ASSESSING GENERATIONAL DIFFERENCES IN

ORGANIZATIONAL COMMITMENT IN THE CONTEXT

OF FACEBOOK

An Undergraduate Thesis

Presented to the Faculty of the

Department of Arts and Communication

College of Arts and Sciences

University of the Philippines Manila

In partial fulfillment of the requirements for the degree of

Bachelor of Arts in Organizational Communication

BEATRICE R. FORMALES

May 2016

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Acknowledgments

I would want to express my deepest gratitude to those who have participated in this

study. I especially want to thank those who introduced me to the organizations I

gathered data from. This study would not have been accomplished without you.

To Professor Chadwick Sy Su, thank you for your patience and commitment in ensuring

that we do our best.

To my biological and spiritual families, thank you for being my source of encouragement

and joy during the times I needed them the most.

To Issa, Eva, and BG, thank you for your never ending support.

To my Father—my peace amidst storms and my strength in times of weakness—thank

You for giving me purpose and direction. Your love is the only thing that keeps me

going.

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Approval Sheet

This undergraduate thesis, entitled Assessing Generational Differences in

Organizational Commitment in the Context of Facebook, presented by Beatrice R.

Formales in partial fulfillment of the requirements for Organizational Communication

200, is accepted:

_______________________________________

Professor Chadwick Sy Su

Adviser

____________________________ ____________________________

Alice B. Adeva, M.A. Leonardo R. Estacio Jr., Ph.D.

Department of Arts and Communication Dean, College of Arts and Sciences

iv

Formales, Beatrice R. (2016). Assessing Generational Differences in Organizational

Commitment in the Context of Facebook. Unpublished undergraduate thesis, University

of the Philippines Manila.

Abstract

The existence of generational differences in workplace attitudes has been given

much attention both in popular and academic literature. This topic is especially of

importance now that Millennials are slowly taking up most of the workplace. Among the

many assumptions made regarding Millennial workplace attitudes, having low

organizational commitment is one of the most prominent. This is so because its possible

implications on organizational development is crucial given that losing trained

employees is a waste of invested resources. However, despite these perceived effects,

the existence of generational differences in organizational commitment remains

debated-upon. This emphasizes the need to further scholarly investigation on the said

matter—more so now that social media is embedded into modern life and studies on

organizational commitment and generations fail to consider this pivotal aspect. With the

objective of determining the existence of generational differences in organizational

commitment, a survey questionnaire based on Jaros’ (2007) revision of Meyer & Allen’s

Organizational Commitment Questionnaire was administered to 100 respondents from

four different organizations. Afterwards, the role of Facebook on the statistical results

was assessed by conducting four interviews exploring each generation’s perceptions

and attitudes regarding social media, organizational commitment, and work-related

social media use. The ANOVA results show that there are no generational differences in

organizational commitment despite the respondents’ perception of it. Furthermore,

respondents report that work-related Facebook use has advantageous effects on

organizational commitment. However, this does not ensure their intention to stay as

organizational commitment is found to be linked with individual personalities. Thus, the

effectiveness of tapping into social media factors and/or IRL (In Real Life) factors to

influence employees’ organizational commitment may depend on the factors’

compatibility with their personality. Implications and recommendations are given based

on these results.

Key words: Organizational Commitment, generations, Baby Boomers, Generation Xers,

Millennials, social media

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Table of Contents

Title Page i

Acknowledgments ii

Approval Sheet iii

Abstract iv

Table of Contents v

List of Tables vii

List of Figures viii

Introduction 1

Background of the Study 1

Statement of the Problem and Objectives 5

Delimitations of the Study 6

Significance of the Study 6

Review of Related Literature 7

Organizational Commitment 7

Generational Differences in the Workplace 19

Co-employee Influence 24

Work and Social Media 26

Study Framework 29

Theoretical Framework 29

Conceptual Framework 33

Operational Definitions 34

Method and Procedures 36

Quantitative Component 36

Qualitative Component 38

Limitations 40

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Results and Discussion 41

Results 41

Discussion 50

Summary, Conclusion, Implications, and Recommendations 56

Summary and Conclusion 56

Implications and Recommendations 59

References 61

Appendix A: Meyer & Allen’s 1990 Original Commitment Scale Items 72

Appendix B: Jaros’ 2007 Revised Commitment Scale Items 74

Appendix C: Interview Guide 76

Appendix D: ANOVA Results 79

Appendix E: Interview Transcriptions 81

Respondent 1: Millennial 81

Respondent 2: Generation Xer 87

Respondent 3: Generation Xer 93

Respondent 4: Baby Boomer 98

Appendix F: Transcription Matrix 102

Appendix G: Matrix Summary 125

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List of Tables

Number Title Page

1 Categories for the compartmentalization and analysis of data 40

2 Summary of organizational commitment scores per variable 41

3 Key observations 48

List of Figures

Number Title Page

1 A Three-Component Model of Organizational Commitment 14

2 Frey’s reconstruction of Maslow’s Theory of Hierarchical 32

Needs and Alderfer’s ERG Theory

3 A representation of In Real Life (IRL) organizational commitment 32

and motivation factors according to Frey

4 Frey’s Pie Theory 33

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Chapter 1: Introduction

Background of the Study

Generational differences in organizational commitment may be managed not only

through reward and punishment systems but also through influence. In a modern

context, influence may be extended through social media.

1. Multi-generational workforce. Today’s workplace is multi-generational.

Generations are expertly-determined constructs which define age groups of similar

trends, styles, attitudes, and behavior (Fry, 2015). Sources are not strictly consistent

with age brackets but descriptions are generally uniform. Nowadays, there are at least

three working generations--the Baby Boomers, Generation Xers and the Millennials.

Baby Boomers are called such in reference to the boom of post-World War II births.

They are children born from 1946-1964, individuals ages 51-69 in 2015 (Fry, 2015).

Growing up after the war, this generation is known to have high hopes in improving life

quality. They work for long hours but seek work and life balance as a result of growing

up in a relaxed environment (Lee Hecht Harrison, 2007). They are known to be the

generation who lives to work (United Nations, n.d.).

Generation Xers, on the other hand, are children born from 1965-1980, individuals

ages 35-50 in 2015 (Fry, 2015) and they work to live (United Nations, n.d.). They are

independent and are more technologically-savvy than the Baby Boomers, making them

more culturally diverse (Lee Hecht Harrison, 2007). They are said to be prone to leaving

jobs for better salary and benefits because they value money and financial security.

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Millennials are similarly associated with high turnover rates. They are children born

from 1981-1998, individuals ages 18-34 in 2015 (Fry, 2015). They grew up living with

the ease of gadgets and the Internet therefore making them more innovative,

transparent, and technologically-savvy than the Generation Xers (Lee Hecht Harrison,

2007). They celebrate diverse cultures and support various advocacy groups for the

environment, the poor, and the community.

Millennials also express their desire for advocacy in choosing jobs. According to

Deloitte’s 2015 Millennial survey of 7800 Millennials from 29 countries, 77% of the said

generation report that they chose their job for its purpose. There are also positive

notable differences in the financial success, employee satisfaction, and recruitment of

organizations which are perceived as purposeful by Millennials as compared to those

that are not. For them, an organization’s values and goals are just as important as its

products and profits.

In wanting to work with purpose, they also seek to be reassured of the importance

of their role in organizations. Employee well-being, growth, and development are of

utmost importance for them. Because of this, they tend to question their purpose when

undervalued (Deloitte, 2015). They are known to be a narcissistic and entitled

generation (Stein, 2013) and are sometimes called the Generation Me (Twenge, 2014).

This is hypothesized to be the result of the 1970 parenting trend of boosting the self-

esteem of children to encourage them to have a successful life in the future. Nowadays,

however, it is seen that in seeking to boost self-esteem, narcissism was instead

promoted in children who were encouraged at an older age (Stein, 2013; Twenge,

2014). As a result, they question everything that falls short of their expectations.

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In actuality, 75% of Millennials perceive organizations as self-seeking with little

regard for their employees and for the society (Deloitte, 2015). This perception explains

the noticeable increase in turnover rates from their generation (George, 2014). Job-

hopping is a trend among individuals of their age as a result of exploration for

organizations that are aligned with their own values and ambitions.

2. Organizational commitment. Although rooted in good intentions, the Millennial

job-hopping trend is perceived by older generations as a lack of organizational

commitment. While Millennials admit to have moderate organizational commitment just

as Baby Boomers and Gen Xers do (Deal, 2012), it seems that employers fail to see the

truth in it based on their experiences. According to Price Waterhouse Coopers’ survey

of CEOs from 60 countries, 50 percent of more than 1,200 respondents consider the

Millennial generation’s organizational commitment as a matter of concern (Giang,

2012).

On this note, modern-day organizations express their need for employee

commitment. According to Deloitte University Press’ global survey, organization

executives rank “retention and engagement” as second in their list of priorities (Benko,

Erickson, Hagel, & Wong, 2014). Majority of jobs nowadays require employee training

and development, making it costly for organizations to lose trained and capable

workers. In the same survey by Price Waterhouse Coopers, it was found that more than

half of the respondents acknowledge the loss of productivity and resources caused by

employee turnover. Because of this, they hope for job promotions to come from

employees from within their companies and not from newly hired individuals (Giang,

2012). With the Millennials slowly occupying most of employee statistics, their

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differences with the older generations now serve as a challenge for organizations to

understand and master.

3. Co-employee influence. One of the common ways organizations influence

their employees’ organizational commitment levels is by giving rewards (Abdullah,

2011). However, external motivators such as rewards and threats are not enough to

influence employees long-term. Commitment, unless motivated by the desire to fulfill a

goal or objective, is passing (Marshall, 2010). In light of this, influential leaders motivate

their subordinates and/or co-workers by directly communicating positive messages,

offering choices, and encouraging reflection.

Similarly, this relational factor in organizational motivation and commitment is

evident in indirect ways. It is found that both positive and negative employee behavior in

relation to job satisfaction, work ethic, job performance, employee motivation, and

organizational commitment (Scottsdale, 2014; Williams, 2015) are passed on either

consciously or unconsciously from one employee to another.

Acknowledging the significance of co-employee influence in employee behavior,

the possibility of resolving generational differences in organizational commitment

through communication is considered. This gives way to the idea that Millennials’

organizational commitment may be affected by the organizational commitment of their

co-employees, whether they are of the same generation or not.

4. Social media. In considering the social aspect of Millennials’ organizational

commitment, it is important to note the significant role of social media. Compared to the

previous generations, the presence of social media in the lives of Millenials is now

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indelible even in work life (Wang, 2015). This calls for the need for organizations and

scholars to include social media in the study of Millennial workplace attitudes—in this

case, the study of organizational commitment.

In a case study by Koch, Leidner, and Gonzalez on employees’ response to

organizational social networking sites, it was found that in the financial institution in

focus, participation in the provided internal social networking site improved employees’

well-being, organizational commitment, and employee engagement (Baylor Business

Review, 2015). Furthermore, Millennials who integrated their social life in work via the

system developed positive regard for their co-employees. Acknowledging the potential

of internal social systems in improving employee relationships and thus affecting

organizational commitment, this study desires to explore the influence of a popular

social networking site namedFacebook on organizational commitment.

Statement of the Problem and Objectives

Based on idea of co-employee influence in the context of social media, this study is

aimed at determining and explaining the existence of generational differences in

organizational commitment in relation to social media. An understanding of this may be

achieved upon the fulfillment of the following objectives:

1. Determine the organizational commitment levels of Baby Boomers, Gen Xers,

and Millennials;

2. Conduct a cross-generational analysis on the resulting organizational

commitment levels; and

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3. Understand the role that Facebook plays in the results.

Delimitations of the Study

Organizational commitment, in reference to Meyer and Allen’s popular model

(1997 in Monetje, 2009), has three dimensions: affective, continuance, and normative

commitment. This study will take into account all three dimensions in determining the

organizational commitment levels of the Baby Boomers, Gen Xers, and Millennials but

will only assess the results in the perspective of social media, excluding company-

provided systems.

Other aspects that affect organizational commitment such as tenure, wage,

educational background, job description, and age will not be central to the study.

Significance of the Study

Millennials are known to be self-directed, innovative, purpose-driven, flexible

(Das, 2015), and technologically-savvy multi-taskers. Not maximizing the potential of

their generation may very well be a loss for organizations. Determining their

organizational commitment and understanding the effect social media has on it will not

only aid in coming up with strategies that will nurture their talent but also strategies that

will help organizations survive as Millennials slowly make up most of the workforce

(Straz, 2014).

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Chapter 2: Review of Related Literature

This chapter includes the scholarly background, conceptual and/or measurement

issues, and operational measurements of important terms. In addition, studies related to

generations, organizational commitment, co-employee influence, and social media are

also reviewed.

Organizational Commitment

The initial trend in organizational commitment studies was the exploration of its

outcomes. Organizational commitment was then associated with positive work-related

attitudes such as motivation, involvement, positive affect, loyalty, better job

performance, prosocial behavior, and less likelihood of absenteeism and turnover

(Caldwell, Chatman, & O’Reilly, 1990; Buchanan, 1974). Because of this, it has become

one of the most investigated work-related attitudes next to job satisfaction (Maslić

Seršić, 1999). Despite this, however, analytical studies concerning the causes of

organizational commitment were uncommon (Caldwell, et al., 1990). Discussed below is

an account of a few of the most influential studies.

The study of organizational commitment has sociological roots. In 1960, Becker

scrutinized the concept of commitment, noting its increasing use in sociological

scholarship specifically in the areas of religion, power, occupational recruitment,

bureaucratic behavior, political behavior and the like. He observes that commitment is

generally used to refer to one’s subscription to a group of related activities. He pointed

out the role of consistency in the given definition stating that existing sociological

theories remain insufficient to comprehensively explain consistency in human behavior.

Reviewing theories on social control, moral expectations, and differential association, he

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concluded that there is still no direct link between values and human behavior and thus

the theories remain unsupported. He hypothesizes that due to this theoretical loophole,

scholars use the concept of commitment in an attempt to explain consistencies in

human behavior. Acknowledging this, he posits the need to integrate the concept of

commitment with sociological theory.

In reference to Schelling’s (1956, in Becker, 1960) process of bargaining, Becker

conceptualized commitment as a side bet. As in bargaining he suggests three

prerequisites to commitment: (a) Anything of value for the individual must be at stake in

the consideration of the decision; (b) The individual must submit the object of value in

making the decision; and (c) The decision must result in the chosen behavior.

Furthermore, Becker assessed the deliberate use of the side bet theory in

organizational affiliation. He noted that employees commit to organizations or in his

terms, “make side bets” in observance of generalized cultural expectations, impersonal

bureaucratic arrangements, individual adjustments to social positions, and face to face

interactions.

Bridging this highly societal view with individual personalities, Kanter (1968)

evaluated the commitment mechanisms present in ideal communities. She

acknowledges that the important role of individuals in social groups poses a challenge

for organizations to influence members to be positively involved in the system. Her

definition of commitment is as follows:

Commitment may be defined as the process through which individual interests

become attached to the carrying out of socially organized patterns of behavior

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which are seen as fulfilling those interests, as expressing the nature and needs

of the person. (p.500)

This implies the need for organizations to come up with ways to negotiate with its

members to stay committed despite possible conflicts between organizational

requirements and personal values and orientations. In assessing one’s commitment to

organizations, she enumerated three major social system conflicts: social control, group

cohesiveness, and continuation. From these she proposed continuance, cohesion, and

control as the three axes of the sociological aspect of commitment. These refer to one’s

willingness to continue as a part of an organization, willingness to remain affiliated with

an organization’s members, and willingness to submit to an organization’s control,

accordingly. She noted that these may or may not be interdependent depending on the

social system at hand.

She continued by citing Parsons & Shils’ (1962, in Kanter, 1968) social action

theory to introduce the three axes of the personal aspect of commitment namely

cognitive, cathectic, and evaluative. Proposing that each of these axes have their

corresponding counterparts from the sociological aspect of commitment, Kanter

described the cognitive axis as one’s consideration of various factors that come into

play when deciding to continue as a part of an organization (continuance); the cathectic

axis as one’s involvement with the members of the organization especially when

considering to remain affiliated with an organization’s members (cohesion); and the

evaluative axis as one’s evaluation of the rules and control systems presented by the

organization in comparison with personal values and beliefs when deciding to submit to

an organization’s control (control).

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Simply put, Kanter (1968) defined cognitive-continuance commitment as one’s

commitment to social roles, cathectic-cohesion commitment as one’s commitment to

social relationships, and evaluative-control commitment as one’s commitment to

organizational norms. As one of the pioneers, this study has contributed greatly to the

conceptualization of organizational commitment.

Following Kanter’s ideas are relatively similar propositions of three-dimensional

conceptualizations of organizational commitment. O’Reilly & Chatman (1986, in

Caldwell, et al., 1990), for example, referred to organizational commitment as an

employee’s psychological attachment to an organization in support of Kelman’s (1958,

in Caldwell, et al., 1990) three bases of attachment: internalization, identification, and

compliance. They referred to internalization as values-based attachment, identification

as affiliation-based attachment, and compliance as rewards-based attachment

(Caldwell, et al., 1990). Buchanan (1974), on the other hand, defined organizational

commitment as such:

Commitment is viewed as a partisan, affective attachment to the goals and

values of an organization, to one’s role in relation to goals and values, and to the

organization for its own sake, apart from its purely instrumental worth. (p. 533)

Following this definition, he specified three components of organizational

commitment which he used in his study: identification, involvement, and loyalty. He

referred to identification as one’s reception of the organization’s goals and values,

involvement as one’s engagement to organizational activities in accordance to work

role, and loyalty as one’s psychological attachment to the organization. Despite these

numerous definitions, however, no single operational measurement was considered

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reliable at their time, as conceptual definitions from studies following it were varied and

measurements used were often unfit for the proposed definitions (Meyer & Allen, 1991).

1. Issues. Being a relatively new concept, organizational commitment has been

under scrutiny for many years. On the onset of its conceptual development, it was used

offhand and hence became ambiguous and wide-ranging in nature (Becker, 1960). As a

result, scholars such as those chronicled above initiated in-depth studies of the results

and causes of organizational commitment. Despite this, however, there was little

agreement on the conceptual definition and operationalization of organizational

commitment. This is largely due to the obscurity of the concept of commitment itself.

Citing Morrow (1983, in Caldwell, et al., 1990) and Staw (1977, in Caldwell, et al.,

1990), Caldwell and his colleagues noted the challenge of empirically determining the

antecedents of organizational commitment because 25 other concepts such as

motivation, satisfaction, and involvement are associated with it. This has posed a

challenge for researchers who seek to develop reliable organizational commitment tests

and summarize and integrate existing studies.

Recognizing this apparent ambiguity, Meyer and Allen (1991) sought to

clarify existing studies and guide future organizational commitment research. In their

review of existing literature on organizational commitment, three common psychological

themes were observed: continuance, normative, and affective commitment.

Numerous scholars such as Kanter (1968), Buchanan (1974), and Mowday,

Steers, & Porter (1979, in Meyer & Allen, 1991) referred to organizational commitment

as one’s feeling of affect or identification and involvement to one’s organization (Meyer

& Allen, 1991). Furthermore, the 15-item Organizational Commitment Questionnaire

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devised by Mowday and his colleagues (1979, in Meyer & Allen, 1991) was then the

popular tool used to measure one’s psychological attachment to an organization as it

was found to be consistent and reliable (Meyer & Allen, 1991). From these claims,

Meyer and Allen (1991) identified the first organizational commitment component as

affective commitment.

The second trend observed by Meyer and Allen (1991) is the attention given to

an employee’s consideration of perceived costs. Establishing this claim, the researchers

cited Becker’s (1960) statement that commitment is one’s adherence to a group of

similar activities. Taking it to an organizational perspective, they once more cited Kanter

(1968) who referred to cognitive-continuance commitment as one’s assessment of the

benefits of staying in an organization and of the costs of leaving an organization.

Further building up on this, they noted Stebbins’ (1970, in Meyer & Allen, 1991)

definition of continuance commitment as one’s perception of the penalties involved in

detaching oneself from a certain social identity, as is in organizational membership, and

hence deeming it impossible. From these, Meyer and Allen identified continuance

commitment as a component of organizational commitment.

Lastly, Meyer and Allen (1991) noticed a trend of obligatory commitment.

