapter will review of the literature on work ethics in Generation-X and Generation-Boom.

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2.i Iotrod

This c} study. Some o work ethics in G workplace envin

2.2 Theorie

2.2.1 Generat

Generati bands of birth ye~ people born at sin reality and corom differently, in larg

LifeStagJ

lJenCF<ltl011-l\. and Generation Y,

the findings

perception of be some more

(Wyld, 1994) that time allocated for

of this study. This generations. ~~ve

b:ratlonal defimtlOn following chapter

2.i Introduction

CHAPTER II LITERATURE REVIEW

This chapter presents the past literature that are relevant with all the topics in this study. Some of the aspects that will be discussed are theories on work ethics, work ethics, work ethics in Generation-X and Generation-Boom, perception of work, supervisor support and workplace environment.

2.2 Theories

2.2.1 Gelleratiollai Theory

Generational theory that underlies the classification of people according the broad bands of birth years (Coupland, 1991). The value of the generational theory is that in viewing people born at similar times as being "grouped" together, and sharing common perceptions of reality and common attitudes. This occurs since major historical events will affect people differently, in large part depending on the age at which that event occurs.

Life Stages

In all societies there are certain phases of life. In many societies, there are rites of passage that assist in moving a person from one stage to another. These life stages are fairly consistent in mapping out the normal lifestyle of an individual within society. However, they are not fixed for any generation. According to Foot (2000), in Australia, Canada, France, the United Kingdom and USA, the population can currently be divided into three generations here called Matures, Baby Boomers and Generation X.

A study by Glor (2000) states that generations also have differences in their beliefs concerning the workplace. These values may affect their behavior and motivation in the workplace. The study found a pattern of differences in generational beliefs with Boomers' values being closer to those of Matures and those of Generation-X being farther from Matures.

Corning of age when the linear career path no longer exists, where average income is Calling, and where- continuous change is the norm, does these generations have different values, work: ethics, and attitudes toward work and career development? (Bettina, 1995).

Management must have a clear understanding of these varying approaches and differentiate between negotiable and non-negotiable work outcomes.

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2.2.2 Ethical theories

The field of ethics has been studied for centuries by philosophers such as Mills, Kant, Aristotle, Hume and Locke to name just a few, who have developed theories to explain ethics or morals and how they impact behavior. The study of ethics has been divided into three primary areas: metaethics, normative ethics and applied ethics (Fisher, 2000). Metaethics is the study of ethics in identifying where and how people obtain and defme their ethical principals. Normative ethics is placing what people know about ethics into guidelines or standards to help regulate their conduct. And fmally, applied ethics is placing both metaethics and normative ethics into actual life situations for analysis and evaluation.

2.2.2.1 Metaethics

Metaethics studies what motivates people and what determines their behaviors. A variety of answers have been identified to explain why people act morally, such as to avoid punishment, to gain praise, to feel confident about themselves, inner peace or to fit in with society. One theory of metaethics has been developed called moral relativism, which identifies moral standards as being closely linked to social approval. Individuals will behave in a manner based on external stimulus of approval. This approach is relevant within the workplace by developing an organizational culture that will reinforce acceptable behaviors and discourage inappropriate behaviors. This would be similar to norms versus laws. If social approval can impact the conduct of an employee then organizational mechanisms need not come into play in a formal manner, such as reprimands and extra.

2.2.2.2 Normative ethics

Developing moral standards that help regulate behavior is known as normative ethies. Within normative ethics three pimary methods have been developed: virtue theory, deontological theory and consequential theory.

Virtue theories according to Fisher (2000) are utilized by identifying "rules of conduct" or values statements. Under this theory organization develop a list of "virtues" or values/characteristics that they want to elicit from employees then presume that individuals will learn these rules or values and act accordingly. Emphasis is placed on educating the employee on the characteristics/conduct the organization wants to encourage.

Deontological theory are based on moral duties, that people behave based on moral obligations. This theory could be reinforced in the same manner, by having clearly defined organizational values or codes of ethics. Deontological theories place duties or obligatioll1 under three primary areas: family duties, social duties and political duties. Emphasis can be pl<iced in one or more of these areas in defming the value system or codes of conduct

According to Fisher (2000) consequentialism theory which states that individual', actions are based on the consequences of those actions. An emphasis is placed on favorable versus unfavorable outcomes for the individual, others or everyone.