Although the concept of obligatory commitment was not as common as the first two

trends, they thought that conceptualizing it is just as worthwhile. They quoted Marsh

and Mannari (1977, in Meyer & Allen, 1991) who described lifelong commitment as

something that is considered morally acceptable. Similarly, they mentioned Wiener

(1982, in Meyer & Allen, 1991) who defined commitment as a behavioral product of

realized normative pressures. From this, Meyer and Allen identified normative

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commitment as the third and last component of organizational commitment. In sum,

Meyer & Allen (1991) defined the three components individually as such:

Affective commitment refers to the employee’s emotional attachment to,

identification with, and involvement in the organization. Employees with a strong

affective commitment continue employment with the organization because they

want to do so. Continuance commitment refers to an awareness of the costs

associated with leaving the organization. Employees whose primary link to the

organization is based on continuance commitment remain because they need to

do so. Finally, normative commitment reflects a feeling of obligation to continue

employment. Employees with a high level of normative commitment feel that they

ought to remain with the organization. (p. 67, emphasis source)

From these three components, they constructed a framework (Figure 1) which

encompasses the possible antecedents and consequences of each component of

commitment based on reliable research data. It mainly includes the attitudinal nature of

commitment, focusing on the concept as something psychological rather than

behavioral. It, however, considers the role played by behavioral commitment as an

antecedent and feedback mechanism for an individual to maintain behavior subscribed

to affective commitment.

According to the researchers, this model is meant to be interpreted in a

perspective of mutual exclusion while still considering the possibility of various

components coming into play when influencing individual behavior.

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Figure 1. A Three-Component Model of Organizational Commitment (Meyer & Allen,

1991, p. 68)

2. Operational measurement. Based on their definitions of normative,

continuance, and affective commitment, Allen & Meyer (1990, in Meyer & Allen, 1991;

Jaros, 2007) constructed three 8-item questionnaires (Appendix A). Their internal

consistency estimates proved them to be valid having alpha coefficients ranging from

.69 to .89 as tested by numerous other scholars (Meyer & Allen, 1991, p.79). The

independence of the three components was also statistically proven, having low

correlation scores except when comparing affective and normative commitment. Since

its outset, Meyer & Allen’s three-component model including its questionnaires has

been recognized by many to be the most influential in the study of organizational

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commitment (Jaros, 2007; Malone, 2014, p. 26). In acknowledgment, numerous

scholars note that the dominance of this model merits its analysis.

Jaros (2007) reviewed Meyer & Allen’s framework and gave a substantial effort in

providing an up-to-date questionnaire (Appendix B) that more accurately measures the

three dimensions of commitment. He reviewed similar analytical studies and assessed

updated literature from Meyer & Allen themselves. He noted issues on item wording,

measurement, and construct inclusion. Specifically, he suggested administering the

following changes: (a) Remove behavioral terms in all three questionnaires; (b) Include

the dimensions of “indebted obligation” and “moral imperative” (Jaros, 2007, p.13) in the

normative commitment questionnaire; and (c) Include the “high sacrifices” and “low

alternatives” dimensions (Jaros, 2007, p. 14) and affective content in the continuance

commitment questionnaire.

Although Meyer & Herscovitch (2011, in Jaros, 2007) proposed a need to use

behavioral terms in describing commitment in order for it to encompass the actions

resulting from it, Jaros argued that this indirectly integrates the measurement of other

behavioral constructs outside of commitment and hence tainting the results (Bozeman &

Perrewe, 2001, in Jaros, 2007). From this, he altered the wording of a few items in the

original Allen & Meyer (1990, in Jaros, 2007) Normative Commitment Scale (NCS),

Continuance Commitment Scale (CCS), and Affective Commitment Scale (ACS),

removing all behavioral terms.

Following this, he cited Meyer et al.’s (2006, in Jaros, 2007) update on the

concept of normative commitment which focuses on the idea of “indebted obligation”

and “moral imperative”, which are associated with continuance commitment and

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affective commitment, respectively. He noted that “indebted obligation” is correlated with

continuance commitment such that individuals weigh the costs of not meeting others’

expectations. On the other hand, “moral imperative” is correlated with affective

commitment such that individuals desire to reach outcomes that they value. Seeking to

update the NCS, Jaros (2007) revised the original scale so as for it to encompass the

dimensions stated above.

Finally, he cited Meyer, Stanley, Herscovitch, & Topolnytsky (2002, in Jaros,

2007) and acknowledged the importance of their proposition that CCS involves the

consideration of one’s “high sacrifices” and “low alternatives” when weighing the costs

of staying in or leaving an organization. He also noted Meyer, et al.’s (2006, in Jaros,

2007, p. 11) proposition that an affective aspect exists in continuance commitment such

that employees feel anxiety or insecurity when considering the costs of remaining in or

leaving an organization. From this, Jaros (2007) reworded the existing CCS so as to

remove behavioral terms, include aspects of affect, and include dimensions of “high

sacrifices” and “low alternatives”.

However, despite these alterations, there remains to be an issue of discriminant

validity between the NCS and ACS (Jaros, 2007), which was admitted by the authors of

the model themselves (Meyer & Allen, 1991, p. 79). Citing Bergman (2006, in Jaros,

2007), Jaros stated that the NCS and ACS have a correlation score of 0.54. Although

not as indicative of redundancy in Western countries, it is found that cultures that are

collectivist in nature tend to place more emphasis on obligation-based commitment

(Jaros, 2007; Maslić Seršić, 1999). Acknowledging this, Jaros suggested that excluding

the use of NC in some cultures may be more accurate in measuring the commitment of

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employees. Despite this, many scholars studying organizational commitment in non-

Western cultures persist in using the original Allen & Meyer (1990, in Jaros, 2007) ACS,

NCS, and CCS. These include studies on the influence of various factors on

organizational commitment.

3. Related studies. As employees’ organizational commitment is linked with

positive work-related attitudes, numerous scholars have sought to investigate its

relationship with variables which may positively affect it. These variables may be divided

into two categories: factors which are external to employees and factors which are

internal to employees.

Most external factors which are hypothesized to influence employees’

organizational commitment are organizational factors. Among studies that explore these

seek to confirm the effectiveness of human resource programs in influencing the

organizational commitment of employees. In a study of 304 banking industry employees

by Paşaoğlu (2015), human resource management programs were found to singly and

systematically affect organizational commitment. Based on the correlation and

regression analyses, training, promotion, performance-based rewards, openness to

information, performance appraisal, and decision making involvement are positively

correlated with organizational commitment individually and as an overall program.

In relation to this, Ghosh & Gurunathan (2015) found a correlation between

commitment-based human resource practices (i.e. employee selection, compensation,

team building, training programs, and performance appraisals) and job embeddedness

(through relationships, organizational compatibility, and perceived costs) in their study

of 501 managerial bank employees in India. Job embeddedness, in turn, was found to

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be negatively correlated with turnover intent, which is the primary indicator of

organizational commitment.

Aside from human resource practices, organizational culture is also hypothesized

to have a correlation with employees’ organizational commitment. In a study of 156

teachers, Firuzjaeyan, Firuzjaeyan, & Sadeghi (2015) found that organizational cultures

of involvement and consistency were positively correlated with organizational

commitment.

Similar to the relational idea of involvement, Limpanitgul, Boonchoo, &

Photiyarach (2014) found that co-worker support has a significant relationship with the

affective and normative commitment of Thai flight attendants. Furthermore, Casimir, Ng,

Wang, & Ooi (2014) found a positive correlation between organizational leader-member

exchange and perceived organizational support with affective organizational

commitment in a study of 428 employees in China.

On the other hand, other scholars seek to identify the relationship between

personal factors (i.e. age, sex, marital status, personality, and generational

membership) and organizational commitment. Jena (2015) sought to determine the

relationship between organizational commitment and demographic factors such as age,

marital status, tenure, job level, and sex. From a sample size of 240 production

employees, age and sex were found to be positively correlated with affective and

normative commitment and marital status to be positively correlated with all three

components. In opposition, however, Kumasey, Delle, & Ofei (2014) did not find a

significant difference between the organizational commitment and occupational stress of

19

males and females in their study of 327 respondents from Ghana. Similarly,

Rabindarang, Bing, & Yin (2014) concluded that there are no siginificant differences

between organizational commitment and sex, marital status, and educational

attainment, respectively. Overall, studies on the relationship between demographic

factors and organizational commitment are mixed.

Generational Differences in the Workplace

The beginning of the study of generations was largely influenced by Karl

Mannheim (1923, in Festing & Schäfer, 2013). He claimed that individuals born at the

same time period and socio-cultural context have the same experiences and thus have

formed similar values, beliefs, and attitudes (Festing & Schäfer, 2013). Since then, this

topic has appealed scholars from the social sciences given its extensive potential to

explain various group behaviors (Costanza, Badger, Fraser, Severt, & Gade, 2012)

which are applicable to different fields. The effects of generational membership to

organizational behavior from then on interested many. However, despite the

progressive growth on popular and academic literature investigating generational

differences in the workplace, empirical data supporting it remain varied (Costanza, et

al., 2012).

1. Issues. Due to this lack of consensus, many scholars found the need to

assess the conceptual validity of the study of generations. Costanza, and his colleagues

(2012), for example, claim that there are numerous definitional and theoretical issues on

the study of generations. They noted that focusing on it is potentially problematic. They

argue that: (a) there are no agreed-upon years to define each generation; (b) there is

little empirical evidence on the existence of generational differences and its effects; (c)

20

there is little theoretical evidence on the actual existence of generational differences in

the workplace; and that (d) generational identification is inherently correlated with other

factors such as age and time period, which may similarly be predictors of certain

behaviors.

With the purpose of investigating these conceptual and definitional gaps, their

study summarizes existing research on generational differences in the workplace. They

gathered and prudently shortlisted a comprehensive list of studies in order to ensure

comparability and objectivity. A combination of various terms relating to generations and

work-related outcomes were searched in three databases. Recent conference studies

and unpublished articles were also collected in order to prevent publication bias. Non-

scholarly materials were eliminated from the list and studies of different topics and types

(non-quantitative) were removed. Further narrowing down the selection, studies with

small sample sizes and few similar work-related topics were disqualified because they

had insufficient data to support the existence of an effect. Overall, 20 studies from 1995

to 2009 met each criterion.

Their statistical analyses show that individuals belonging to more recent

generations are somehow less satisfied with their jobs, in a way more likely to leave

their jobs, and are to some extent positively or negatively different in terms of their

organizational commitment. They concluded that there is insufficient support to claim

that there are indeed generational differences in the workplace. These results present

the possibility that other factors aside from generational membership may predict

certain work-related behaviors. These also put into question the efficacy of human

resource interventions based on generational differences.

21

However, despite the intrinsic statistical soundness of a meta-analysis, the

assertions and implications of this study may have to be subject to further assessment

due to a few limitations. First, the said statistical review is limited in the number of

available studies for meta-analysis as admitted by the researchers themselves. Despite

the copious pertinent literature on generational differences in the workplace, only 20

from the initial list of 239 empirical articles were eligible based on their criteria. Second,

studies included were published or authored from years 1995-2009 only, raising the

question of its applicability at present.

Although Costanza and his colleagues have a leaning towards the rejection of

the acknowledged significance of generational differences in the workplace, the mixed

empirical evidence and the popularity of this topic no doubt demands further research to

examine the causes of this perceived phenomenon.

2. Related studies. In her review of empirical evidence on generational

differences in work attitudes, Twenge (2010) examined writings studying work ethic,

work centrality, and leisure; altruistic values; extrinsic versus intrinsic values; affiliation

or social values; and job satisfaction and intention to leave. She assessed time-lag and

cross-sectional studies and compared and contrasted results. Based on her evaluation,

generational differences do exist for some work attitudes. Twenge reported that

Millennials have weaker work ethics, are more inclined towards leisure and work-life

balance, are not higher in altruistic work values, and are somehow more satisfied with

their jobs in relation to having a greater desire for job security. They are, however,

prone to changing jobs in the instance of being offered better job opportunities. Results

on the assessment of differences on intrinsic and extrinsic values and affiliation and

22

social values were found to be considerably insignificant. It is important to note, though,

that this study is merely a review of a largely diverse set of literature, which may not be

representative of all existing studies. The researcher concluded that there remains a

need to probe on generational differences in the workplace.

Among those who took interest in the study of generations and its effect on work

behaviors is Malone (2014) who studied the organizational commitment of 340

employees of different generations from an aerospace manufacturing company using

Meyer and Allen’s Three-Component Model of organizational commitment. Upon the

comparison of results, it was found that there are no statistically significant differences

between the continuance, normative, and affective organizational commitment of Baby

Boomers, Gen Xers and Millennials.

In opposition, however, Duangthong cited Brown (2011, in Duangthong, 2012)

acknowledging the need to prioritize the active management of the organizational

commitment of Generation Y employees because they are, in average, discovered to

change jobs every 1.1 years. Duangthong (2012) studied the organizational

commitment of Millennials in a call center outsourcing company in Bangkok using a Thai

adaptation of Meyer and Allen’s Three-Component Model Employee Commitment

Survey (1991, in Duangthong, 2012). Exploring the organizational commitment of

Millennials and the differential effects of tenure and educational attainment, it was found

that the generational cohort in focus has moderate continuance, normative, and

affective organizational commitment and that those with Bachelor’s degree and higher

have significantly higher levels of organizational commitment, specifically, continuance

commitment. Based on the testing of results, it was also found that tenure did not have

23

an effect on the organizational commitment of Millennials. However, as in Malone

(2014), focusing on a single organization limits this study’s ability to represent the

generational cohorts in subject. Still, these opposing results remain indicative of the

perceived generational differences in the workplace.

In line with this, Festing & Schäfer (2013) offered an organizational talent

management framework with the assumption that generational membership does have

an effect on employees’ work-related values and attitudes. They noted that Generation

X and Generation Y workers tend to have lower job satisfaction and organizational

commitment and value work-life balance more. In addition, they stated that Generation

Y employees seek training and development opportunities and job mobility. With these,

the researchers devised a talent management framework based on the psychological

contract between employees and employers. They acknowledged that valuable

employees may be retained when the obligations they have are reciprocated by their

employers by meeting their expectations and fulfilling contract terms. Their framework

includes certain attitudinal (organizational commitment and job satisfaction) and

behavioral (attendance, intention to stay/quit, and job performance) consequences and

gives specific attention to the mediating effects generational membership has on them.

In their analysis of existing studies on generations, they concluded that

generational cohorts affect the resulting attitudinal and behavioral consequences of

talent management because generations differ in value orientations, preferences, and

hence, psychological contract. This study bridges generational membership, work-

related outcomes (including organizational commitment), and their relational aspect

24

(specifically, the psychological contract). This introduces the influence organizational

relationships have on organizational behavior.

Co-employee Influence

It is now no question that organizational relationships affect organizational

commitment, especially considering the highly societal nature of affective and normative

commitment. Even before, interpersonal relationships with co-employees and

administrators were found to be correlated with organizational commitment (Buchanan,

1974). This idea has especially interested managers as it offers informal ways to

increase employee commitment.

Morrow (2011), for example, reviewed 58 longitudinal studies on the active

management of affective organizational commitment and came up with six categories

which were found to be antecedents: socialization practices, organizational changes,

human resource practices, interpersonal relations, employee-organizational relations,

and other minor factors. Under interpersonal relations, co-worker behavior, supervisory

mentoring, and ideal leadership approaches were found to be predictors of affective

organizational commitment. In explanation, Morrow (2011) cited Fry, Vitucci, & Cedillo’s

(2005, in Morrow, 2011) spiritual leadership theory saying that leaders who embody

vision, hope/faith, and altruistic love are theorized to send messages of appreciation to

employees, hence increasing affective organizational commitment.

On a similar note, Dunn, Dastoor, & Sims (2012) sought to determine the

correlation between leader behavior and organizational commitment. Specifically, they

focused on Kouzes & Posner’s (2007, in Dunn, et al., 2012) leadership model which

highlights five fundamental practices of exemplary leaders based on their analysis of

25

1,000 leadership cases. They noted that transformational leaders (a) inspire vision; (b)

challenge the norm; (c) empower subordinates; (d) lead by example; and (e) encourage

and appreciate. Using the Leadership Practices Inventory: Observer by Kouzes &

Posner (1997, in Dunn, et al., 2012), they measured leader behavior and computed for

its correlation with organizational commitment based on Meyer & Allen’s (1997, in Dunn,

et al., 2010) definition. Results show that transformational leadership exhibits low to

moderately low correlations with affective and normative commitment. Although

statistically weak, these findings remain significant such that it reflects the positive

effects good leader-subordinate relationships have on commitment. Results imply that

positive communication processes by leaders may directly or indirectly influence

employee commitment—specifically, normative and affective commitment.

In support of this, Myers and Sadaghiani (2010) studied the effects of

relationships and communication processes on employee performance specific to

Millennials. They reviewed both scholarly and popular literature and noted the ways

Millennials can affect co-workers of other generations and vice versa in the following

aspects of work life: socialization, employment expectations, technology use, job market

reactions, and aspirations. Overall, they highlighted generational differences in work

and life values and their potential to affect employee job performance either negatively

or positively, depending on how generational cohorts respond. They noted that there is

potential for Millennials to influence Baby Boomers’ and Generation Xers’ behaviors and

values and vice versa. Specifically, in terms of commitment, Myers and Sadaghiani

(2010) noted that:

26

Millennials may not place as much value on “work” as their supervisors have, but

they may find themselves accommodating the demands of the workplace and

behaving more like Boomers once they become committed to particular projects

and goals. (p. 228)

On this note, they similarly acknowledged that Millennials can influence the

behavior of older generations specifically in terms of work-life balance, transformational

leadership, open communication, and technology use. They concluded with the

following suggestion:

The key for coworkers from older generations—especially those in positions of

formal and informal power in organizations—will be interacting with Millennials

with a desire to understand, rather than with the aim of criticizing how Millennials

are different. Trust and supportiveness between Millennials and coworkers will

encourage them to become more involved, committed, and better performing in

their organizations (Albrecht et al. 1995; Peterson and Albrecht 1996). (p. 235)

In taking this suggestion into account by bridging generational differences in

organizational commitment through co-employee influence, it is important to consider

technological advancements on social networks in order to be up-to-date especially now

that technology is undeniably embedded into modern life.

Work and Social Media

In his dissertation, Frey (2015) noted the need for organizational commitment

and motivation to be conceptually adjusted to a modern context in order to be

completely understood. He argued that certain effects may not be taken into account if

previously absent factors such as social networking media (SNM) are not considered.

27

Seeking to bridge the gap between established organizational commitment and

behavior theories and modern context, Frey first did an extensive literature review on

organizational commitment, social networking media, generational differences, and

Millennials in particular. He noted that past studies of generational differences in

organizational commitment need be studied in the proper context insofar that even 2006

studies on Millennials may be considered outdated. Admitting the still debated-upon

status of studies on generational differences, the researcher maintained that there is a

need to further understand the influence of social media on it. With the goal of updating

traditional beliefs, Frey reviewed four classic theories: Herzberg’s Motivation and

Hygiene Theory, Maslow’s Theory of Hierarchical Needs, Adams’ Theory of Inequity,

and Alderfer’s ERG (existence, relatedness, and growth) Theory.

Following this, ten semi-structured Socratic interviews were conducted to provide

an in-depth perspective on the subject matter at hand which cannot be afforded by

quantitative studies. The interviews revolved around two main questions: (a) “How do

Millennial employees perceive the influence of SNM use on their motivation in the

workplace?” (Frey, 2015); and (b) “How do Millennial employees perceive the influence

of SNM use on their commitment to continued employment with their current employer?”

(Frey, 2015).

Respondents reported constant use of social media but initially denied its effect

on their work. After much probing, however, their responses reflected the influence of

social media on their retention tendencies and their awareness of how it does so. The

researcher concluded that due to the embeddedness of social media into the lives of

28

Millennials, they are heedless to its effects on their worldviews, including their views on

work.

These findings are especially in need of attention because as of 2013, 90% of

18-29 year-olds and 78% of 30-49 year-olds—age groups of which Millennials belong

to—use social networking sites (Pew Research Center, 2013). Furthermore, Facebook

and Twitter, two of the top ten most popular social networking sites in 2015, have

steadily been gaining active users for the past few years (Statista, 2015). According to

Statista, Twitter as of the second quarter of 2015 has 304 million active users—250

million more than their 54 million mark on the final quarter of 2010. Similarly, Facebook

now has 1.49 billion active users—882 million more than their 608 million mark in 2010.

Acknowledging the need to consider social media in organizational commitment

studies, Naim (2014) submits that technological advancements and globalization are

influencing certain behaviors and work values in Millennials and there is a need to

consider this fact in dealing with employee retention. In his study, he proposed a

theoretical framework on the use of social media in human resources as a tool to retain

Millennial employees.

29

Chapter 3: Study Framework

Theoretical Framework

In support of the role of social media on organizational behavior, Frey’s Pie

Theory is considered. This serves as the foundation for the exploratory portion of the

study. The design is further discussed in Chapter 4.

Frey’s Pie Theory. Taking these ideas of persuasion to the modern context of social

media, Frey’s Pie Theory is considered. In his study, Frey (2015) reviewed Herzberg’s

Motivation and Hygiene Theory, Maslow’s Theory of Hierarchical Needs, Adams’

Theory of Inequity, and Alderfer’s ERG (existence, relatedness, and growth) Theory and

assessed each of their applicability to today’s workplace. Frey (2015) sought to

incorporate the aspect of social media into established and influential theories on

organizational commitment and motivation. In order to give a comprehensive

perspective on the theory, brief descriptions of the classical organizational commitment

and motivation theories will be given preceding Frey’s thoughts on each of their

relevance.

Herzberg’s Motivation and Hygiene Theory, according to Frey (2015), posits that

an employee seeks to balance their levels of satisfaction and dissatisfaction in the

workplace. Citing Herzberg, he explains the idea that the factors that affect one’s

satisfaction are different from the factors that affect one’s dissatisfaction. Thus, the

opposite of satisfaction is no satisfaction and not dissatisfaction and the opposite of

dissatisfaction is no dissatisfaction and not satisfaction. According to Herzberg (1987,

in Frey, 2015), advancement, the work itself, responsibility, achievement, growth, and

30

recognition are motivators while security, status, work conditions, relationships, pay,

quality of leadership, and policies are demotivators [sic]. However, this theory is no

longer up to date according to several researchers (Gordinier, 2008; Hall, 2008; &

Tapscott, 2009, in Frey, 2015) especially when considering the study of Millennials and

social media (Lin & Lu, 2011, in Frey, 2015). Frey notes that employee values have now

changed and that the provisions from Herzberg’s theory may no longer be applicable to

numerous employees.

Maslow, on the other hand, theorized a hierarchy of needs which assumes a

framework of prepotency. His theory is now commonly represented by a pyramid

wherein the initial, more basic needs are at the bottom tier. The sequence of the needs

from bottom to top according to Maslow is as follows: physiological needs, safety and

security, belonging, esteem, and self-actualization. According to Frey (2015), the basic

assumptions of this theory remain valid. It is outdated, however, for missing the role of

social media such that its ability to fulfill various levels of needs is not considered.

Seeking to resolve hierarchical issues from Maslow’s theory, Alderfer

conceptualized the existence, relatedness, and growth (ERG) theory. In order for

Maslow’s hierarchy to be demographically flexible, Alderfer divided Maslow’s five needs

into three categories: existence needs, relatedness needs, and growth needs. Under

existence needs are the physiological and security needs; under relatedness needs are

social needs and external (social) esteem; and under growth needs are internal (self)

esteem and self-actualization (Frey, 2015). His theory allows for these three categories

to shift depending on the subject under study. Its flexibility emphasizes the need for

managers to take all three categories into account else regression may follow. Despite

31

this improvement, however, Frey (2015) noted that this theory similarly fails to consider

the role of social media in the thought processes of individuals, especially Millennials.

Lastly, Adams’ Theory of Inequity highlights employees’ tendencies to compare

input-outcome ratios at work with those of other employees. Frey (2015) noted this

theory’s timeliness in the age of social media where individuals have the capacity to

frequently view each other’s exposed lives. According to him, comparisons may easily

thrive in social media.

From these ideas, Frey (2015) sought to determine Millennials’ perception of the

influence of social media on their organizational commitment and motivation. Upon

analyzing the interview results, Frey (2015) concluded that Millennials are unaware of

the effects of social media on their worldviews because of its embeddedness in their

lives (see Chapter 2). From this he developed the Pie Theory.

With the goal of integrating social media with classical commitment and

motivation theories, Frey (2015) reconstructed Maslow and Alderfer’s theories and

conceptualized it as a wheel whose sections are each given equal importance (Figure

2). He noted that this wheel represents the factors originally suggested by Maslow and

Alderfer thus making them in real life (IRL) influencers to organizational commitment

and motivation (Figure 3).

32

OCM: Organizational Commitment and Motivation

Figure 2. Frey’s (2015) reconstruction of Maslow’s Theory of Hierarchical Needs and

Alderfer’s ERG Theory.

Figure 3. A representation of In Real Life (IRL) organizational commitment and

motivation factors according to Frey (2015).

33

In Figure 3, however, the labels are removed to allow for the flexibility offered by

Alderfer’s ERG Theory. From this, Frey (2015) introduced the model for Frey’s Pie

Theory (Figure 4). According to him, IRL factors are not replaced by social networking

media (SNM) factors but are instead compressed by them. This means that because of

the competition for attention, IRL factors remain influential in the lives of employees but

SNM factors may overtake them. This is especially applicable to individuals who are

more exposed to SNM factors than IRL factors.

Figure 4. Frey’s Pie Theory (Frey, 2015)

Conceptual Framework

Deriving from the influence of social media to organizational commitment and

motivation as proposed by Frey’s Pie Theory, this study considers the role of Facebook

on employees’ differences in organizational commitment. Upon determining whether or

In Real Life

Social Networking

Media

34

not generational differences exist in organizational commitment, the role of Facebook

will be investigated. This may be assessed through the consideration of the following:

1. Employees’ purpose for Facebook use;

2. People employees interact with on Facebook;

3. Content of employees’ communication on Facebook;

4. Organizational commitment factors tapped through work-related Facebook

use; and

5. Employees’ thoughts regarding work when using Facebook.

From this, four possible results may be derived: (a) There are generational

differences in organizational commitment and Facebook plays a role; (b) There are

generational differences in organizational commitment and Facebook does not play a

role; (c) There are no generational differences in organizational commitment and

Facebook plays a role; or (d) There are no generational differences in organizational

commitment and Facebook does not play a role. Wether or not proven to play a role in

organizational commitment, employees’ work-related Facebook use will be asessed.

Operational Definitions

In this study, both generational membership and work-related Facebook use are

hypothesized to influence one’s organizational commitment outside of common IRL

factors. In order to determine and explain the existence of generational differences in

organizational commitment in relation to social media, a cross-generational analysis of

employees’ organizational commitment levels will be conducted. In-depth analyses of

the results focusing on Facebook will be done afterwards. Quantitative data will be used

to measure and compare organizational commitment levels while qualitative data will be

35

used to give clarity to the purported effect of Facebook use. In the context of this study,

the variables will be defined as such:

1. Organizational commitment: This refers to one’s thoughts of a desire, need,

and/or obligation to remain in an organization as quantified by Jaros’ 2007

revised version of Meyer and Allen’s 1990 Organizational Commitment Scale, as

discussed in Chapter 2.

2. Generational membership: This refers to one’s membership to a group of

individuals born at a specific span of years who are purported to have similar

values, beliefs, and attitudes. Three generations will be considered in this study

as they are the remaining working generations: the Baby Boomers (individuals

born from 1946 to 1964), the Generation Xers (individuals born from 1965-1980),

and the Millennials (individuals born from 1981-1998).

3. Co-employee influence: This refers to an employee’s perception of another’s

influence to his/her values, beliefs, attitudes, or behavior. This does not include

unobservable influence as the study is only reliant upon personal reports.

4. Social media or social networking media: This refers to any website

accessible through the Internet intended to foster social connections online. For

the purpose of this study, company-provided internal social networking media will

not be considered. Examples of social networking media, in this case, are

Facebook, Twitter, LinkedIn, YouTube, Instagram, and Snapchat. Other social

networking media not aforementioned may also be considered as long as they

comport with the said definition.

5. Facebook: The top social networking media worldwide (Statista, 2015).

36

Chapter 4: Method and Procedures

This chapter discusses the research methods and designs to be used in this two-

part study. The sampling, data collection, and analysis procedures for both the

quantitative and qualitative components are also specified and explained.

Quantitative Component

As discussed in Chapter 2, studies on generational differences in organizational

commitment remain ambivalent. For this reason, a descriptive survey method was used

for the preliminary part of this study to determine the actuality of generational

differences in organizational commitment.

1. Research instrument. As stated in the previous chapters, Meyer & Allen’s

different versions of the three-component Organizational Commitment Questionnaire

has been used by numerous scholars (Malone, 2014; Duangthong, 2012; Brown, 2003;

Dunn, et al., 2012) as it is acknowledged to be the most influential measurement in

organizational commitment studies (Jaros, 2007; Malone, 2014, p. 26). However, as

explained in Chapter 2, Jaros (2007) provided several points for the improvement of the

said scale, establishing the credibility of his revised version. For this reason, Jaros’

(2007) Revised Organizational Commitment Questionnaire (Appendix B) was used for

this study. Overall, it consists of 20 questions quantifiable by a five-point Likert scale

from 1=strongly disagree to 5=strongly agree. Inverse questions were graded in

reverse. The said questionnaire is divided into three categories: the Affective

Commitment Scale consisting of eight questions, the Continuance Commitment Scale

consisting of six questions, and the Normative Commitment Scale consisting of six

37

questions. Seven additional questions was also asked in the initial part of the survey

questionnaire to acquire the respondents’ contact details (optional), demographics, and

employment information.

2. Sampling procedure. With the cross-generational nature of the study, a

stratified convenience sampling method was used. It was administered to four

organizations of different nature to ensure that results are independent of organizational

membership. For example, in Silverthorne’s (2004) study of Taiwanese organizations,

he discovered that different organizational cultures result in different levels of

organizational commitment. It was found that employees of organizations with a

supportive culture were found to have the highest levels of commitment while

employees of organizations with a bureaucratic culture were found to have the opposite.

Gathering respondents from a single organization might result in organizational

commitment scores which are affected more heavily by the respondents’ organizational

culture rather than generational membership.

In order to be qualified for the study, respondents must: (a) be currently

employed; (b) have one or more social media account/s; and (c) access at least one

social media account a week. Upon their accomplishment of the survey questionnaire,

their responses were recorded and summarized.

3. Analysis. Thereafter, the resulting organizational commitment scores were

sorted per generation. Mean and standard deviation scores were derived for the

computation of the Analysis of Variance (ANOVA). This determined whether or not

generation/s has/have significantly different levels of organizational commitment. These

results were further investigated in the qualitative component of the study.

38

Qualitative Component

Independent of the quantitative results, the research proceeded with the

exploratory portion of the study. As established in the conceptual framework, the novel

concept of the role of social media in organizational commitment is hardly investigated

in organizational research. In light of this gap, this study sought to delve into the

existence and nature of the role of Facebook in organizational commitment by

conducting semi-structured interviews.

1. Research instrument. Tthe qualitative portion of this study was investigated

through the facilitation of interviews. This data gathering technique was chosen as it

provides more opportunities for the discussion of the different perspectives on the topic

at hand than would open-ended survey questionnaires. Its face-to-face nature also

accounts for more spontaneous and hence, genuine answers inclusive of non-verbal

messages. This also allows for the researcher to extend the discussion to all possible

directions based on the results of the quantitative portion.

The discussion guide (Appendix C) takes on both direct and indirect questions

regarding social media, organizational commitment, and co-employee influence. Upon

introduction, the interview commenced with indirect questions regarding the employees’

social media use. Suggestions were provided in order to stimulate conversation.

The discussion was designed to slowly transition from social media to its effects

on one’s thoughts and/or feelings about work. This then led to the direct inquiry of their

perception of Facebook’s influence on their organizational commitment specifically. As

reference, their perception and understanding of organizational commitment were also

39

discussed. Upon understanding the respondents’ perception of organizational

commitment, questions probing on the possibility of Facebook use tapping into other

organizational commitment and motivation factors were listed. This explores the

propositions of Frey (2015) in his theory. Lastly, their perception on the possibility of

human resource departments’ use of social media for the improvement of organizational

behaviors was asked.

For accurate results, the interviews were recorded under an informed consent

and confidentiality agreement.

2. Sampling procedure. At least one respondent per generation was selected

for the face-to-face interview. Drawing respondents from the initial set allowed for

practicality and representation of the preliminary survey results.

3. Analysis. Each discussion was audio recorded for documentation. Upon

transcription, responses were sorted under four categories (Table 1): social media,

social media and work, organizational commitment, and organizational commitment and

social media.

Other specifications on analysis were dependent upon the results of the

quantitative component of the study.

Table 1.

Categories for the compartmentalization and analysis of data

CATEGORY DESCRIPTION

Social media use This category includes responses about their thoughts, beliefs, and behavior about Facebook use independent of any work-

40

related factors.

Social media and work This includes responses about their thoughts, beliefs, and behavior about Facebook use in relation to work.

Organizational commitment and social media

This includes responses about their thoughts, beliefs, and behavior about the role of Facebook on their organizational commitment.

Organizational commitment This includes responses about their thoughts, beliefs, and behavior about organizational commitment independent of Facebook.

Limitations

Both quantitative and qualitative components have limitations. Firstly, both are

limited such that respondents will only be sampled via convenience. The quantitative

component, in particular, fails to meet the standards of equal population probability

especially that it was administered to four different organizations via convenience

sampling. The qualitative component, on the other hand, is limited such that the

difficulty of reaching interview participants as a student involved in a non-profit

organization limits the possible sessions to four. This minimal number of interviews fails

to consider the perspectives of all generations from all organizations.

41

Chapter 5: Results and Discussion

This chapter accounts for the presentation of the results of both the quantitative

and qualitative components of this study. A summary of all the respondents’

Organizational Commitment Questionnaire scores will initially be presented as well as

the analysis of variance scores between generations, organizations, and sexes.

Thereafter, translated, summarized, and organized interview results will be reported and

discussed in relation to the statistical analysis.

Results

1. Quantitative Component. Upon data encoding, results were initially sorted by

generation as the assessment of generational differences is the main purpose of this

portion. The mean scores of each respondent were derived from the sorted data (Table

2). From this, the Analysis of Variance is conducted (Appendix D).

Table 2.

Summary of organizational commitment scores per variable

n=100

VARIABLE GROUP n

x̄ ORGANIZATIONAL COMMITMENT

SCORE

Generations

Millennials 54 3.74

Generation Xers 30 3.66

Baby Boomers 16 3.62

Organizations

Organization 1 34 3.48

Organization 2 24 3.73

Organization 3 21 3.75

Organization 4 18 3.98

42

Sex Female 55 3.71

Male 42 3.69

The ANOVA results show that there is no significant difference between the

organizational commitment scores of Millennials, Generation Xers, and Baby Boomers

(F=0.68, critical value=3.09). With this in mind, the possibility of organizational

differences in organizational commitment is considered. Out of 100 respondents, three

refused to disclose their organizational membership. The data is sorted with respect to

organizational membership and individual mean scores were derived (Table 2). From

this, the Analysis of Variance between organizations is computed (Appendix D).

Results show that there is a significant difference between the organizational

commitment scores of employees from the four organizations studied (F=6.52, critical

value=2.07). Thereafter, the possibility of organizational commitment differences

between sexes is considered. Out of 100 respondents, three refused to disclose their

sex. Data is sorted and mean scores were summarized per sex (Table 2). After this, a t-

Test assuming unequal variances is conducted (Appendix D).

Results show that there is no statistically significant difference between the

organizational commitment scores of males and females (P=0.82, critical value=2). In

sum, only differences in organizational membership exhibit significant differences in

organizational commitment among the three variables tested for variance. Hence, there

are no generational differences in organizational commitment.

2. Qualitative Component. Independent of the results of the quantitative

component, interviews were done with one Millennial, one Baby Boomer, and two

43

Generation Xers. Audio recordings were transcribed (Appendix E) and sorted (Appendix

F) using the categories explained in Chapter 4. Upon sorting, data were summarized

through an assessment of similarities and nuances across generations in order to find

support for the quantitative results on generational differences in organizational

commitment in the context of social media. The summarized results are sorted under

three categories: answers which cut across all generations, answers which cut across at

least two generations, and answers from a single generation.

Tri-generational Similarities. Regarding social media use, all generations

reported to access Facebook daily. According to them, they use the said social media

platform to get updates from their network and to post about their personal experiences.

They report that these activities give them a sense of happiness and enjoyment.

With regards to using the said platform in relation to work, they all report to

encourage their subordinates or co-employees. In relation to this, at least one

respondent per generation report to post about work-related events and activities from

inside or outside the organization. Moreover, they admit to have co-workers who

engage in work-related Facebook use as well. Similar to the feelings induced by general

Facebook use, work-related Facebook use gives all generations a sense of positivity

including pride, happiness, encouragement, and inspiration. In line with this, they also

acknowledge work-related social media use to have advantages such as having

improved relationships with co-employees, motivation, self-esteem, encouragement,

organizational identification, and company promotion. These, however, are all

prompted.

44

As for disadvantages, at least one respondent from each generation claim that

the negative effects of work-related Facebook use is dependent upon its users. In

considering the disadvantage of turnover ideations from exposure to other jobs, at least

one respondent from each generation acknowledge jealousy or curiosity of others’ jobs

when seen online. This, however, is prompted and is only perceived as a disadvantage

by the second Generation Xer.

Furthermore, all respondents perceive Esteem and Love and belongingness as

factors from Maslow’s Hierarchy of Needs Theory which are fulfilled through work-

related Facebook use. On the other hand, only Recognition from Herzberg’s Motivation

and Hygiene Theory are recognized by all to be fulfilled through work-related Facebook

use. From these perceptions, all respondents agree with the benefits of posting positive

things about employees on social media. They described it as uplifting and helpful in

boosting employee morale. In line with this, at least one respondent from each

generation acknowledge work-related Facebook use to have a positive effect on their

organizational commitment specifically through encouragements and reinforcement of

feelings towards their organizations.

As for their concept of organizational commitment, their initial definition of

organizational commitment involves excellent job performance. Despite this, the idea of

organizational commitment as one’s intention of staying in the organization is agreed

upon by all after prompting. Finally, each respondent reports to perceive generational

differences in employees’ organizational commitment. In line with this, at least one

respondent from each generation approves of using Facebook to influence other

generations to become more committed.

45

Bi-generational Similarities. Regarding the use of other social networking

media, two respondents report to use Instagram. Specifically, these two are members of

the younger generations. On the other hand, bi-generational similarities regarding

Facebook use include having feelings of disappointment when seeing negative posts

and having a heightened sense of responsibility for the work as an advantage.

Another positive effect reported by two respondents is having improved

relationships with their bosses. Contrary to this, however, the other two respondents

report to not being friends with their bosses on Facebook with the intention of keeping

their relationship professional. As for negative effects, the possibility of projecting a bad

company image online is acknowledged by two respondents as a disadvantage.

Moreover, they report to know of a company policy on social media use.

With regards to factors from Maslow’s Hierarchy of Needs Theory fulfilled

through work-related social media use, two respondents point out Safety of employment

and Self-actualization. In spite these, the Millennial and the second Generation Xer

claim that their organizational commitment is inherent and thus independent of their

need for the organization. They are also the ones who reported not to have intentions of

leaving their organization.

In the same way, they also admit to be inclined towards Affective Commitment.

What differs between them, however, is the second Generation Xer’s acknowledgment

of the other two components. The first Generation Xer, on the other hand, admitted to

being partially influenced by Affective Commitment but fully influenced by Continuance

46

Commitment. Lastly, the Baby Boomer admitted to be influenced by both Continuance

and Normative Commitment.

Nuances. Generally, respondents differ widely in the number of hours they

allocate for Facebook use a day and in the themes and messages they publish through

the said social media platform.

With regards to work-related social media use, the first Generation Xer perceives

doubt and discouragement as disadvantages especially when seeing negative posts

about the management from other employees. She also reported to post about work-

related activities such as trainings and meetings. On the other hand, the second

Generation Xer uses social media for work by researching on industry trends, posting

job openings, and intentionally promoting her organization. She also perceives the risk

of company confidentiality and the risk of employees using work hours for social media

as a disadvantage of work-related social media use.

When it comes to other commitment factors from Herzberg and Maslow’s

Theories tapped through work-related social media use, some of their answers which

were not mentioned above differ widely. They also have differing opinions on the effect

of work-related Facebook use on organizational commitment and its potential

application. The second Generation Xer claims that social media has no effect on her

organizational commitment. She explained further that her commitment is based on

happiness and compensation. On the other hand, the first Generation Xer is the only

one who claims that work-related social media use affects her organizational

commitment negatively through negative posts about the organization management.

47

Acknowledging the potential of Facebook for work purposes, the Millennial noted

that it may be used for job hiring—a practice which is already being done by the second

Generation Xer as mentioned earlier. On the other hand, the Baby Boomer remarked

that although work-related Facebook use has its advantages, using it in a government

organization may give rise to political issues specifically regarding the acknowledgment

of promoted employees.

Lastly, the respondents’ concepts of organizational communication vary to some

degree. For the Millennial, her good professional and non-professional relationships

with her co-employees give her a commitment rating of eight. The first Generation Xer,

on the other hand, claims to have a commitment rating of seven because of the

organization’s lack of a retirement plan. This is despite having good workplace

relationships. In opposition, the second Generation Xer claims to not have turnover

ideations at all with a commitment rating of 10. She explained that being uncommitted is

not an option for her. Finally, the Baby Boomer reported that she is not considering

leaving the organization because of the limited opportunities for individuals her age.

Upon prompting, however, she admitted to have turnover ideations especially if offered

better opportunities. With this, she gave herself a commitment rating of nine.

From this comparative analysis, relevant data were filtered and summarized into

key observations (Table 3).