'Three primary theories have emerged to define people's actions: ethical egoism, ethica altruism and utilitarianism. Ethical egoism states that a person's actions will be determined b the favorable or unfavorable consequences only based on the interests of the individua: performing the action. Ethical altruism states that a person's actions will be determined by til favorable or unfavorable consequences only based on the interests of everyone else, except tit individual performing the action. Utilitarianism is the most known approach in that a person

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2.3 Work I

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actions are morally right if the consequences of those actions are beneficial to everyone involved. The utilitarian approach would be the most effective in a public service organization setting in meeting the organizational goals. Consequential theories are utilized within the workforce by having mechanisms such a progressive discipline, reward systems, personnel evaluations. By having these clearly defined under consequential theories the employee will make the best decision based on perceived consequences (Fisher, 2001).

Another view identified originally by Aristotle and shaped throughout the years is the concept of practical wisdom, which is human rational ability to determine right from wrong. This approach within the work environment would be effective only in that right and wrong behavior was clearly defined and enforced. Under this theory of practical wisdom an employee would behave in a rational manner based on knowing right from wrong behaviors within the context of the organization. Other theories identified are psychological egoism which maintains that individuals are motivated only by self-interests. According to this theory employees act based on their own best interest, reinforcing behaviors that the organization approves could best be accomplished by rewards or opportunities for advancement.

These theories and approaches may take on several meanings and roles depending on the individual, management and the organizational culture. As observed, defining organizational values and expectations of conduct are important, especially in public service. Organizations have recently placed an emphasis on defming "Organizational Values", "Codes of.Conduct " and "Code of Ethics" in an effort to promote desired conduct and culture within the organization.

2.3 Work Ethics

While many definitions of work ethics exist, some researchers define the terms independently. According to research by Hill (1999), ethics has been with humanity since the fall of Adam and Eve in Biblical text. And, with that notion of ethics as a punishment for sin (Bernstein, 1988), came the issue of determining what are acceptable and unacceptable behaviors toward that work. Some have come to call this behavior the ethics of work (Hill, 1999). Considering these notions of work and values we begin to form a foundation about issues concerning work and begin establishing the framework for work ethics.

Gilbert (1973) states that the work ethics is the willingness to work that culminates in an application to the job and is evident through satisfaction with the material rewards of work. Schab (1976) simply states that work ethics is a willingness to stay employed while Miller and Coady (1989) focus on beliefs, values, and principles. These attributes or characteristics guide the way individuals interpret and act upon their rights and responsibilities within the work context at any given time (Ford & Herren, 1995)

However Martin and Morris (1980), associate work ethics with increased efficiency. These researchers focus on production, performance maintenance, or enhancement, especially when dealing with the mentally retarded. For others, such as Wentworth & CheIl, (1997), pwport that there is reaIly no such thing as work ethics. They suggest that work ethics is reaIly wealth ethics where wealth is perceived as the basis for economic independence. These scholars state that wealth accumulation is and has been for centuries, the key factor illfluencing ODe's work ethic.

According to Jurkiewicz and Brown (2000), Drizin, the Vice President of business .nfIlV).UU_ alliances at Walker recommends tha"i companies conduct annual internal audits of employee

satisfaction and their perception of employer ethics. He also warns employers to act on the knowledge they gather from these audits. "Your return on investment when you do a study like

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this depends entirely on whether you're willing to make the improvements that the data reveals are needed," he says. "If you do nothing, you get nothing."

Work ethic that best apply to this study as stated by Yankelovich (1982), may be described as the basic belief that a person should do work that has some basic moral worth and that every person should do his or her very best, irrespective of reward. However, it is important that we remain aware of the difference between work behavior - what people do in the workplace - and work ethic - a set of beliefs and perceptions about work. And the following approaches ought to be considered:

Leadership that is the example set by leaders at all levels is vital to promoting a work ethic. The most senior people should represent the country's and the organization's core ethics, including the way we go about our daily task. Employees will notice such behavior and identify the underlying work ethic and how it applies to them. And selection is important to match individual values and basis ethics with those of the organization during the selection process. To do this, the core values and work ethic in the organization should be identified. Moreover, each department should identify its supporting operating values and ethics.