48

Table 3.

Key observations

CATEGORY QUESTION KEY OBSERVATIONS

I. SOCIAL

MEDIA USE

1. What social media

platforms do you use?

Facebook is used by all generations

2. How frequently do you

access Facebook?

Facebook is accessed at least once a day

by all generations

3. For what purpose are

you using Facebook?

Getting updates and sharing experiences

are the common purposes for Facebook

use

4. What are your

thoughts/feelings

when using

Facebook?

Facebook use results in feelings of

happiness and enjoyment

II. SOCIAL

MEDIA AND

WORK

1. Do you post about

work on social media?

Work-related social media use is applicable

to all generations but is varying in

frequency and activity

2. What are your

thoughts/feelings

when posting about

work on social media

or when seeing posts

about work on social

media?

Work-related social media use is seen

positively

3. What are the

advantages of posting

about work on social

media?

Numerous advantages of work-related

social media use are recognized

4. What are the

disadvantages of

posting about work on

social media

Perceptions on the disadvantages of work-

related social media use differ across all

generations.

III. SOCIAL

MEDIA AND

ORGANIZATI

ONAL

COMMITME

NT

1. Do you think work-

related social media

use affects your

organizational

commitment?

- The effect of work-related social media

use on organizational commitment is

acknowledged by at least one respondent

from each generation

- Both the positive and negative effects of

work-related social media use on

organizational commitment are

49

acknowledged

2. Which factors from

Maslow’s Hierarchy of

Needs Theory and

Herzberg’s Motivation

and Hygiene Theory

are fulfilled through

work-related social

media use?

- Esteem, love and belongingness, and

recognition are perceived to be fulfilled

through work-related social media use

across all generations

- Relationship with boss, relationship with

peers, and salary dissatisfaction factors are

perceived to be fulfilled through work-

related social media use by some

- All other satisfaction factors are perceived

to be fulfilled through work-related social

media use by some

- Safety (of employment) and self-

actualization are perceived to be fulfilled

through work-related social media use by

some

3. Do you think

organizations’ HR

departments can use

social media to

improve employee

behaviors such as

commitment,

motivation, job

performance, and the

like?

- Everyone agrees on the benefits of

posting positive things about employees on

social media, specifically encouragement

and increase in employee morale

- Some approve of the use of social media

to encourage other generations’

organizational commitment

- The risk of exposing employees to other

potential jobs which may result in turnover

consideration is noted by one

IV. ORGANIZATI

ONAL

COMMITME

NT

1. Which of the three

components of

organizational

commitment (affective,

normative, and

continuance) are

applicable to you?

The organizational commitment component

most applicable to each individual varies

2. How do you define

organizational

commitment?

- Organizational commitment is primarily

defined as doing one’s best for the

organization

- Organizational commitment as staying in

an organization is recognized upon

prompting

50

- Organizational commitment is confused

with job performance

3. Are you currently

considering leaving

the organization you

belong to?

Individuals have varying reasons for their

intention to stay or leave the organization

4. Do you think there are

generational

differences in

organizational

commitment?

- There is a perceived generational

difference in organizational commitment

- Reasons for their perception of

generational differences in organizational

commitment vary

Discussion

The significance of these key observations in relation to the aforementioned

quantitative results will be discussed by answering the following questions:

(a) Are there generational differences in organizational commitment?; and

(b) What role does Facebook play?

Answers will be a synthesis of quantitative and qualitative results in order to

induct a conclusion.

1. Generational Differences in Organizational Commitment and Social

Media. According to the interviews, respondents from all three generations perceive

differences between the organizational commitment levels of generations. However,

respondents’ explanations for this claim differ widely. The Generation X and Baby

Boomer respondents claimed that Millennials are less committed to organizations

because they seek excitement, exploration, and self-fulfillment. This said self-fulfillment

includes achieving one’s goals and proving one’s self, according to the Generation X

51

respondents. In opposition, however, the Millennial respondent claimed that young

people are more committed because of their energy and desire to belong. Moreover, at

least one respondent from each generation agrees that social media may be used to

encourage other generations to be more committed to their organization. The idea of

using social media to bridge the perceived generational gap in organizational

commitment is agreed upon.

In general, work-related social media use is associated with organizational

commitment. Despite variations in frequency and activity, all generations were found to

engage in work-related social media use to some extent, specifically on Facebook.

Posting, commenting, sending messages, and seeing posts, comments, and messages

about work on social media is seen positively by all respondents. Specifically, feelings

of happiness were expressed.

Furthermore, work-related social media use is perceived to have numerous

advantages. Unifying answers include improved relationship with co-employees,

motivation, self-esteem, encouragement, and company promotion. Other advantages

seen by at least two respondents include organizational identification, improved

relationship with boss, and heightened sense of responsibility for the job. Perceptions

on the disadvantages of work-related Facebook use, on the other hand, differ across

generations. Perceived disadvantages of work-related social media use include

discouragement, doubt, projection of bad company image, risk for company

confidentiality, and misuse of work hours for social media. However, two respondents

noted that disadvantages in social media use are dependent upon its users. All

52

respondents claim to avoid publishing negative content about their organizations on

social media.

In relation to both advantages and disadvantages, at least one respondent from

each generation acknowledge the effect of work-related Facebook use on their

organizational commitment. Three respondents acknowledged the positive effects of

work-related Facebook use on employees’ organizational commitment and two

respondents acknowledged the negative effects of work-related Facebook use on

employees’ organizational commitment. These negative effects include

discouragement, doubt, and heightened consideration of other jobs which may result in

turnover.

Hence, if based purely on the qualitative portion of the study, there are indeed

generational differences in organizational commitment and work-related Facebook use

is perceived to affect it. However, these direct responses do not support the qualitative

data. According to the ANOVA results, there is no statistically significant difference

between the organizational commitment scores of the three generations in focus. This

leads us to a deeper analysis of the qualitative data.

2. In Real Life Factors. When asked about their turnover intentions, two

respondents admitted to considering leaving the organization if offered better

opportunities. The Generation X respondent explained that if offered a job with better

compensation—specifically a retirement plan and higher salary—she would consider

transferring, especially being the breadwinner of the family. When asked whether her

relationship with her peers affect her intentions of staying at any rate, she denied

53

despite claiming being happy with her colleagues. She explained that it is better to know

many people from the industry especially considering that friendships remain even

outside of co-employee relationships. Aside from this, she noted that workplace location

and workload affects her consideration of other jobs as well. The importance of location

is similarly noted by the Baby Boomer who expressed her turnover intent if better

opportunities are still available for someone her age. Basing on her other responses,

“better opportunities” may mean opportunities for growth by being successful in

challenges.

Juxtaposing their rationales for turnover intent with their positive view of the

effects of work-related Facebook use on organizational commitment, we may conclude

that In Real Life (IRL) commitment factors are indeed not replaced by social networking

media factors (Figure 4) as concluded by Frey (2015). Inclusive of these IRL factors as

reported by the respondents are compensation, personal circumstances, growth,

workplace location, and workplace relationships. In addition to these, organizational

culture may also be included as an IRL factor as a statistically significant difference

between the organizational commitment scores of employees from different

organizations has been found. Therefore, despite the potential of work-related social

media use on improving organizational commitment, IRL factors remain more influential

to employees’ organizational commitment.

3. Personality. However, as only two respondents admitted to having turnover

intent, it is but necessary to consider the nature of the organizational commitment of the

other two respondents. The Millennial respondent noted that her intention to stay in the

organization is based on her good relationship with her co-employees. Similar with this

54

relational perspective, the other Generation X respondent defined organizational

commitment as “loving yourself, loving your company, loving your employee.”

These perceptions on organizational commitment have evident similarities with

their responses regarding the organizational commitment component most applicable to

them. The Millennial reported to identify most with Affective Commitment while the

second Generation Xer reported to identify with all. Since they each perceive these

specific organizational commitment components as fulfilled by their membership in their

respective organizations, they do not intend to leave. This link is similarly observable in

the reports of the other two respondents. The first Generation Xer reported to have

Continuance Commitment and partially Affective Commitment. Since she perceives

compensation as a matter of concern in her current organizational membership, her

Continuance Commitment is low. Finally, the Baby Boomer reported to have

Continuance Commitment and Normative Commitment. Although her reported reason

for her partial intention to leave is the desire for better opportunities, she mentioned the

necessity of organizational commitment despite being underpaid. This exhibits

Normative Commitment despite the challenge imposed upon her Continuance

Commitment.

This bridge between the respondents’ organizational commitment concept and

relevant organizational commitment component leads to the hypothesis that the

applicability of these organizational commitment measures is dependent upon individual

personal differences such as circumstances or personality. However, circumstances

may be ruled out between the two options because both Generation Xers belong to the

same organization and are similarly breadwinners and department heads but did not

55

have the same organizational commitment concept. This leads to the proposition that

organizational commitment is linked with personality.

56

Chapter 6: Summary, Conclusion, Implications, and Recommendations

Summary and Conclusion

To summarize, key findings will be reviewed with respect to the following

research objectives: (1) Determine the organizational commitment levels of Baby

Boomers, Gen Xers, and Millennials; (2) Conduct a cross-generational analysis on the

resulting organizational commitment levels; and (3) Understand the role that social

media play in the results.

As discussed in the previous chapter, survey results show that there is no

statistically significant difference between the organizational commitment scores of

Millennials, Generation Xers, and Baby Boomers despite their perception of it. These

are in support of Costanza, et al. (2012), Twenge (2010), and Malone’s (2014)

conclusion that there are no generational differences in organizational behaviors.

Furthermore, work-related Facebook use is found to have advantageous effects on

employees’ organizational commitment but it does not ensure one’s intention to stay.

This finding confirms Frey’s (2015) conclusion that social media factors do not replace

IRL factors when it comes to organizational commitment and motivation.

However, the varying factors mentioned by the respondents in explanation of

their turnover intent have led to the investigation of the differences of their concept of

organizational commitment based on the commitment-related interview questions.

These concepts were found to be congruent with the organizational commitment

component/s most applicable to them. Their different answers led to the hypothesis that

organizational commitment is linked with individual personalities.

57

Numerous studies support this claim (Syed, Saeed, & Farrukh, 2015; Kumar &

Bakhshi, 2010; Izzati, Suhriadi, & Hadi, 2015).

Using the Five Factor Model of Personality, personality has been found to have a

significant relationship with organizational commitment (Izzati, Suhariadi, & Hadi, 2015;

Syed, Saeed, & Farrukh, 2015; & Kumar & Bakhshi, 2010). The widely-accepted Five-

Factor Model of personality is a result of various studies which sought to unify trait

psychology research (McCrae & John, 1991). Through the contribution of various

theorists such as Norman (1963), Goldberg (1990), Tupes & Christal (1992), Digman

(1990), Eysenck (1991), Costa & McCrae (1987), and many others, a consensus has

been made and the validity of the disputably dominant model has been proved (John,

Robins, & Pervin, 2010).

The five personalities are Extraversion, Neuroticism, Agreeableness,

Conscientiousness, and Openness to experience. Extraversion is associated with

assertiveness, talkativeness, gregariousness, and sociability while Neuroticism is

generally associated with uncertainty, irritability, anxiety, insecurity, and unhappiness

(Syed, Saeed, & Farrukh, 2015; & Kumar & Bakhshi, 2010). Furthermore,

Agreeableness is associated with kindness, understanding, adaptability, and

cooperation; Conscientiousness with responsibility, punctuality, self-discipline,

organization, and perseverance; and lastly Openness to experience with curiosity,

open-mindedness, imagination, exploration, and variety (Syed, Saeed, & Farrukh, 2015;

& Kumar & Bakhshi, 2010).

58

In general, Extraversion has been found to have a positive relationship with all

three components; Neuroticism with Continuance Commitment; Agreeableness with

Normative and Affective Commitment; Conscientiousness with all three components;

and Openness to experience with Affective Commitment. Neuroticism has been found

to have a negative relationship with Affective and Normative commitment due to its

association with negative emotions and hence, negative work attitudes such as low job

satisfaction and poor job performance (Kumar & Bakhshi, 2010). Openness to

experience, on the other hand, has been found to have a negative relationship with

Normative and Continuance Commitment as it is associated with divergent thinking and

low moral obligation (Kamar & Bakhshi, 2010).

Thus, the effectiveness of tapping into social media factors and/or IRL factors to

influence an employee’s organizational commitment may depend on the factors’

compatibility with his/her personality. Based on the qualitative component of this study,

the Millennial may be linked to Conscientiousness or Openness to experience; the first

Generation Xer to Neuroticism; the second Generation Xer to Extraversion or

Conscientiousness; and the Baby Boomer to Neuroticism. These may be valuable

predictors of the organizational commitment factors which they consciously or

subconsciously prefer.

Therefore, Facebook may play a valuable role in influencing the organizational

commitment of those with relational personalities such as Extraversion and

Agreeableness. As of non-social factors which may be tapped through Facebook such

as motivation and company promotion, work-related Facebook use may influence the

organizational commitment of individuals who are high on Conscientiousness.

59

Implications and Recommendations

The findings of this study support four trends in the study of organizational

behavior: (1) There are no generational differences in organizational commitment; (2)

There is a relationship between organizational culture and organizational commitment;

(3) Social networking media factors can influence organizational commitment but cannot

replace IRL factors; and (4) There is a relationship between personality and

organizational commitment.

Based on these conclusions, it is recommended for organizations to include

employee personality assessment and database management in their human resources

plans. As noted by Kumar and Bakhshi (2015), an understanding of the role of

dispositional factors such as personality on organizational behavior prompts company

administrations and supervisors to use appropriate tools and methods in influencing

employees’ organizational commitment, job satisfaction, and job performance.

Thereafter, work-related social media use may be implemented in accordance

with the employees’ personalities. As work-related social media use is still not

acknowledged by all, it is recommended for organizations’ human resource departments

to consider this strategy in influencing their employees’ commitment. Studies report that

social media use has already been adopted by numerous organizations for human

resource purposes (Nagendra, 2014; Eren & Vardarlier, 2013). More specifically,

Nagendra (2014) reported that human resource managers use social media for

recruitment, training, engagement, and collaboration activities. Human resource

departments may create Facebook pages for their organizations in which they may

60

acknowledge excellent employees, post recruitment details, and promote their

organization. Furthermore, supervisors may engage their direct subordinates on

Facebook by encouraging them online, as is reportedly done by this study’s Generation

X respondents. Yet, as noted by Nagendra (2014), extensive work-related social media

use should be approached with caution. This is similarly noted by O’Connor, Schmidt, &

Drouin (2016) who recommended the formulation of clear social media policies to be

properly implemented by conducting social media policy trainings. Considering work-

related social media use, then, must include policy development.

However, this study is not without limitations. First, the limited number of

respondents for both the quantitative and qualitative components calls for other studies

to reassess these findings using bigger sample sizes. Furthermore, there is a need to

quantitatively study the effect of work-related social media use on the organizational

commitment of individuals exhibiting Extraversion, Agreeableness, and

Conscientiousness. Most referential studies cited in this paper in support of work-

related social media use are qualitative in nature and are thus not measurable.

Furthermore, it is important to note that Frey’s (2015) Pie Theory may further be

improved. Specifically, the label “IRL Factors” which refer to organizational commitment

and motivation factors outside of social media implies that social networking media

factors are not part of real life. This terminology is inconsistent with the factuality of

social media’s embeddedness in today’s society. It is recommended to replace the term

“IRL factors” with “non-social media factors”.

61

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APPENDIX A

Original Commitment Scale Items (Allen & Meyer, 1990, in Jaros, 2007)

Affective Commitment Scale Items

1. I would be very happy to spend the rest of my career with this organization.* #

2. I enjoy discussing about my organization with people outside it.#

3. I really feel as if this organization’s problems are my own.#

4. I think that I could easily become as attached to another organization as I am

to this one.(R) #

5. I do not feel like ‘part of the family’ at my organization.(R) #

6. I do not feel ‘emotionally attached’ to this organization.(R) #

7. This organization has a great deal of personal meaning for me.#

8. I do not feel a ‘strong’ sense of belonging to my organization.(R) #

Continuance Commitment Scale Items

1. I am not afraid of what might happen if I quit my job without having another

one lined up.(R) * #

2. It would be very hard for me to leave my organization right now, even if I wanted

to.*

3. Too much in my life would be disrupted if I decided to leave my organization

now.*

4. It wouldn’t be too costly for me to leave my organization now.(R) *

5. Right now, staying with my organization is a matter of necessity as much as

desire.*

6. I feel that I have very few options to consider leaving this organization.+ *

7. One of the few serious consequences of leaving this organization would be the

scarcity of available alternatives.*

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8. One of the major reasons I continue to work for this organization is that leaving

would require considerable personal sacrifice—another organization may not

match the overall benefits I have here.*

Normative Commitment Scale Items

1. I think that people these days move from company to company too often.*

2. I do not believe that a person must always be loyal to his or her

organization.(R) ** #

3. Jumping from organization to organization does not seem at all unethical to

me.(R) * #

4. One of the major reasons I continue to work in this organization is that

I believe loyalty is important and therefore feel a sense of moral obligation to

remain.* #

5. If I got another offer for a better job elsewhere I would not feel it was right to

leave my organization.* #

6. I was taught to believe in the value of remaining loyal to one organization.** #

7. Things were better in the days when people stayed in one organization for most

of their careers.*

8. I do not think that to be a ‘company man’ or ‘company woman’ is sensible

anymore.(R) **

Note: + Meyer and Allen (1997) substitute ‘believe’ for ‘feel’ in this item.

* Directly reflects the focal behavior for organizational commitment,

staying/leaving.

** Indirectly reflects the focal behavior.

# Reflects affective content.

(R ) Reverse-coded item.

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APPENDIX B

Revised Commitment Scale Items (Jaros, 2007, p. 23)

Affective Commitment

“I am very happy being a member of this organization”.

This item is a ‘revision’ of ACS item #1 and should replace it. The remainder of the scale would

consist of the original ACS items #2–#7 listed in Appendix B [sic Appendix A], as they already

comport with the recommended item structure.

Continuance Commitment

It is recommended that the eight original CCS items from Appendix B [sic Appendix A] be

replaced with these six newly written items, all of which reflect the ‘high sacrifice’ theme and

have affective content:

“I worry about the loss of investments I have made in this organization”.

“If I wasn’t a member of this organization, I would be sad because my life would

be disrupted”.

“I am loyal to this organization because I have invested a lot in it, emotionally,

socially, and economically”.

“I often feel anxious about what I have to lose with this organization”.

“Sometimes I worry about what might happen if something was to happen to this

organization and I was no longer a member”.

“I am dedicated to this organization because I fear what I have to lose in it”.

Normative Commitment

It is recommended that the following newly-written items, which reflect the indebted

obligation and moral imperative dimensions, replace the original NCS items given

in Appendix B [sic Appendix A].

Indebted Obligation Dimension

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“I feel that I owe this organization quite a bit because of what it has done for me”.

“My organization deserves my loyalty because of its treatment towards me”.

“I feel I would be letting my co-workers down if I wasn’t a member of this organization”.

Moral Imperative Dimension

“I am loyal to this organization because my values are largely its values”.

“This organization has a mission that I believe in and am committed to”.

“I feel it is ‘morally correct’ to dedicate myself to this organization”.

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APPENDIX C

INTERVIEW GUIDE

MATERIALS: Recorder, graphic presentation of Maslow’s Hierarchy of Needs, graphic

presentation of Herzberg’s Motivation-Hygiene Theory

I. INTRODUCTION

A. Personal introduction

B. Vow to keep confidentiality

C. Informed consent of the recording of the session

II. INDIRECT: Warm up

A. Social media use

1. List down all the social media platforms you have been using for the

past two years. (from 2014)

2. Which of these are your top 3 most frequently used platforms?

3. How frequent do you access each of the 3?

B. Purpose of social media use

1. List down all your reasons for using social media

SUGGESTIONS:

Expression Share created content Learn Get updates

Post updates Socialize (interact and respond) Entertainment

Share personal information Business Promotion

2. What are the top 5?

3. Probe on specifications for each

C. Interaction

1. List down all the themes of the messages you send/publish in social

media

SUGGESTIONS:

Rants Boasts Likes Dislikes Beliefs Arguments

Personal life (Family, friends, work, leisure) Entertainment Educational

Feelings Funny Current events Pop culture Ideas

Social awareness Business Art Promotions

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2. Which of these are the top 5 themes you post/message about?

3. Probe on specifications for each

D. Thoughts/feelings when using social media

1. List down the top 5 feelings/thoughts you get when using social media

(while reading others’ posts/messages, responding, and/or

publishing/sending own messages)

2. Probe on specifications for each

III. DIRECT

A. Work in social media

1. Do you post about work on social media? (work itself, events,

workmates)

2. What are the top 3 work related topics that you post/message about on

social media? (brags, rants, updates, etc)

3. Do your co-workers post/message about work on social media?

4. What are the top 3 work related topics that your co-workers post about

on social media?