Induction is an introduction to what a particular organization regards as important and what it does not, starts during induction. This was implied by the wording of the advertisement and during the interview. Well-conceived induction and ongoing refresher courses will ensure that new employees, and others, realize that a specific work ethic is not negotiable - why it is not negotiable. Traditionally training and development were viewed as ways to transmit skills and knowledge. However, there is a growing tendency to maintain an organizational culture by specific training and development programmes and as an integral part of any training programme.

Organizations ought to develop an incentive scheme that will reward productivity improvements in such a way that the employees perceive the rewards as fair and valued.

To grow an appropriate work ethic a sound communication strategy and action plan is needed. The communication strategy ought to use both fonnal and infonnal communication media. The work ethic ought to be imbedded in the mission and strategy of the organization and any message communicated in the different media ought to be tested against it to detennine its contribution to strengthening the work ethic. Messages should furthennore be constructed in such a way that the employees will know what it is, feel positive about it and know how to behave accordingly.

2.4 Work Ethics in Generation-X and Generation-Boom

In a study done by Jurkiewicz and Brown (2000), found some generation difference in work ethics. Their survey addressed 15 possible areas of difference among generations related to the work ethic and work commitment among 278 employees of five municipalities and departments in a large metropolitan Midwestern area of the United States of America. Despite of the small size of the group studied-37 Matures, 178 Boomers, 63 GenX, they found differences in four areas, two between GenX and Boomers, and two between GenX and Matures.· Generation-X need to see a benefit for themselves in meeting the employer's objectives. Having a job and earning money are more important to them than it was to Boomers, but expectation of fulfillment are less-not because of lack ofdesire for it, but because experience has taught them they can best secure fulfillment in their private lives. Offering GenX the opportunity to contribute will not be the kind of motivator that it was for Boomers. While Matures are concerned with speed and Boomers with efficiency, GenXs consider eliminating tasks and programs altogether. None of the differences between Boomers and

Matures were sig workplace.

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them than it was to . for it, but because

lives. Offering it was for Boomers.

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Matures were significant. It would seem that the generations have some, limited differences in workplace.

According to Raines (2000), generational employees want to be appreciated, have flexibility and a life beyond the workplace, work in a team envirorunent, to have chance to develop their skills, be asked their opinions, and they want managers to lighten up and practice what they preach.

. There can be no doubt that the work ethic in different organizations and groups differs. These differences may be attributed to the champions of organization understanding of what would enhance a specific work ethic and behavior in different groups.

2.S Perception of Work

There are several studies that had been done on the employees perception towards work which. stress on their work performance in an organization. A study by Nemeroff and Wexley (1979) revealed that employees are more satisfied with their work when they are given the freedom to discuss and view their opinion towards their work performance in their work place. This can help employees to achieve a better goals and help them to improve in their performance within the organization.

According to Glor (2000), Boomers want to be fulfilled through their work, they know what they like, want and need. They do not need to be told what to do; they do not want to be controlled' they are self-motivated. Control and empowerment in the workplace are key issues for them, and they are therefore a perfect generation to innovate. For GenXs, work is not an all-consuming passion. They are skeptical, even cynical. Because of uncertainty, they are not committed employees and unlike boomers, they may never work for the public service, or if they do, they may leave after a few years, either because they cannot find permanent employment or because they choose to do so.

In a study by Desimone and Harris (1998), the high-performance work system (HPWS) is another approach that has emerged from the experiences of companies involved in continuous improvement. Today, there is no universal description of what constitutes a high­performance workplace. Typically, HPWS are multifaceted, involving different combinations of intervention strategies. According to Gephart (1995), there are some common characteristics of a HPWS intervention strategy, which include 'self-managed teams, quality circles, flatter organizational structures, new flexible tecMologies, innovative compensation schemes, increase training and continuous improvement.