5. What are the top 3 thoughts/feelings you have when you read/see your

co-workers’ social media posts about work?

6. Probe

B. What do you think are the effects of posting about work in social media?

1. What are its positive effects/advantages?

POSSIBLE ANSWERS:

Relationship building with co-employees Relationship building with boss

Motivation Encouragement Self-esteem Company Promotion

Promoting friendly organizational culture Acknowledgment

Heightened sense of responsibility Organizational Identification

Reinforcement Good company PR

2. What are its negative effects/disadvantages?

POSSIBLE ANSWERS:

Bad company PR Dissatisfaction Discouragement

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Decrease of personal life-career life boundary Demotivation

C. Do you think posting about work on social media affects your

organizational commitment?

1. Why?

2. If yes, how?

D. Organizational commitment

1. What is organizational commitment for you?

2. How can you say that an employee is committed to his/her organization?

3. Explain Meyer and Allen’s organizational commitment components.

Which of the three components of organizational commitment (affective,

normative, and continuance) are applicable to you?

DEFINITIONS

Based on Meyer & Allen (1991, p. 67)

AFFECTIVE COMMITMENT: Employees with this commitment remain in the

organization because they want to

CONTINUANCE COMMITMENT: Employees with this commitment remain in

the organization because they need to

NORMATIVE COMMITMENT: Employees with this commitment remain in the

organization because they ought to

4. Are you currently considering leaving this organization? Why or why not?

5. In a scale of 1-10, with 10 being the highest, rate your commitment to

your organization.

6. Explain

E. Organizational commitment factors outside of co-employee influence

1. Present Maslow’s Hierarchy of Needs. Think of these needs as your

needs at work.

2. Are any of these needs satisfied through social media? List down all.

3. Present Herzberg’s Motivation-Hygiene factors. Think of these

motivators and demotivators in the context of work

4. Are any of these motivators met on social media?

5. Are any of these demotivators met on social media?

F. Do you think organizations’ HR Departments can use social media to

improve employee behaviors such as commitment, motivation,

performance, loyalty, and the like?

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APPENDIX D

ANOVA RESULTS

Summary of the ANOVA between generations

α = 0.05

Source of Variation

SS Df MS F P-value F crit

Between Groups 0.257233102 2 0.128617 0.680538993 0.508745 3.090187

Within Groups 18.3322419 97 0.188992

Total 18.589475 99

Summary of the ANOVA between organizations

α = 0.05

Source of Variation

SS df MS F P-value F crit

Between Groups 3.204839 3 1.06828 6.519226 0.000474 2.702509

Within Groups 15.23954 93 0.163866

Total 18.44438 96

80

Summary of the t-Test between sexes

α = 0.05

FEMALE MALE

Mean 3.710909091 3.69047619

Variance 0.202286195 0.182955865

Observations 55 42

Hypothesized Mean Difference 0

Df 90

t Stat 0.22796254

P(T<=t) one-tail 0.410096237

t Critical one-tail 1.661961084

P(T<=t) two-tail 0.820192473

t Critical two-tail 1.986674541

81

APPENDIX E

INTERVIEW TRANSCRIPTIONS

RESPONDENT 1: MILLENNIAL

TYPE OF ORGANIZATION: Production

Anong social media ang ginagamit mo?

- Facebook, Instagram, YouTube, pero nanunuod-nood lang

Kailan mo pa sila ginagamit?

- Nung high school

Ano dun yung pinaka ginagamit mo talaga?

- Facebook, almost naka online lang ako pero hindi ginagalaw - Madalas kang nagpopost?

- Pag may special events tsaka pag may kailangan sa school

Yung Instagram?

- Scan scan lang sa mga fina-follow ko - Every day pero usual lang

Sa Facebook, mahilig ka din mag-share share?

- Oo

Bakit mo ginagamit yung social media?

- Pag dating sa organization, hindi mo na kailangan i-text or mag hintay ng updates kung may meetings, ipost mo nalang tas hintayin mo nalang sila. Pag text kasi, one on one yun pero sa Facebook meron nang chat at group.

- Sa organization meron kayong Facebook group?

- Oo - Aside dun, nagpopst ka ba ng personal photos, ganon?

- Oo naman - Ineexpress mo yung nararamdaman mo?

- Sharing lang ng mga thoughts, ng mga nakikita mo, yung mga nakakainspire sa’yo. - Kunwari nalulungkot?

- Hindi naman - Socialize?

- Oo, kasi minsan nagpapalit na sila ng number eh, dun ko nalang hinahanap - Sa posts?

- Paminsan lang

Top two na ginagawa mo sa social media?

- One update lang talaga tapos two, sharing ng mga inspiring thoughts

Ano usually themes ng messages sa social media? Sabi mo nga positive? Eh yung mga likes mo?

- Yung mga pages na gusto ko, kunwari si John Maxwell - Yung entertainment?

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- Yung mga foreign movies, Jennifer Lawrence, ganon - Ideas?

- Not really

Anong naffeel mo pag ginagamit yung social media?

- Pag gamit yung social media, kunwari may chat dun, sharing lang talaga, kwentuhan lang lalo na pag walang kasama sa bahay

- Pano naman pag nababasa mo yung message ng ibang tao? - If positive, nililike ko talaga, pag may natututunan ako, pero pag yung mga drama drama 'di ko na

binabasa - Eh pag yung mga national issue naman? Kunwari sa election ganyan?

- Shineshare ko yung parang help din sa mga voters, pag nag aagree ako

Nagpopost ka ba sa work sa social media aside sa groups?

- Di naman, usually pag may events, kunwari may seminar, popost yung picture - Usually, ano yung message nun?

- Inspired lang

Yung workmates mo, nagpopost kayo?

- Sa group lang, sa labas hindi masyado pero meron din

Ano yung top 3 na pinopost niyo sa social media?

- Yung sa work ko kasi, bawal ang phones, not just during work pero within the company kasi production kami. So pag nasa labas lang talaga. Pag kakain lang

Friends mo yung workmates mo sa social media?

- Oo, madami rin sila

Meron naman sa friends mo yung nagpopost ng negative, like pag stressed sa work?

- Stress lang, oo. Meron din. Ako di ako nagpopost ng ganon. Bale personal message na pag may

issues sa company. One on one na yun

Ano naman yung thoughts/feelings mo pag nakikita mo yung posts nila sa Facebook, kunwari pag nagpopost ng picture, nakita ng iba mong friends?

- Normal lang kasi bonding lang sa workmates, kung anong problema sa work, kasi di maiiwasan yung away away. So dinidiscuss parin namin yan kahit sa labas. Kunwari yung inspectors daw hindi sinusunod. Pag sa labas ka kasi, mas open-minded ka na. Mas relationship kaysa work-related.

Pero may issue ban a nangyari dahil sa social media?

- Wala naman, personal lang

Pag seminar, tapos nag post ng picture nila, positive naman feeling mo? Or proud ka ba?

- Oo naman. - Eh pag nagpopost kayo together?

- Kunwari sasama ako sakanila, kakain kami sa labas. Parang chill lang

Ano namang positive effects ng pag post sa work sa social media?

83

- Mas stronger yung relationship niyo kasi sa Facebook, magpopost sila about family nila, hindi lang as workmate pero friend narin, relationship-building

- Yung bosses ba friend niyo sa Facebook?

- Opo - So nakakatulong ba yun sa relationship niyo with the boss?

- Sila kasi, sobrang busy, kaya wala na silang time makipag-chikahan. So imemessage mo lang, “Sir thank you kasi ganito,” mag rerespond naman siya

- How about motivation?

- Oo kasi may workmates akong sinasabi, “Stressed ako pero okay lang.” Pero habang nasa work, may interaction parin. Hindi mawawala yung respect nila sayo pero parang ka-level mo rin sila.

- Kapag pag stressed ka tapos nakita mo yung posts nila, maeencourage ka?

- Kapag nag post sila na stressed sila, ako yung mag aadjust. Di ko sila iinisin kasi hindi maganda yung mood nila

- Pero yung tingin mo sa organization? Kunwari stressed sila, naaapektuhan ka ba?

- Hindi naman kasi iba yung level ng work nila, so kailangan mag adjust talaga. Siguro maturity nalang din.

- Self-esteem?

- Okay lang, di naman masyado - Company promotion? Proud ka ba na part ka ng company?

- Oo naman, kasi minsan tatanungin ako ng parents ko, “Eto ba yung company mo?”, kasi nafeature sa ganito. At “bibili ako ng product.” Natatawa ako kasi yun yung gamit nila sa bahay

- Sense of responsibility?

- Hindi naman, hindi mo naman kailangan makipag-kumpetensya eh. Gagawin mo siya kasi yun yung responsibility ko, hindi para maging best ka.

- Reinforcement?

- Oo naman, yung mga opportunities na binibigay nila, so parang andun yung eagerness mo talaga na “Oo, gagawin ko to kasi ganyan”

May negative effects ba?

- Syempre sa work, hindi maiiwasan yung mga irritation, pero kailangan mo rin mag adjust ka talaga. Kasi hindi naman laging yung mas mababa sila yung mag aadjust. Kasi ikaw yung leader nila, ikaw dapat mag aadjust. Yung part ko naman, pinag sasabihan ako ng mga mas matagal saakin. Personally naming inaayos kasi pag sa social media, mamaya iba yung approach lalo na hindi mo verbally sinasabi.

- Aside sa stress, wala talaga?

- Wala naman, depende sa tao

May policy ba aside dun sa bawal mag cellphone sa work?

- Within the area, bawal mag picture don, sa labas lang talaga.

Do you think posting about work on social media affects your commitment?

- Kung minsan, oo din. Kasi the way na iapproach mo yung post nila, it’s either negative or positive sa’yo. Siguro pag negative, itetake mo as positive compliment. Andun yung part na maboboost yung eagerness mo na “ay, dapat baguhin ko to” Pero pag negative ka talaga, walang mangyayari sa’yo.

Between affective commitment, continuance commitment, and normative commitment, alin sa tatlo ang applicable sa’yo? (After explaining the three components)

- Yung pangalawa. Practical talaga. Pero andun naman yung part na habang tumatagal ka, magugustuhan mo talaga yung work mo, hindi dahil sa financial pero yung part na nandun nay ung puso mo sa work mo

- Sa’yo sa work mo?

84

- Yung first talaga, kasi yung part na “Ay, part ako ng company”, makikita mo mafefeature yung company ko. Part ako ng pag gawa ng product.

- Sa social media, naapektuhan ba yung pangalawa, yung continuance commitment?

- Sakin hindi, sa ibang tao, pwede.

For you, what is organizational commitment?

- For me it’s not an obligation but it’s a responsibility kasi kung committed ka talaga, di mo kailangan i-oblige yung sarili mo na gawin mo kasi eto yung trabaho. Gagawin ko to kasi gusto ko.

Pano mo massabi na ang isang employee ay committed sa isang organization?

- Committed siya kapag hindi niya iniisip kung magkano yung sasahurin niya. Kasi kung tutuusin, may kakilala ako doong employee, I think more than 10 years na siya. Nandun lang siya, tahimik lang siya. Ayaw niya yung nababakante. Gusto niya continuous lang, hindi dahil nandun yung duties niya pero gusto niya tuloy-tuloy yung production naming at wag kami ma-short kasi magkakaron rin siya ng problem pag na-short kami. Kasi masisira rin yung product quality naming. Maingat talaga siya. Kung tutuusin bawat info dun sa product, tinitignan talaga niya. Para-maassure yung quality

- So pag committed ka talaga, gagawin mo yung best mo?

- Oo.

In terms of staying in the organization? Malaking aspeto ba yun ng pagiging committed.

- Oo kasi part yun eh. Bakit ka magsstay kung ayaw mo dun, diba? - Are you currently considering leaving the organization?

- Sakin, ayoko talaga. Kasi, yung mga tao dun parang iba na yung trato sakin parang barkada-barkada na pero andun parin yung limitations nila, alam talaga nila.

In a scale of 1, 10 being the highest, gaano ka committed sa organization mo?

- I think 8 kasi kung tutuusin, pag dating sa trabaho ko, hindi lang ako yung gumagawa. Kasi kapag pag alam ng mga production workers na kailangan ko ng ganito, “provide niyo naman ako”, Kahit kailangang habulin, tutulungan talaga nila akong habulin kahit madelay sila. Tutulungan ka talaga nila, kasi mas matagal na sila saakin. Tutulungan ka talaga nila. Sa tao lang talaga

- Yung trabaho mismo?

- Okay siya, applicable talaga siya sa pinag-aralan ko, so okay talaga.

Which of Maslow’s Hierarchy of Needs Theory are fulfilled by posting about work on social media? (After explanation)

- I think yung esteem tsaka yung love and belonging at self-actualization. - So pano mo nasabi?

- Love and belongingness kasi sa group, maffeel mo siya eh. Or other than the group, kung minsan may nagmemention sa’yo, parang cinoconsider ka talaga as a friend. Magpopost ng picture, ganon. Tapos dun sa esteem naman, may mga inspiring thoughts. Take it positively na “Ay ganon siya, dapat ganon din ako”, Parang iniinspire mo lang talaga yung sarili mo through the other persons. Tapos dun sa self-actualization siguro acceptance sa reality na normal na talaga yun, mga simpleng away. Pero happy naman.

Which of Herzberg’s Motivation and Hygiene Theory are fulfilled by posting about work on social media? (After explanation)

- Siguro yung responsibility dun sa satisfaction kasi kung tutuusin, hindi lahat nabibigyan ng pagkakataon eh, kasi depende din sa natapos mo. Parang sa company namin, production worker ka lang eh kasi ganito lang natapos mo pero sa company naming, yung katotohanan na matagal

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ka at nakita niyang kaya mo palang gawin yung responsibility ng higher position, he will give you a chance na paaralin ka. Hindi lang dahil may kapit siya. Ang gagawin ng boss ko, pag-aaralin niya para di mawala yung part na ganon lang yung pinag-aralan mo, may kapit ka kaya andun ka. Magiging ang tingin nila sa’yo, may utak ka kaya ka pinag-aral, kaya nandun ka sa posisyon na yun.

- Sa social media naffeel mo rin yun na “binigyan nila ako ng responsibility”?

- Oo. - Paano naman yung work itself? Pag may nakita ka bang posts about work, nafufulfill ba

yung feelings mo na “I like my work” dahil sa trabaho mismo

- Achievement sakin yung nafefeature nga. Kasi yung, ay, certified talaga na proven yung product naming, walang anomalya.

- Yung recognition? May workmates ka ba na pag may nagawa kang okay sa work magpopost ng “Uy congrats, good job,”

- Ano lang, magcocomment sila ng “Uy ingat”, “Wow naman”, “Grabe ibang level na”. Achievement din

- Nandun narin siguro yung growth dahil sa seminars?

- Oo. - Sa dissatisfaction naman? Diba sabi mo naman kanina, okay naman yung relastionship

mo with peers and with boss, salary hindi naman?

- May mga nagrereklamo rin. Kasi yung part ko naman, syempre may family na sila. Pero parang yung iba maiinis ka din kasi nakuha na nial yung sahod nila tapos magaadvance sila, buti sana kung totoo yung dinadahilan nila, syempre di din maiwasan yung mga taong ganon. Meron naman magsasabi sayo, “tulungan mo naman ako,” Syempre tutulungan mo naman kasi maaawa ka kasi yun yung excuse niya. Tapos malalaman mo nalang sa ibang tao na, hindi pala yun yung totoo so may part na maiinis ka rin, yun din yung nagkakaron ng gap din, didistansya ka nalang sakaniya, para di na magkaron ng gulo.

- Pero hindi ka naman naapektuhan na “ay, ang baba nga ng salary namin,” hindi naman?

- Hindi naman, kung masaya ka talaga sa trabaho, wala kang pakialam sa salary mo eh, magbubudget ka talaga eh

- Supervision naman?

- May time din, pero di mo rin masisisi eh kasi lahat may trabaho. Kasi lalo na ako, assistant ako ng supervisor dun. So yung part na “Gawin mo to,” Yung shock mon a may background a dun pero hindi yung totally alam mo so parang “Hala pano kaya to?”Pero siya naman supervisor, talagang busy, wala nang panahon mag turo kaya ang gagawin mo nalang, tatanungin mo nalang kung saan mo pwedeng aralin yun. So self nalang kasi maiintindihan mo naman yung part niya.

So summarize natin, sa satisfaction, halos lahat rin eh, no?

- Oo. - Sa dissatisfaction naman, depende sa tao, sa’yo hindi ka naapektuhan ng salary pero

yung iba?

- Possible talaga - Yung working conditions naman, para sa ibang tao?

- Depende, kasi kung talagang matigas yung ulo ng tao, kung minsan talagang nagviviolate sila ng rules so talagang sisitahin mo. Kung minsan, osige papayag lang, pero yung iba magrereklamo pa. So yung part na, “Hindi ka ba nainform? Alam mo naman eh, diba?” Alam mo naman tong pinasok mo

Pag nakakita ka naman ng posts ng ibang ao tungkol sa work nila, naeencourage k aba na “Uy, ang ganada ng trabaho niya.” Ganon?

- Siguro may part din pero hindi mo rin masisisi yung sarili mo. Yung “uy nakakalabas siya” kasi Monday to Saturday ako. So yung part na kung pano mo lang ihandle yung time mo, kung pano mo ischedule.

- So wala namang inggit, ganiyan?

- A little bit. Kasi yung time na nakakalabas sila.

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- So sa time lang talaga? Hindi naman sa “Uy mas maganda yung trabaho niya,”

- Hindi rin naman kasi hindi mo rin naman alam kung ano yung ramdam niya sa trabaho niya.

Do you think pwedeng gamitin ng HR Department yung social media para sa trabaho?

- I think oo, lalo na pag kulang na sa trabaho, kasi diba pag nag post ka, maglilike sila, magsesend sila ng resume. So parang mas madali sa HR namakahanap ng employees nila.

- O kaya kunwari kasi diba kayo may Facebook group na? Pano kaya yung idea na kunwari gagawa ng Facebook page yung company tapos popost dun yung pictures niyo, ganyan? Parang “We’re proud of these employees,” ganon?

- Uplifting naman siya. Okay naman siya - Ano sa tingin mo yung maiimprove noon na behavior sa employees? So kung uplifting

siya, sa commitment?

- Oo possible. - Sa motivation?

- Siguro oo - Performance?

- Oo din, kasama sa motivation kasi andun yung magiging actual result niya eh - Loyalty?

- Pwede din - May naisip ka bang maging possible na effect?

- Sakin yung positive effect niya yung “ay yung boss nila, ka-close nila” “Ay mabait talaga.” Sabi nga nila, kung aalagaan mo talaga yung employees mo, sila na bahala sa business mo

- So good image din siya for your company eh no?

- Oo. - Tingin mo naman may naiinggit sa work niyo? “Ay, ang ganda, ganon?”

- I think oo rin. Kasi kung tutuusin sa cosmetics kami eh. Yung curiosity nila na, pag ginamit nila, effective siya. Macucurious sila.

Yung mga kaklase mo sa college, nagwowork narin sila? Friends mo sa Facebook? Sila anong work nila?

- Bale yung iba, regulatory, mga store pharmacists, sa ospital - Hindi mo naman naiisip na “Ay parang okay yung ganyang trabaho ah”

- May part na gusto kong itry. Kasi pag tinitignan mo sila, ang saya nila. Pero masaya rin naman ako sa part ko pero yung part na, “Ano kayang meron dun?” Curiosity lang talaga

- So effective talaga no sa social media?

- Oo

Tingin mo ba may pakakaiba sa level ng organizational commitment ng mas nakakatandang generation versus sa mas nakababatang generation?

- Yes, and I think mas marami ang young na nagiging committed kasi kung tutuusin andun yung part na naghahanap sila ng belongingness. Not like adult na meron na talaga but because of physical weakness, old age, dun nababawasan. Eh ang teens, sobrang active at di napipigilan lalo na this generation

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RESPONDENT 2: GENERATION X

TYPE OF ORGANIZATION: Service

Ano po yung social media na ginagamit niyo ngayon?

- It’s usually Facebook - How about Twitter, Instagram?

- No, my daughter downloaded the Instagram but I haven’t used it. Medyo ang mother hindi masyadong techy

- Gaano niyo na po katagal ginagamit?

- Mga 3 years - How frequently do you access?

- Daily, mga 4 hours a day - Ano po yung purpose niyo for using Facebook?

- Checking updates from my friends, for learning kasi sometimes may pumapasok na information about health, no. To, at least have a constant communication with my far far friend. I used to work in another country. And those who I used to work with in my work before.

- How about sharing photos? - Yeah, but not really everyday you’re gonna download your face no. Pag may special occasions

na at least I want to share to my friends and relatives. - How about expression of thoughts and feelings?

- Very seldom. Kunwari may nabasa ako sa Bible na verses that I really wanted to share to my Christian friends. That’s the time when I will put it to my status and share it. But not every day.

- Sharing personal information?

- A little but not showing all what is happening to you. Especially may danger if you’re going to share everything. Especially yung may identity theft. At least may kaunting limitations

- How about entertainment?

- Usually interesting topics about this artists or politicians

From all that you’ve mentioned, ano po yung top 3 reasons niyo for using Facebook?

- Getting some updates, sharing personal experiences and information to my friends and then at least for my friends to know that I’m still alive

Ano po yung usual themes ng messages niyo sa Facebook?

- Usually beliefs, especially in God, in Jesus Christ. Because I am born again, I want to share my experiences in being a follower of Christ

- How about your take on issues? Like national issues?

- A little, especially that we now have the incoming elections. I very much update about who we are going to vote for and then giving my opinions to this politician who is running especially for the highest position as president. Of course, it helps eh when you say something about this president, at least a little information you shared to those who can read my shared information

- Usually po ba mga positive messages naman? Wala namang rants, etc?

- May negative naman. Of course hindi laging positive. When I am not happy about how the Aquino administration handles the country, of course I’m also sharing my negative thoughts with them. But not actually very brutal naman when it comes to foul words that you’re gonna use. Because I base my thoughts with the things that I’ve heard and read in the newspaper and Facebook.

- How about negative feelings, like if you’re sad?

- No. I don’t like posting yung “I’m lonely today because…” Saakin kasi, it’s too personal for you to say that, anong pakialam nila diba? At least sabi nga, happy lang. So any happy moments, you’re gonna share to others.

Ano po sa nadiscuss natin yung top 3?

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- It’s about my faith, I share it to everybody. Second, it’s all about my accomplishment here. Yung mga ginagawa naming in the department being department head, as friends. And then third is all about my family, my kids

Ano po yung usual thoughts and feelings niyo when using social media?

- Always happy naman

Do you post about work on social media?

- For example, the latest lang last Saturday when we had our departmental meeting, and the room attendants showcased their talents in doing the towel art. And then at the same time, during the departmental meeting, we also had training. So what I did, I took pictures while we had the meeting and while the room attendants showcased their talents in the towel art, I also took pictures of it and then posted it in social media, which other co-workers, colleagues in the other hotels that I’ve worked in before appreciate it. And then one room attendant pa nga where I worked 2007-2009, even told me “Ma’am I really wanted to learn on how your room attendants are doing that.” Diba, it’s really happy to know that even if you’re away from them from so many years still appreciate yung nagagawa ko in the work

Aside po from events like that, like trainings, how about personal experiences sa work? Like sarili niyong ginagawa sa work, do you share it?

- Yes. But not very often ano. I remember posting on my status my encouragement with regards to the work of the room attendants. Since they are under my department, yung pinost ko is all about even if their work is just taga-linis lang, I still give them good, positive views about their position. About their importance in the industry. So nung pinost ko yun, what made me happy is that a lot of my colleagues before in the industry—because this is my tenth hotel—give me some positive comments about that. Even the room attendants they said “This is the best boss that I’ve ever had.” Diba, palakpak tainga saakin yun. May sinabi pa na ako yung pinaka ma-ano mag-salita. Yung hindi nagagalit. Basta nakakataba ng puso, if you receive those positive comments about the thoughts on the works of the room attendants that I’ve shared in through my Facebook account

- How about photos, moments with workmates?

- Yes - Even outside the department?

- Yes, yung mga friends ko dito. Yun nga lang, hindi siya palagi. Pag may special occasions lang, nagpipicture-picture. Kaninang umaga, meron kami while we had the morning briefing with the rooms division meeting. So nagpipicture muna kami then mamaya yan posted na yan.

Yung workmates niyo po ba nagpopost din frequently about work, like you do?

- Yes, I guess. Kung siguro friends ko sila. But usually yes, but not also seldom.

Wala naman pong policy dito on posting about work on social media?

- Wala naman. Ang siguro, hindi kasi katulad sa ibang hotel ano, you cannot mention. Maybe a good things that you can say with your work but not the negative one of course cos when you say some negative comments about your work, hindi yun nagiging magandang representation, image ng kung san ka nagtatrabaho. If you say something positive lang,

Yung co-workers niyo naman po, ano yung mostly messages and posts nila about work?

- Mga happy moments while working here. For example, the FO manager is happy that he’s been in the company for many years. Yung mga ganon.

- Ano naman po yung thoughts and feelings niyo when you see your co-workers’ posts about work on Facebook?

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- Of course natutuwa. My feelings is that I am happy for them. That they’ve already reached the 11 years working here. And then also encouraged when they post something about their work in their department.

Yun po, napag-usapan narin natin pero just to specify, ano po yung tingin niyo yung advantages, yung positive effects about posting about work on social media?

- Of course, advantages is, other people know that you’re happy with the work that you have right now. Advantages is that you’ve shared some information with your past colleagues in the industry. At least update on what is happening in their work.

- Do you think po na naghehelp yun mag build ng relationship niyo with your employees, or with your supervisors?

- Yes, oo. At least nakaka tulong yun. Malaking impact yun. - So kahit po yung mga under you, friends niyo po sila sa Facebook?

- Oo, - Pati po yung mga bosses?

- Actually, sa bosses, hindi masyado. Kasi in my own opinion, yung mga GM, RM, I don’t want to invite them to become my friends in Facebook, though my relationship with them is okay. Kasi parang naiisip ko, saakin ah, in my own opinion, it’s not really right because they’re your superior. And limit lang siguro yung I need to know from them is all about the work I have with them but not too personal, yung kailangan ko malaman pa yung what is happening to them to keep it professional.

- Sabi niyo nga po encouragement sa employees under you,

- Oo - Na-mention niyo narin po yung self-esteem, company promotion

- Oo - How about heightened sense of responsibility? Like when you post nagkakaroon po ba

kayo ng mas mataas na sense of responsibility niyo na “I have to do well,”

- Yes, oo. Kasi for example I post in Facebook yung mga achievements ko as department head or achievements ng staff ko nalalaman ko sa Facebook, nakakataba ng puso. Kasi nalalaman mo na nabubuild na yung kanilang self-esteem, responsibility especially here in the hotel industry.

- So you think po nagpopromote siya ng friendly organizational culture? Kahit po at least sa department niyo?

- Yes, oo - Close po talaga kayo? Like family?

- Yes, I treat my staff just like my kids. Being there for example yung mga supervisor ko kasing edad ko lang. I’m still your mother. And you are all my children and the room attendants are my apo.

So kung meron pong advantages, tingin niyo po ba meron namang disadvantages yung pag post about work on social media?

- I don’t think there are disadvantages. Siguro nalang if you post something negative about the work environment that you are in. But aside doon, I don’t see how pwedeng magkaroon ng negative impact yung posting about the situation you are working on

- Pero may nakikita po ba kayo or kayo po, do you personally post about being stressed at work, or anything negative?

- Ay no. Sabi ko nga sayo, when it’s negative thing that’s happening to me, I don’t tell it on Facebook. What I do know is that some of my friends are doing that.

- They work here?

- They don’t work here. Pero meron ding mga iba na dito nagtatrabaho na they say something, they send negative sentiments about work. Sabihin nila, “I’m really stressed out right now,” Yung mga ganiyan. Yung mga nakakainis. But me personally I don’t post any negative things in my Facebook page

- How do you feel naman po when you read their negative posts? Are you affected by it?

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- No, not actually. Unless it’s under my department. Kunwari sabihin niya “Nakakainis, nandiyan nanaman yung supervisor kong ganiyan,” Usually pag ganon, pag nakikita ko yun sa Facebook, I usually call the staff about any problem, they have. “Do you want me to discuss it with you?” At least naiinform ako though they don’t tell it straightly to me, but when they post it, naalarm ako.

- So at least naaaddress po yung problem?

- Yes - Pero di naman po naaapektuhan yung perspective niyo about working here? Kunwari sa

ibang department may nagpost sila ng ganoon?

- Partly yes naaapektuhan. Halimbawa they say something about management, maapektuhan ka in a way na magkakaroon ka ng question, “Bakit?” Ang mangyayari diyan you wanna answer the question, you gonna ask. Especially if you saw your colleague personally, tatanong ko, “Uy bakit ganon yung post mo?”

- So it gives a bad company image, and it causes discouragement or doubt?

- Yes. Others are doing yung saying some negative ano, ako in my own opinion it’s not right

Kayo po, do you think posting about work on social media affects your organizational commitment?

- Partial, yes. Kasi nagkakaroon ka ng question diba. And that question leads to checking kung ano ba talaga yung reason. Baka naman yun lang ang kaniyang pananaw. So ang mangyayari, mag iimbestiga ka, check mo kung totoo yung sinasabi niya.

How about yung positive posts naman po?

- Of course eventually, yung commitment ko in working in the company naiistrengthen. To think na “Uy, I’m going to stay here for long kasi magaganda yung mga sinasabi, no”

Since napag-usapan narin po natin yung organizational commitment, ano naman po yung organizational commitment for you?

- Organizational commitment for me is that when you’re working for the company you’re in, give your best to that company, be committed in the work that is given to you and then do your work properly, your responsibility as employee by the management and then be loyal to them.

- So it entails po staying dun sa work?

- Yes - Are you currently considering this organization at any level?

- Of course yes kasi in the business especially if you’re a department head, especially now that I have three kids, I’m the sole provider of the family, I have three kids who are all in college, if another company would offer me a bigger salary than what I have now, of course I’m gonna, there’s a possibility that I will consider. But sometimes it’s not also the money eh. You have to also consider the location. And then the kind of work that they have entrusted you kasi before, I’ve worked in a five star international hotel, comparing to a local family-owned hotel, here it’s not that stressful. When I used to work in an international-chain hotel. Grabe yung stress talaga ng time, you report to work ng 8 in the morning and you leave mga 9 ng gabi, and to think that I live in Dasmarinas Cavite and I’m working in Manila, that’s really exhausting. You have to consider din the location. Nag-iisip pero habang wala pa, be happy where you are working.

- May effect po ba sainyo yung relationship niyo with your workmates sa pag-consider niyo mag leave?

- Usually hindi kasi I tell you, ang dami ko nang hotel na napuntahan. Pang sampu na nga to eh. Of course at first, aalis ka, malulungkot ka because you’re going to leave them. Ang tagal niyo nang magkasama, nacreate na yung bondness niyo as co-employee, ang mga staff mo. And eto nanaman, you’re gonna build a new relationship. Change is inevitable. Maganda din kasi yung marami kang napapsukan kasi may mga comparison ka na with the people you work with, with the company that you work with, minsan maganda din na you explore, hindi yung dito ka na nag umpisa tapos dito ka narin tatanda. Kasi pagka ganon, wala kang growth. Tapos yung mga taong kakilala mo, sila-sila lang. Sa dami ng mga napasukan ko, my relationship with them as boss, as

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friend, as co-worker still exists. Meaning to say kahit saan ako mapunta, I’ve gained a lot of friends.

- So in a scale of one to ten po, with ten being the highest, paano niyo po marerate yung organizational commitment niyo?

- Siguro right now 7. Currently I’m happy naman here. With the work environment, with the salary that I’m getting, with my colleagues, with the location of my work. Masasabi kong 7 kasi right now, wala silang retirement plan. Siguro if this company have the retirement plan to offer their employees, maybe yes. But right now, alam ko wala pa. Ang sabi, winowork out pa daw. Pero kung yes, why not stay here? Kasi kumbaga tumanda man ako, alam kong may makukuha ako tumanda man ako. Security. Pero ngayon hindi pa. Yun nga yung sinasabi ko eh, kung may mag-ooffer, yes. Especially kung makikita ko yung mga benefits na entitled ako as an employee. Sabi kasi ng HR dito, wonowork out palang. Eh ilang taon na to, going to 30 years na. Ngayon palang sila. Ayaw ko namang tumanda ako dito na ang makukuha ko lang yung sweldo pero wala yung retirement plan.

Between affective commitment, continuance commitment, and normative commitment, alin po sa tatlo ang applicable sainyo? (After explaining the three components)

- Two, continuance. I need to, kasi as I’ve mentioned to you, I am the sole provider of the family, I need to stay here while getting the benefits of having the salary on th 15

th and 30

th. Pero kung

meron ngang mag-aalok ng mas magandang offer, why not? - Yung affective po?

- Medyo, kasi as I’ve mentioned to you, compared sa ibang hotels na I’ve worked in, here I can go home. Basta tapos na ko ng trabaho ko, I can go home ng 5 o’ clock. No one’s stopping me from going home basta natapos na yung 8-5 hours. Di tulad ng dati, di ka muna makakauwi kasi maaring tawagin ka pa ng GM, baka maraming meetings. Dito di siya ganoon ka-hectic.

Which of Maslow’s Hierarchy of Needs Theory are fulfilled by posting about work on social media? (After explanation)

- Esteem atsaka belonging. Siguro apat pero not physiological. - Paano po yung safety?

- In social media, you can even check news about at least aware ka na if you bring a bag na walang zipper, bantayan mo yung gamit mo. Pag nandodoon sa social media, naaalerto ka. Kailangan, pag ganitong oras umuwi na ako. Yun, kahit papaano nakakatulong.

- How about in terms of work, like yung security of employment?

- Depende. Kasi katulad dito, basta nagtatrabaho ka nang maayos, di ka tatanggalin. Prior to my stay here, yung last na executive housekeeper, despite of her staying here for two years, tinanggal siya ng may-ari. Syempre at first nakakatakot yun. Parang wala kang kumpiyansa, nung bago-bago ako inisip ko “Nako, baka hindi ako magustuhan,” Good thing naman I’m going to three years na here. Saakin siguro magtatrabaho ako nang maayos and I know that God will ensure that my work will be steady kasi siya naman ang great provider.

- How about yung relationship niyo po with your co-employees, does it affect your job security? Like, “Okay naman sila saakin eh”

- Yes. Knowing that your co-department heads are also nice with you tsaka yung under you. Kahit papaano napapaisip ka, “Ah okay yung relationship ko sakanila,” Kaya I think hindi naman siguro ako mawawalang ng trabaho. Kasi what I remember yung sinabi ko, yung tinanggal, hindi masyado okay yung relationship niya with other department heads.

- Yung self-actualization naman po, paano?

- It affects my working relationship with my other colleagues kasi marami kang nakikita na magagandang bagay when it comes to your work when it comes to your relationship with the other department, mas gumaganda yung samahan niyo.

Which of Herzberg’s Motivation and Hygiene Theory are fulfilled by posting about work on social media? (After explanation)

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- I think eto lahat, sa social media. Yung motivation. Achievement, recognition, responsibility, work itself, advancement, and growth. In a way meron din dito sometimes, hindi lahat yung sa dissatisfaction. Relationship with peers and work conditions, and relationship with boss, salary.

Do you think organizations’ HR department can use social media to improve employee behaviors like commitment, motivation, performance, loyalty, and similar characters? Kasi po ngayon diba medyo casual lang siya na you only post about it, not really a formal way.

- Pwede. Sabi ko nga sa’yo, mas magandang nagshshare ka sa social media about positive things about work

- So kunwari po, may page kayo na nagpopost about our employees.

- Yes, maganda yun kasi nakakaboost ng morale ng employees - Meron po ba kayong Facebook groups?

- Meron, yung saying something about positive things about the employees. Yung mismong staff dito, yung mga ginagawa ng empleyado na to, nag tagal na siya dito ng ganto kahaba,

- Kayo-kayo lang po nakakakita nun, mga employees?

- I think so, yes, oo. - You think po good idea rin na makita ng ibang tao?

- Actually naisip yan ng dati naming marketing communications head, naisip niya yun. Maganda, kasi nakaka-boost ng morale ng empleyado. I don’t know kung nakikita yun ng mga tao sa labas, kung nagppunta sila sa webpage.

Regarding commitment po pala, do you think there is a difference between the commitment of generations?

- Yes, katulad niyo, I can say, yung generation niyo today we are really loyal in the company that we work in. And then makikita mo yung commitment niya yung sa kaniyang trabaho. Unlike yung generations right now, ang gusto niya, exploring eh. Yung mapunta sa iba’t-ibang company tapos pag medyo na-achieve na niya yung gusto niyang yumaman, lilipat na sa ibang company, ganyan.

- You think po magagamit etong social media to influence the younger generations to be committed?

- Of course yes. At least imparting some positive notes about being loyal to the company is a good thing too.

How about when seeing others’ work, naiinfluence din po ba kayo? For example sa same industry, nakita niyo yung posts niya about work, maeencourage po ba kayo na, “Uy ang ganda ng work nila”

- Yes, pwede. Yung sinasabing “Uy sana, nandun din ako.” Yun lang, yung question is, nag match ba yung job mo doon? So hindi ka rin makakapasok.

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RESPONDENT 3: GENERATION X

TYPE OF ORGANIZATION: Service

Ano po yung social media na ginagamit niyo

- Facebook and Instagram - How frequently do you use these?

- I’m online the whole day eh, kasi I’m in sales diba, I monitor posts in our Facebook page. At the same time I need to know what is happening in the industry. I have friends na nagpopost so there I can see what’s new to the other properties. What are the promotions

- Aside for checking social media for work purposes, what else do you do on social media?

- I post also. Personal and work-related posts. If I feel like I’m upset, if I’m happy, I need to share experiences.

- How about getting or posting updates?

- Yes, part of it. Scroll. But not too focused on checking on what’s going on in my friends and family. I just scroll and when someone catches my attention medyo okay, like like lang but not so much on giving comments

- So this includes socialization narin po?

- Yes, networking also. - Aside from that, are you also interested in posts about entertainment like show business

and the like?

- Hindi eh, not so much about that - How about promoting this organization?

- Yeah, we’re into that. We’re utilizing social media in terms of our promotions. Kasi diba people are now very engaged in social media kaya we’re using it as a toolto promote the property.

- How about your personal Facebook, do you use it for promoting the organization?

- Yes, when I get press releases, plus if I see anything I repost it and share it - Among those we have discussesd, what are the top 3 things you do in social media?

- Feelings, emotions, activities, number one. Two, work related. I share posts about thus organization. Number three, competition checking

What are the common themes of your posts on social media?

- Mostly status lang eh. Like if I get upset last week. I was in Bohol, my flight was delayed for two hours, ganon lang siya. Yun yung type niya. And mostly my kids eh, not about me. If they have accomplishments, activities, I post it

- Do you post about your likes and dislikes?

- Not so much - How about beliefs?

- Hindi rin - How about current events or news?

- If it’s about this company

What are your thoughts and feelings when using social media?

- If I read mga disgusting messages, of course I get disappointed, frustrated. But if I see mga accomplishments, yung mga inspirational, of course I feel happy. Nakaksira din ng mood. At nakaka-buo ng mood. Depende sa post

- With regards naman po with work, kunwari po you see posts?

- Oh I’m happy when I see na maraming nagsheshare nung post ko about this organization. When I caught their interest. Of course naiinspire ako to do more.

You’ve already mentioned that you post about work on social media. Aside po from promotions, do you post about your workmates, etc?

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- No. Kapag may birthday, may picture. I tag them. Like wedding. I attended the wedding of my staff. Events lang talaga, not really during the work.

- Ano po yung top 3 na pinpost niyo about work on social media?

- Normally, it is about promotions. Halimbawa for the Holy Week, we have the Easter Egg Hunt, kasi we have a person managing the social media of our property. So pag nagpopost siya, shineshare ko yun sa wall ko. Number 2 is photos because I want people to see how beautiful our property is.

- Those photos are from yourself?

- No because we have an HR manager who is very good in photography. So most of the photos are from him. The third one, hiring. I post about hiring also eh. Right now we are in need of a sales manager so I use social media to capture the attention of the market.

- And they’re responding po personally?

- I will include in my post my contact details like my email address. And then all of a sudden makakareceive ako ng CV. Not doon

Do your co-workers post about work on social media?

- Oo. I see some posts. - Even your department po meron?

- Yes - Do they post about their workmates? Do they post photos with you guys?

- Ganon din, if we have events, nagpopost din sila

What are your thoughts or feelings when you see their posts about work?

- I’m happy. Because I see that they are also proud about our property and they want to help promoting kung ano yung promotions naming. Kasi when they do not post anything about it, parang I feel like, “Ay dedma lang,” walang effort. But if I posted something and I shared it. “Ah, wow.” So they’re helping me reach more people

You already mentioned the advantage of company promotion in posting about work on social media. Do you have any other advantages in mind? Of posting about work on social media?

- There are advantages, really. As I’ve mentioned diba, people are now into social media. I don’t know, I just knew it that posting in Facebook, pwede mong i-target eh. The audience can be targeted, the area can be targeted so pwede mong ireach yung right market that we want to tap for a particular promotion

- How about your personal Facebook, ano po yung advantages ng pag post about work?