2.6 Supervisor Support

According to Raines (2000), author of the book "Beyond Generation X: A Practical Guide for Managers," generational employees want to be appreciated, have flexibility and a life beyond the workplace, work in a team environment, to have a chance to develop their skills, be asked their opinions, and they want managers to lighten up and practice what they preach. Employees look towards their supervisor/manager for important information regarding ethical conduct within the social envirorunent of the organization. Supervisors/managers can affect their emp19yees' work ethics in many ways.

However, according to Petty (1981), modeling has been shown to be powerful force in affecting behavior change. The extent to which the supervisor behaves in ways congruent with the good ethics would have a major impact on employees. For example, supervisors should always be honest himself as a model to the employees, if that is what employees are encouraged to do.

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The pi office) with th organization v. Office at Were number of 120 Telekom Headl the Batu Linta re~pondents s~

Supervisors and managers should be interested not only in eliminating unethical performance but also ensuring that good ethic performers remain effective or become even better. This mean they should reward effective ethical performance and provide employees with support and a model of good example. Motivational approaches, including promoting honesty, commitment as well as employee participation programs, and the like, are ways of increasing employees' sensitivity to good ethics at work.

2.7 Workplace Environment

In a study by Tracey, Tannenbaum and Kavanaugh (1995), examined the influence of the work environment characteristic such as company policies, rewards systems and management behaviors were important in determining the organizational climate and the climate has an impact on work ethics. The organizational culture is also important to support the display of good work ethics.

And according to Peter, Chassic, Lindholm, O'Connor and Kline (1982), in their study found that three types of situational constraints that affect performance, including completeness oftask information, ease use of materials and supplies and work environment to work ethics.

Another important aspect that contribute to the enforcement of work ethics is organizational culture as it is also considered and can be categorized under workplace environment. Organizational culture has been defined as "system of shared values (what is important) and beliefs (how things work) that interact with a company's people, organizational structures, and control systems to produce behavioral norms (the way things are done around here)." (Uttal, as quoted by Leontiou, 1987).

Based on previous research discussed above it is without doubt that workplace environment is an important factor in the role of promoting good work ethics. Every employee can contribute to the quality of the work environment through good work habits, personal responsibility, respect for others, professional decorum, and cooperation with published procedures and programs.

2.8 Summary

This chapter discusses the factors that influence work ethics in Generation-X and Generation-Boom. Work ethics and factors influencing it, such as perception of work, supervisor support and workplace environment are also explained based on review of previous studies.

3.1 Intro4

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3.1 Introduction

CHAPTER III METHODOLOGY

This chapter presents the research design, location of research, population and sampling of research, instrumentation of the research, pilot test, data collection and finally the data analysis.

3.2 Research Design

This study is designed by using the survey technique. This survey technique is chosen because it is the most appropriate research to obtain information about the characteristic of a population, to fmd out how the members of the popUlation distribute themselves on one or more variables, for example, attitude, beliefs, opinion, or other characteristic about the population (Babbie, 1973).

A set of questionnaires was distributed to collect information from a sample that has been drawn from a predetermined population of the TMB staffs. The information is collected at just one point in time, although the time taken to collect all of the data desired may take from a day to a week or more. Questionnaires will be used to identify different groups ofemployees in Telekom which will later being compared and analyzed to evaluate factors such as perception of w6rk, supervisor support and workplace environment which influence their work ethics in TMB.

3.3 Location of the Study

Telekom Malaysia Berhad based in Kuching

3.4 Population and sample

The population of this study are the workforce of TMB, Kuching Branches (Sarawak office) with the total of 1000 employees. The samples are from various offices of the said organization which comprises of Te1ekom Headquarters Office at Simpang Tiga, Telekom Office at Were Road, Telekom Office at Batu Lintang and Primatel at Satok Road. A total number of 120 sets of questionnaire were distributed to the four offices where 55 sets are for Telekom Headquarters at Simpang Tiga, 25 sets for Telekom Office at Were Road, 30 sets for the Batu Lintang Office and 10 sets for Primatel at Jalan Satok. Majority of the said 120 re~ondents selected are involved in the Telekom Internal Core Value Program (ICV) 2002.

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