- Not just posting, if you’re talking about posting. Yung mga tao na I have not seen for quite a while, social media helps to bring back the people closer together. Family in different countries in different places. You get to get them engaged with you on social media

- Aside po from that, do you think it helps build your relationship with your co-employees and bosses?

- Yes but not naman to the point na you depend on your relationship with your bosses on social media. It helps but not to some extent

- How about motivation, encouragement, and self-esteem?

- Yes actually. If I have an employee or a staff who showed exemplary performance, if I posted something like “Congratulations, job well done.” On her page, it boosts her confidence eh. And it motivates her more. So I think social media can help.

- Does it also include a heightened sense of responsibility di lang sainyo pero patin narin po suguro sa employees niyo?

- Oo, because you have to handle social media with so much responsibility. Sometimes kasi too much posting, nawawala yung confidentiality ng mga information. And then sometimes it’s not proper. Kasi I told you kanina if I’m upset, emotions, personal. But if it’s about the company hindi dapat. You shouldn’t do that. You have to handle it with so much care.

- Since namention niyo narin po yun, meron po ba ditong policy about social media?

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- Oo, - Ano pong specific?

- I can’t give you the right phrases ah, pero the thought is you shouldn’t post about something that will give a bad impression to the company opr towards your co-employee. Like when you’re upset to someone, or yung mga frustrations mo sa company. You shouldn’t do that.

- Going back to the advantages, advantage rin po ba yung organizational identification? When you post, do you identify yourself more with this organization?

- Yes, advantage din siya because you’re not just expressing yourself but also promoting your company diba? Kasi there are employees who are known in the industry. If people knew na nandun ka sa organization nay un. If they like your post, you also promote your property.

- Lastly, nagkakaroon po ba ng reinforcement nung existing commitment niyo to this organization?

- I think posting on social media has nothing to do with my commitment sa company. It’s two different things. Commitment kasi depends on your own perspective. If you’re happy, you’re committed. If you see that the company is giving you what you deserve, you are committed. But social media has different meaning to me. It doesn’t work that way.

- It doesn’t really affect your commitment in any way?

- Hindi, walang kinalaman yung social media sa commitment ko, different

Do you think there are disadvantages aside po dun sa namention natin kanina na it’s bad for the company’s image, ganiyan?

- Oo, yung confidentiality nawawala. And then I think people are abusing it. And then sometimes we cannot avoid. In the company kasi some people are allowed and some are restricted. Some people use the company time to use social media to post, to read, or to probe or whatever.

Between affective commitment, continuance commitment, and normative commitment, alin po sa tatlo ang applicable sainyo? (After explaining the three components)

- Pwede bang lahat? Kasi I think I want to, I need to, I have to. Lahat yun. I want to because I’m happy being here. It feels like family here. And then I have to because I am a bread winner eh. I need to earn. At the same time, I need toearn while enjoying.

- Yung last naman po, yung normative, it’s a sense of obligation to your workmates

- Oh yeah, as I said, as head of the department, I feel responsible. For example if I get resignations, ako mismo as head nashashatter ako. How much more if yung head yung magreresign? I feel like I have to—yung may mission pa ko. I want people to learn from me. I want to share what I have. I want to bring them to the next level.

In your own words, what is organizational commitment?

- I think it’s about loving your own company not because you need them, not because you have to. It’s about everything. About yourself. Yung self-fulfillment. Because you believe in your company. Kasi mahirap especially saamin in sales. You cannot sell something you are not confident about. For me kasi yung commitment sa company ay putting little things together. First is loving yourself, loving your company, loving your employee, and making sure that you give your best for the company.

- Does it entail po staying in the company?

- Oh yes, syempre. Being loyal to the company, not bad-mouthing about the company because there’s no perfect company, believe me. Wala talaga. In one way or another, meron ditong advantages na some companies, disadvantage nila yun. Kaya nga what I told you earlier, it depends on your perspective eh. How you’ll accept your company as it is.You know in spite of the competition, what do I mean by competition? Ang daming hotels na nagbubukas, ang daming opening, diba very tempting. If happy ka sa company, if you love the company, if you love the people you are working with, di ka matetempt.

In a scale of 1 to 10, with 10 being the highest, rate your commitment to this organization.

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- I am very committed. 10, I can give. In spite of the difficulties. Because if not, walang 9 or 8 saakin. If I am not committed I won’t be here anymore.

- With that score, then you’re definitely not considering leaving this organization?

- No, not for the next years. Kasi ganon lang naman yun diba, if you feel like, “Ugh, di na ako motivated,” there’s no way of staying. There’s no reason for staying.

There has been a trend rin po in studies that they say that younger generations are less committed than the older generations. Do you think it’s true?

- I think so, yes, yes it’s true. Really because, yun nga, nowadays, ang dami nang option. So syempre napaka-dynamic ng mga bata. So normally, yung mga young generations, andiyan sila, tapos tempting yung isa. Unlike the old generations na you have proven yourself already. Parang ayan na, I have tried that na. So lesser na yung curiosity

Since you believe that younger generations are less committed, kung sainyo po hindi nakaka-affect ang social media sa commitment, do you think the human resource department of organizations can use social media to encourage younger generations to be more committed to the organization?

- Not social media I guess. Kasi I thnk social media, dun mo nga nakikita lahat ng temptations eh. The more that the HR will use social media, the more they are getting exposed to it. So I think they have to think of better ways and not social media

- You mentioned po kanina, you encourage your employees, ganiyan.

- Not the human resources but the department heads. Magka-iba kasi yun diba. I, as department head, it boosts their morale eh. Now if using social media will become the media of the HR, then you are inviting them to use social media more. And that exposes them to a lot of other things—other industries, other issues, other etc etc

- So that’s one of the disadvantages narin po?

- Oo. HR can think of other mediums but not social media - How about internal social media for the company? Diba po ginagawa yun ng ibang

company?

- Yeah, pwede. That can be. But not to the external social media

Which of Maslow’s Hierarchy of Needs Theory are fulfilled by posting about work on social media? (After explanation)

- Love and belonging and esteem. - Not much po about safety—security of employment?

- Hindi, hindi - Kahit perceived good relationship with the boss?

- Not really

Which of Herzberg’s Motivation and Hygiene Theory are fulfilled by posting about work on social media? (After explanation)

- Recognition lang sa satisfaction - Sa dissatisfaction naman po?

- Salary - So you know people po who post about their salary?

- Oo, tsaka yung relationship with boss. Sobra. Not really with management but with their direct boss diba. Pag may frustrations sa boss, nako, grabe. Tsaka relationship with peers

Pero common naman po dito yung friends niyo sa Facebook yung workmates niyo?

- Hindi, sa ibang tao. Sa ibang company. For example, in my previous company, friends ko sila sa Facebook. Now hindi ko na sila co-employee pero hindi naman ibig sabihin iuunfriend ko sila. SO when I see their posts parang, “Eew.” Alam mo yun, if I’m still there, I won’t allow them to do that.

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- But from here in this organization wala?

- So far wala - How about lighter ones po like stress?

- Stress, ako mismo nastress ako sa flight lagi na delayed. But not too much on dealing with clients, hindi naman ganon. It’s more about yung uncontrollable. I travel kasi most of the time for the work. Traffic. Stressful sakin yan.

But do you think social media can be used to improve other employee behaviors like motivation, performance, and the like?

- Pwede naman but with certain limitations. Dapat lang use it appropriately na wag abusuhin.

Last question, what do you think of the idea of posting about employees, achieving employees in yor main company page?

- Actually we’re doing that. We have this program we call “Our *company name* Family”. So in our Facebook page, we are posting some of our employees kasi it’s not about their personality but it’s more about work-related. So halimbawa, yung airport rep naming, “Meet our *company name* family… He is our airport representative. He welcomes you bla bla bla.” So that the guests who go the property, they recall. So little by little we are introducing our employees to them. Yun, not so much on their personal lives and I think it’s advantage, it’s good because you get to engage your clients. Kasi diba, when you go to the resort and familiar yung faces na nakikita nila, it feels like napaka-at home sila. So yun yung ginagawa namin. It’s part of our strategy.

- Aside namn po from the advantage on the client side, do you think there is an advantage on the employee side?

- Oo kasi yung mga employee diba if you get to see yourself in the official page of you company and thousands of people binoboost yun, diba. Ikaw nga lang, sarili mong post, pag madaming likes, happy ka, how much more yung official page ng company and you see thousands of likes. Tapos pag dumating yung client dun, “Uy ikaw yun!” ganiyan. You feel delighted. You feel happy about it

- Usually po ba yung mga front-liners lang yun?

- Ay no. Dito kasi we have mute-deaf na employees so yun, even them. Nasa housekeeping sila. Not just front-liners. Like recreation, ganon.

- So even in HR, ganiyan, marketing?

- Oo, nurse. Hindi pa nga yung frontliners eh kasi yung frontliners palagi na nilang nakikita yan eh. Yung mga behind the scene.

- Sino po yung in charge dun?

- Sa marketing. Meron kaming in charge sa social media, so siya dun. Nag photoshoot pa kami dun, tapos once a month may post kami nung “My *company name* Family”

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RESPONDENT 4: BABY BOOMER

TYPE OF ORGANIZATION: Government

Ano po yung ginagamit niyong social media?

- Facebook, dun lang ako ano eh, kasi di ko maupdate yung aking e-mail ad - Mga ilang beses po sa isang linggo niyo ginagamit?

- Tuwing gabi lang ako nag fe-Facebook - Araw araw po?

- Almost everyday. Wala lang, pampa-tulog

Para saan niyo po ginagamit yung Facebook?

- Para maupdate mo yung nangyayari sa friends mo, kung nasaan sila for the past days, o anon a yung itsura nila, especially yung mga kaklase mo nung elementary, high school

- Nag eexpress po ba kayo ng feelings?

- Ay no very seldom. Kunwari nung isang araw nag lagay lang ako ng “Happy Easter, God bless us all,” pero hindi masyado

- Sharing personal information po?

- Not really, pagka nasa abroad lang. Kasi parang for prestige, “Uy nakapunta ka sa ganyan” Not all, selected photos lang

Ano po yung usual messages ng mga pinopost niyo sa social media? Mga likes and dislikes po ba?

- Ay no, hindi ako masyado sa ganon. Uh, wala lang, yung mga bati lang nag anon pag may occasion lang. Pero hindi ako yung kada-ano may post, yung saluobin mo, diba may ganon? Yung sentiments mo, hindi ako nag gaganon.

- Tungkol po sa current events?

- Hindi ako nagaano. Basta I read and read lang. Para lang makakuha ng updates especially pag hindi ako nakakanuod ng TVor nakakapagbasa ng dyaryo

Ano naman po yung thoughts and feelings niyo pag gumagamit kayo ng Facebook?

- Ano yung pleasure mo parang na-eentertain ko. Natatawa ka sa mga video. May sentimental na nakaraan niyo ng mga classmates niyo

Nagpopost po ba kayo tungkol sa work sa social media?

- Hindi, hindi ako ganong tao - Kahit po kayong mga workmates, ganon?

- Hindi - Bakit po?

- Kasi para saakin, personal thing ko na yung sa trabaho ko. Hindi ko na kailangan pang ipaalam sakanila. Very private akong tao

- So kahit po tungkol sa workmates niyo, kayong magffriends?

- Pag nagkakatuwaan lang, ganon. - Pictures po?

- Oo ganon lang. Kapag nag coment alang ako sa friends ko, dito sa mga ka-officemate ko. Pero yun lang

- So friends niyo po yung workmates niyo sa Facebook?

- Oo. - How about po encouragements sa trabaho, kunwari may nagawa silang maganda?

- Oo, meron din. Yung “Keep it up,” mga ganon lang. Hindi naman kasi ako yung maraming sinasabi.

- So yung mga comment comment lang po?

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- Bihira

Yung officemates niyo naman po, sila ba nagpopost about work sa Facebook?

- Oo, balitaan din - Ano pong mga sample na mga posts?

- Kunwari may sickness, or kunwari nasa seminar, ganon lang ang mga nilalagay sa Facebook. Tong mga batang to friends ko, mas madalas sila. Kayo mga bata kayo. Kami may edad na kami, 54 na ako.

- Ano naman po yung thoughts or feelings niyo pag nakakakita kayo ng posts ng officemates niyo about work?

- Yung encouragement din, yung mag cocongratulate ka sakanila pag yung job well done sila. - Ano naman po dating sainyo pag kayo naman po yung nakakakita ng posts nila?

- Ayun, natutuwa rin ako.

Tingin niyo po may advantages or positive effects yung pag post about work sa social media?

- Oo, meron din naman. May positive din. Yung mga encouragement nila pag may problema sa trabaho

- Tingin niyo ba nakakaapekto po to sa relationship with your workmates?

- Oo din - Yung mga boss po?

- Hindi ko friends yung mga boss - E sila po?

- Hindi rin. Kahit saakin. Diba kunwari boss nila ako, hindi nila ako iadd. Kasi ako hindi ako yung taong ma-koneksyon

- Eh motivation and self-esteem?

- Oo rin - E promotion po ng company niyo?

- Oo marami din naman sa mga friends ko ang gumagawa. Ako lang hindi ganon - Nagbbigay po ba ito ng sense of responsibility of your work?

- Medyo lang. Oo naman. - How about organizational identification?

- Pinapakilala ko naman yung organization, ganon

Kung may positive effects po, meron din naman po bang negative effects?

- Yung mas madali kang lapitan para sa pabor, ganon - Meron naman po ba kayong officemates na nagpopost ng negative about work? Kunwari

stressed po, okaya tungkol sa management?

- So far wala namang ganoong negative - How about po discouragement o nadedemotivate sa trabaho?

- Wala naman

Para po sainyo ano po yung organizational commitment?

- Ako kasi workaholic akong tao eh. Gusto ko work before pleasure. Basta hindi ako tatayo at magkwento at magkwento tungkol sa trabaho hanggat hindi ako tapos. Kailangan, binabayaran ka kahit underpaid, dapat giving your best

- Tingin niyo naman po ba kasama na dun yung pagiging loyal? Yung pagsstay sa organization?

- Oo, kasi galing ako sa private eh. 15 years din ako sa private. Dito 9 years na. Kaya syempre nalulungkot ako pag may nangyayari sa dibisyon naming. Kasi assistant ako eh, so parang dala ko rin. Tsaka commitment mo dun sa dibisyon mo, kailangan maayos.

Kayo, kino-consider niyo po ba ngayong lumipat ng trabaho?

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- Matanda na kasi ako eh. 45 nandito ako eh. Pero during those years palipat-lipat ako ng trabaho. Kung mabibigyan ako ng chance sa edad ko, gusto ko lumipat. Yun ay kung merong opportunity mas maganda. Kahit private, wag lang malayo. Pero ako naman hindi ko naman hinahanap eh. Hindi yung naghihintay na lang ako. Ano, hindi ko fate. Kasi nag-aral din ako ng pag-care giver nun eh. Hindi rin natuloy

In a scale of 1 to 10 with 10 being the highest, paano niyo po marerate yung commitment niyo to this organization?

- 9. Kasi nagtitira naman ako ng isa para sa sarili ko. Hindi naman yung puro trabaho, meron ding maiiwan. Parang sap ag-ibig, mag iwan ka na sa sarili mo, wag puro siya

Naniniwala po ba kayo na mas committed yung mga nakakatandang generation kaysa sa younger generations?

- Yung mga mas nakakatanda yung committed. Maturity na ang saming mga may edad na. Sa mga bata, magulo pa ang isip, pwede pa yan magpa-lipat lipat ng trabaho. Tyaka mas ano pa sa challenges yan. Yung mga bago sakanila, exciting yan. Saakin, gusto ko, magkaron man ako ng ganiyang challenges, gusto ko yung maging successful ako. Yung maabot ko talaga yung goal ko. Pero yung iiwan ko lang, ayaw ko na.

- So agree po kayo na mas committed po ang older generation?

- Oo

Tingin niyo po, yung pag post sa social media o yung pag-kita ng post about work sa social media, naaapektuhan po ba yung commitment niyo dito sa organization?

- Oo, naaapektuhan din naman ako ng ganon, kaunti lang. Yung mga classmates ko, may group photo sila, mga successful na sila, mga doctor na sila samantalang ako yung honor student nung high school. “Dentista na ‘to? Eh halos di makapag-salita ng English to?” Yung ganong tipo. Ano lang kaniya-kaniyang destiny

- So naiinfluence po kayo ng posts nila?

- Oo, - Eh positively naman po about your work dito? Naeencourage po ba kayo pag nagpopost

sila?

- Oo, syempre. Kailangan yun - Tingin niyo naaapektuhan yung commitment niyo nun?

- Oo.

Between affective commitment, continuance commitment, and normative commitment, alin po sa tatlo ang applicable sainyo? (After explaining the three components)

- Yung second and third nalang. I need to tapos I have to. - Bakit niyo po kailangan?

- Kasi eto lang yung job ko. Eto yung organization ko diba? I need salary para meron akong pang gastos.

- Tsaka may sense of obligation po?

- Oo

Which of Maslow’s Hierarchy of Needs Theory are fulfilled by posting about work on social media? (After explanation)

- Esteem, belonging and safety. - Yung safety po paano?

- Ayan, yung sa trabaho, yung sa family niyo - Feeling niyo po dahil po sa relationship niyo with your co-workers, safe yung employment

niyo dito?

- Oo.

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Which of Herzberg’s Motivation and Hygiene Theory are fulfilled by posting about work on social media? (After explanation)

- Achievements, responsibility, advancement - Pano niyo po nasabi?

- Nagkaron ako ng achievement dito, napromote ako. Yung work ko naman gusto ko naman at talagang inaayos ko ng husto. Yung achievement and advancement goal ko rin yan

- Eh sa pag post po sa Facebook may nafufulfill ba?

- Parang hindi talaga kami nagpopost tungkol sa work sa social media - Eh sa dissatisfaction naman po?

- Wala

Do you think organizations’ HR department can use social media to improve employee behaviors

like commitment, motivation, performance, loyalty, and the like? Kunwari po gagawa ng Facebook

page tas ialalagay po dun, “Well done!”, ganon?

- Ah parang iaappreciate? Oo okay naman. Para saakin okay lang pero saakin naman private nalang.

- Pero sa tingin niyo po, sa ibang employees makakatulong po ba yun?

- Oo, makakatulong yun. Kaya lang magkakaroon ng inggit. Alam mo naman to gobyerno. Iba kasi yung nasa private ka eh. Dito kasi may napopromote because of connections.

- So tinigin niyo po iba yung effect pag sa private gagawin?

- Oo, iba yun. - Pero pwede naman po?

- Pwede naman. Kaso tingin ko sila din ayaw nila. Kasi maraming magtatanong “Bakit ako nandito 10 years na pero siya yung napromote?” Yung mga ganong tipo. Iba ang gobyerno eh

- Eh how about po yung irerecognize yung loyalty?

- Ah ayun okay yun. Achievement yun, kasi nakatiis sila

Sa tining niyo po magagamit ba yung Facebook para ma-encourage yung mga younger generations to be more committed to their work?

- Oo, malaking tulong yun. Isang factor din yun. Nagkakaroon sila ng drive para gumawa pa lalo.

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APPENDIX F

TRANSCRIPTION MATRIX

MILLENNIAL GEN X 1 GEN X 2 BABY BOOMER

SOCIAL MEDIA USE

Platforms - Facebook, Instagram, Youtube, pero nanunuod-nood lang

- It’s usually Facebook - No, my daughter downloaded

the Instagram but I haven’t used it. Medyo ang mother hindi masyadong techy

- Facebook and Instagram - Facebook, dun lang ako ano eh, kasi di ko maupdate yung aking e-mail ad

Frequency Facebook

- Facebook, almost naka online lang ako pero hindi ginagalaw

- Pag may special events tsaka pag may kailangan sa school

Instagram

- Scan scan lang sa mga fina-followko

- Every day pero usual lang

Facebook

- Daily, mga 4 hours a day

Facebook

- I’m online the whole day eh, kasi I’m in sales diba, I monitor posts in our Facebook page. At the same time I need to know what is happening in the industry. I have friends na nagpopost so there I can see what’s new to the other properties. What are the promotions

Facebook

- Tuwing gabi lang ako nag fe-Facebook

- Almost everyday. Wala lang, pampa-tulog

Purpose - Pag dating sa organization, hindi mo na kailangan i-text or mag hintay ng updates kung may meetings, ipost mo nalang tas

- Checking updates from my friends, for learning kasi sometimes may pumapasok na information about health, no. To, at least have a constant communication with my far far friend. I used to

- I post also. Personal and work-related posts. If I feel like I’m upset, if I’m happy, I need to share experiences.

- Para maupdate mo yung nangyayari sa friends mo, kung nasaan sila for the past days, o anon a yung itsura nila, especially yung mga kaklase mo

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hintayin mo nalnag sila. Pag text kasi, one on one yun pero sa Facebook meron nang chat at group.

- Sharing lang ng mga thoughts, ng mga nakikita mo, yung mga nakakainspire sa’yo.

- One update lang talaga tapos two, sharing ng mga inspiring thoughts

Personal photos

- Oo naman

Socialization

- Oo, kasi minsan nagpapalit na sila ng number eh, dun ko nalang hinahanap

work in another country. And those who I used to work with in my work before.

Sharing photos

- Yeah, but not really everyday you’re gonna download your face no. Pag may special

occasions na at least I want to share to my friends and relatives.

Expressing thoughts and feelings

- Very seldom. Kunwari may nabasa ako sa Bible na verses that I really wanted to share to my Christian friends. That’s the time when I will put it to my status and share it. But not every day.

Personal information

- A little but not showing all what is happening to you. Especially may danger if you’re going to share everything. Especially yung may identity theft. At least may konting limitations

Top 3

- Getting some updates, sharing personal experiences and information to my friends and then at least for my friends to know that I’m still alive

Updates

- Yes, part of it. Scroll. But not too focused on checking on what’s going on in my friends and family. I just scroll and when someone catches my attention medyo okay, like like lang but not so much on giving comments

Socialization

- Yes, networking also.

Entertainment

- Hindi eh, not so much about that

Company promotion

- Yeah, we’re into that. We’re utilizing social media in terms of our promotions. Kasi diba people are now very engaged in social media kaya we’re using it as a toolto promote the property.

- Yes, when I get press releases, plus if I see anything I repost it and share it

Top 3

- Feelings, emotions, activities, number one. Two, work related. I share posts about thus organization. Number

nung elementary, high school

Feelings

- Ay no very seldom. Kunwari nung isang araw nag lagay lang ako ng “Happy Easter, God bless us all,” pero hindi masyado

Personal information

- Not really, pagka nasa abroad lang. Kasi parang for prestige, “Uy nakapunta ka sa ganyan” Not all, selected photos lang

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three, competition checking

Common themes/messages

Likes/dislikes

- Yung mga pages na gusto ko, kunwari si John Maxwell

Entertainment

- Yung mga foreign movies, Jennifer Lwarence, ganon

Ideas

- Not really

Current events

- Shineshare ko yung parang help din sa mga voters, pag nag aagree ako

Entertainment

- Usually interesting topics about this artists or politicians

Beliefs

- Usually beliefs, especially in God, in Jesus Christ. Because I am born again, I wanna share my experiences in being a follower of Christ

Current events

- A little, especially that we now have the incoming elections. I very much update about who we are going to vote for and then giving my opinions to this politician who is running especially for the highest position as president. Of course, it helps eh when you say something about this president, at least a little information you shared to those who can read my shared information

Negative

- May negative naman. Of course hindi laging positive. When I am not happy about how the Aquino administration handles the country, of course I’m also sharing my negative thoughts with them. But not actually

- Mostly status lang eh. Like if I get upset last week. I was in Bohol, my flight was delayed for two hours, ganon lang siya. Yun yung type niya. And mostly my kids eh, not about me. If they have accomplishments, activities, I post it

Likes/dislikes

- Not so much

Beliefs

- Hindi rin

Current events

- If it’s about this company

Likes/dislikes

- Ay no, hindi ako masyado sa ganon. Uh, wala lang, yung mga bati lang nag anon pag may occasion lang. Pero hindi ako yung kada-ano may post, yung saluobin mo, diba may ganon? Yung sentiments mo, hindi ako nag gaganon.

Current events

- Hindi ako nagaano. Basta I read and read lang. Para lang makakuha ng updates especially pag hindi ako nakakanuod ng TVor nakakapagbasa ng dyaryo

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very brutal naman when it comes to foul words that you’re gonna use. Because I base my thoughts with the things that I’ve heard and read in the newspaper and Facebook.

Feelings

- No. I don’t like posting yung “I’m lonely today because…” Sakin kasi, it’s too personal for you to say that, anong pakialam nila diba? At least sabi nga, happylang. So any happy moments, you’re gonna share to others.

Top 3

- It’s about my faith, I share it to everybody. Second, it’s all about my accomplishment here. Yung mga ginagawa naming in the department being department head, as friends. And then third is all about my family, my kids

Thoughts/feelings when using social media

- Pag gamit yung social media, kunwari may chat dun, sharing lang talaga, kwentuhan lang lalo na pag walang kasama sa bahay

- If positive, nililike ko talaga, pag may natututunan ako,

Pero pag yung mga drama drama di ko na binabasa

- Always happy naman

- If I read mga disgusting messages, of course I get disappointed, frustrated. But if I see mga accomplishments, yung mga inspirational, of course I feel happy. Nakaksira din ng mood. At nakaka-buo ng mood. Depende sa post

- Ano yung pleasure mo parang na-eentertain ko. Natatawa ka sa mga video. May sentimental na nakaraan niyo ng mga classmates niyo

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SOCIAL MEDIA AND WORK

INDIVIDUAL ACTIVITY

- Di naman, usually pag may events, kunwari may seminar, popost yung picture

- Inspired lang

- For example, the latest lang last Saturday when we had our departmental meeting, and the room attendants showcased their talents in doing the towel art. And then at the same time, during the departmental meeting, we also had training. So what I did, I took pictures while we had the meeting and while the room attendants showcased their talents in the towel art, I also took pictures of it and then posted it in social media, which other co-workers, colleagues in the other hotels that I’ve worked in before appreciate it. And then one room attendant pa nga where I worked 2007-2009, even told me “Ma’am I really wanted to learn on how your room attendants are doing that.” Diba, it’s really happy to know that even if you’re away from them from so many years still appreciate yung nagagawa ko in the work

- Yes. But not very often ano. I remember posting on my status my encouragement with regards to the work of the room attendants. Since they are under my department, yung pinost ko is all about even if their work is just taga-linis lang, I still give them good, positive views about their position. About their importance in the industry. So nung pinost ko yun, what made me happy is that

- I’m online the whole day eh, kasi I’m in sales diba, I monitor posts in our Facebook page. At the same time I need to know what is happening in the industry. I have friends na nagpopost so there I can see what’s new to the other properties. What are the promotions

- Yeah, we’re into that. We’re utilizing social media in terms of our promotions. Kasi diba people are now very engaged in social media kaya we’re using it as a toolto promote the property.

- Yes, when I get press releases, plus if I see anything I repost it and share it

- Normally, it is about promotions. Halimbawa for the Holy Week, we have the Easter Egg Hunt, kasi we have a person managing the social media of our property. So pag nagpopost siya, shineshare ko yun sa wall ko. Number 2 is photos because I want people to see how beautiful our property is.

- Hindi, hindi ako ganong tao

- Kasi para saakin, personal thing ko na yung sa trabaho ko. Hindi ko na kailangan pang ipaalam sakanila. Very private akong tao

Workmates

- Hindi - Pag nagkakatuwaan

lang, ganon. - Yung encouragement

din, yung mag cocongratulate ka sakanila pag yung job well done sila.

Pictures

- Oo ganon lang. Kapag nag coment alang ako sa friends ko, dito sa mga ka-officemate ko. Pero yun lang

Friends with co-workers

- Oo

Encouragement

- Oo, meron din. Yung “Keep it up,” mga ganon lang. Hindi naman kasi ako yung maraming sinasabi.

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a lot of my colleagues before in the industry—because this is my tenth hotel—give me some positive comments about that. Even the room attendants they said “This is the best boss that I’ve ever had.” Diba, palakpak tainga sakin yun. May sinabi pa na ako yung pinaka ma-ano mag-salita. Yung hindi nagagalit. Basta nakakataba ng puso, if you receive those positive comments about the thoughts on the works of the room attendants that I’ve shared in through my Facebook account

Photos with workmates

- Yes - Yes, yung mga friends ko dito.

Yun nga lang, hindi siya palagi. Pag may special occasions lang, nagpipicture-picture. Kaninang umaga, meron kami while we had the morning briefing with the rooms division meeting. So nagpipicture muna kami then mamaya yan posted na yan.

- The third one, hiring. I post about hiring also eh. Right now we are in need of a sales manager so I use social media to capture the attention of the market.

Workmates

- No. Kapag may birthday, may picture. I tag them. Like wedding. I attended the wedding of my staff. Events lang talaga, not really during the work.

- Bihira

CO-WORKERS’ ACTIVITY

- Sa group lang, sa labas hindi masyado pero meron din

- Yung sa work ko kasi, bawal ang phones, not just during work pero within the company kasi production kami. So pag nasa labas lang talaga. Pag kakain lang

- Yes, I guess. Kung siguro friends ko sila. But usually yes, but not also seldom.

- Mga happy moments while working here. For example, the FO manager is happy that he’s been in the company for many years. Yung mga ganon.

- Oo. I see some posts.

Workmates

- Ganon din, if we have events, nagpopost din sila

- Oo, balitaan din - Kunwari may sickness,

or kunwari nasa seminar, ganon lang ang mga nilalagay sa Facebook. Tong mga batang to friends ko, mas madalas sila. Kayo mga bata kayo. Kami may edad na kami, 54 na ako.

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- Mas relationship kaysa work-related.

Friends with co-workers on Facebook

- Oo, madami rin sila

THOUGHTS/FEELINGS

- Normal lang kasi bonding lang sa workmates.

Proud feeling

- Oo naman

On negative posts (others’ stress)

- Hindi naman kasi iba yung level ng work nila, so kailangan mag adjust talaga. Suguro maturity nalang din

- Of course natutuwa. My feelings is that I am happy for them. That they’ve already reached the 11 years working here. And then also encouraged when they post something about their work in their department.

- Oh I’m happy when I see na maraming nagsheshare nung post ko about this organization. When I caught their interest. Of course naiinspire ako to do more.

- I’m happy. Because I see that they are also proud about our property and they want to help promoting kung ano yung promotions naming. Kasi when they do not post anything about it, parang I feel like, “Ay dedma lang,” walang effort. But if I posted something and I shared it. “Ah, wow.” So they’re helping me reach more people

- Ayun, natutuwa rin ako.

ADVANTAGES

- Mas stronger yung relationship niyo kasi sa Facebook, magpopost sila about family nila,

- Of course, advantages is, other people know that you’re happy with the work that you have right now. Advantages is that you’ve shared some information with your past colleagues in the

- There are advantages, really. As I’ve mentioned diba, people are now into social media. I don’t know, I just knew it that posting

- Oo, meron din naman. May positive din. Yung mga encouragement nila pag may problema sa trabaho

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hindi lang as workmate pero friend narin, relationship-building

Friends with boss

- Opo

- Sila kasi, sobrang busy, kaya wala na silang time makipag-chikahan. So imemessage mo lang, “Sir thank you kasi ganito,” mag rerespond naman siya

Motivation

- Oo kasi may workmates akong sinasabi, “Stressed ako pero okay lang.” Pero habang nasa work, may interaction parin. Hindi mawawala yung respect nila sayo pero parang ka-level mo rin sila.

Self-esteem

- Okay lang, di naman masyado

Company promotion

- Oo naman, kasi

industry. At least update on what is happening in their work.

Relationship with employees/boss

- Yes, oo. At least nakaktulong yun. Malaking impact yun.

Friends with employees

- Oo

Friends with boss

- Actually, sa bosses, hindi masyado. Kasi in my own opinion, yung mga GM, RM, I don’t want to invite them to become my friends in Facebook, though my relationship with them is okay. Kasi parang naiisip ko, saakin ah, in my own opinion, it’s not really right because they’re your superior. And limit lang siguro yung I need to know from them is all about the work I have with them but not too personal, yung kailangan ko malaman pa yung what is happening to them to keep it professional.

Encouragement, self-esteem and company promotion

- Oo

Heightened sense of responsibility

- Yes, oo. Kasi for example I post in Facebook yung mga achievements ko as department head or achievements ng staff ko nalalaman ko sa Facebook, nakakataba ng puso. Kasi nalalaman mo na nabubuild na

in Facebook, pwede mong i-target eh. The audience can be targeted, the area can be targeted so pwede mong ireach yung right market that we want to tap for a particular promotion

Relationship with employees/boss

- Yes but not naman to the point na you depend on your relationship with your bosses on social media. It helps but not to some extent

Motivation, encouragement, and self-esteem

- Yes actually. If I have an employee or a staff who showed exemplary performance, if I posted something like “Congratulations, job well done.” On her page, it boosts her confidence eh. And it motivates her more. So I think social media can help.

Organizational Identification

- Yes, advantage din siya because you’re not just expressing yourself but also promoting your company diba? Kasi there are employees who are known in the

Relationship with employees

- Oo din

Relationship with boss

- Hindi ko friends yung mga boss

- Hindi rin. Kahit saakin. Diba kunwari boss nila ako, hindi nila ako iadd. Kasi ako hindi ako yung taong ma-koneksyon

Motivation and self-esteem

- Oo rin

Company promotion

- Oo marami din naman sa mga friends ko ang gumagawa. Ako lang hindi ganon

Sense of responsibility

- Medyo lang. Oo naman.

Encouragement

- Oo, syempre. Kailangan yun

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minsan tatanungin ako ng parents ko, “Eto ba yung company mo?”, kasi nafeature sa ganito. At “bibili ako ng product.” Natatwa ako kasi yun yung gamit nila sa bahay

Sense of responsibility

- Hindi naman, hindi mo naman kailangan makipag-kumpetensya eh. Gagawin mo siya kasi yun yung responsibility ko, hindi para maging best ka.

Reinforcement of feelings toward organization

- Oo naman, yung mga opportunities na binibigay nila, so parang andun yung eagerness mo talaga na “Oo, gagawin ko to kasi ganyan”

yung kanilang self-esteem, responsibility especially here in the hotel industry.

Friendly organizational culture

- Yes, oo - Yes, I treat my staff just like my

kids. Being there for example yung mga supervisor ko kasing edad ko lang. I’m still your mother. And you are all my children and the room attendants are my apo.

industry. If people knew na nandun ka sa organization nay un. If they like your post, you also promote your property.

DISADVANTAGES

Negative posts

- Stress lang, oo. Meron din. Ako di ako nagpopost ng ganon. Bale

personal

- I don’t think there are disadvanteges. Siguro nalang if you post something negative about the work environment that you are in. But aside dun, I don’t see how pwedeng magkaron ng negative impact yung posting

- Oo, yung confidentiality nawawala. And then I think people are abusing it. And then sometimes we cannot avoid. In the company kasi some people are

Negative posts

- So far wala namang ganoong negative

Discouragements

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message na pag may issues sa company. One on one na yun

Issues caused by social media

- Wala naman, personal lang

- kung anong problema sa work, kasi di maiiwasan yung away away. So dinidiscuss parin namin yan kahit sa labas. Kunwari yung inspectors daw hindi sinusunod. Pag sa labas ka kasi, mas open-minded ka na.

- Personally naming inaayos kasi pag sa social media, mamaya iba yung approach lalo na hindi mo verbally sinasabi.

Other

- Wala naman, depende sa tao

Other people’s work

- Siguro may part din pero hindi mo rin masisisi yung sarili mo. Yung “uy nakakalabas

about the situation you are working on

Negative posts

- Ay no. Sabi ko nga sayo, when it’s negative thing that’s happening to me, I don’t tell it on Facebook. What I do know is that some of my friends are doing that.

- They don’t work here. Pero meron ding mga iba na dito nagtatrabaho na they say something, they send negative sentiments about work. Sabihin nila, “I’m really stressed out right now,” Yung mga ganiyan. Yung mga nakakainis. But me personally I don’t post any negative things in my Facebook page

- No, not actually. Unless it’s under my department. Kunwari sabihin niya “Nakakainis, nandiyan nanaman yung supervisor kong ganiyan,” Usually pag ganon, pag nakikita ko yun sa Facebook, I usually call the staff about any problem, they have. “Do you want me to discuss it with you?” At least naiinform ako though they don’t tell it straightly to me, but when they post it, naalarm ako.

- Partly yes naaapektuhan. Halimbawa they say something about management, maapektuhan ka in a way na magkakaroon ka ng question, “Bakit?” Ang mangyayari siyan you wanna answer the question, you gonna ask. Especially if you saw your colleague personally, tatanong ko, “Uy bakit ganon

allowed and some are restricted. Some people use the company time to use social media to post, to read, or to probe or whatever.

Negative posts

- Stress, ako mismo nastress ako sa flight lagi na delayed. But not too much on dealing with clients, hindi naman ganon. It’s more about yung uncontrollable. I travel kasi most of the time for the work. Traffic. Stressful sakin yan.

- Wala naman

Other peoples’ work

- Oo, naaapektuhan din naman ako ng ganon, kaunti lang. Yung mga classmates ko, may group photo sila, mga successful na sila, mga doctor na sila samantalang ako yung honor student nung high school. “Dentista na ‘to? Eh halos di makapag-salita ng English to?” Yung ganong tipo. Ano lang kaniya-kaniyang destiny

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siya” kasi Monday to Saturday ako. So yung part na kung pano mo lang ihandle yung time mo, kung pano mo ischedule.

- May part na gusto kong itry. Kasi pag tinitignan mo sila, ang saya nila. Pero masaya rin naman ako sa part ko pero yung part na, “Ano kayang meron dun?” Curiosity lang talaga

yung post mo?”

Bad company image, discouragement, and doubt

- Yes. Others are doing yung saying some negative ano, ako in my own opinion it’s not right

Other people’s work

- Yes, pwede. Yung sinasabing “Uy sana, nandun din ako.” Yun lang, yung question is, nag match ba yung job mo doon? So hindi ka rin makakapasok

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COMPANY POLICY ON SOCIAL MEDIA USE

- Yung sa work ko kasi, bawal ang phones, not just during work pero within the company kasi production kami.

- Within the area, bawal mag picture don, sa labas lang talaga.

- Wala naman. Ang siguro, hindi kasi katulad sa ibang hotel ano, you cannot mention. Maybe a good things that you can say with your work but not the negative one of course cos when you say some negative comments about your work, hindi yun nagiging magandang representation, image ng kung san ka nagtatrabaho. If you say something positive lang,

- I can’t give you the right phrases ah, pero the thought is you shouldn’t post about something that will give a bad impression to the company opr towards your co-employee. Like when you’re upset to someone, or yung mga frustrations mo sa company. You shouldn’t do that.

SOCIAL MEDIA AND ORGANIZATIONAL COMMITMENT

EFFECTS OF WORK IN SOCIAL MEDIA ON ORGANIZATIONAL COMMITMENT

- Kung minsan, oo din. Kasi the way na iapproach mo yung post nila, it’s either negative or positive sa’yo. Siguro pag negative, itetake mo as positive compliment. Andun yung part na maboboost yung eagerness mo na

- Partial, yes. Kasi nagkakaron ka ng question diba. And that question leads to checking kung ano ba talaga yung reason. Baka naman yun lang ang kaniyang pananaw. So ang mangyayari, mag iimbestiga ka, check mo kung totoo yung sinasabi niya.

- Of course eventually, yung commitment ko in working in the company naiistrengthen. To think na “Uy, I’m going to stay

- I think posting on social media has nothing to do with my commitment sa company. It’s two different things. Commitment kasi depends on your own perspective. If you’re happy, you’re committed. If you see that the company is giving you what you

- Oo

Encouragement

- Oo, syempre. Kailangan yun

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“ay, dapat baguhin ko to” Pero pag negative ka talaga, walang mangyayari sa’yo.

Continuance commitment

- Sakin hindi, sa ibang tao, pwede.

here for long kasi magaganda yung mga sinasabi, no”

deserve, you are committed. But social media has different meaning to me. It doesn’t work that way.

- Hindi, walang kinalaman yung social media sa commitment ko, different

Maslow’s Hierarchy of Needs

- I think yung esteem tsaka yung love and belonging at self-actualization.

- Love and belongingness kasi sa group, maffeel mo siya eh. Or other than the group, kung minsan may nagmemention sa’yo, parang cinoconsider ka talaga as a friend. Magpopost ng picture, ganon. Tapos dun sa esteem naman, may mga inspiring thoughts. Take it positively na “Ay ganon siya, dapat ganon din ako”, Parang iniinspire mo lang talaga yung sarili mo through the other persons. Tapos dun sa self-actualization siguro

- Esteem atsaka belonging. Siguro apat pero not physiological.

Safety/job security

- Yes. Knowing that your co-department heads are also nice with you tsaka yung under you. Kahit papaano napapaisip ka, “Ah okay yung relationship ko sakanila,” Kaya I think hindi naman siguro ako mawawalang ng trabaho. Kasi what I remember yung sinabi ko, yung tinanggal, hindi masyado okay yung relationship niya with other department heads.

- Love and belonging and esteem.

Security of employment

- Not really

- Esteem, belonging and safety.

Safety of employment because of relationship with co-employees

- Oo.

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acceptance sa reality na normal na talaga yun, mga simpleng away. Pero happy naman.

Herzberg’s Motivation-Hygiene Theory

- Siguro yung responsibility dun sa satisfaction kasi kung tutuusin, hindi lahat nabibigyan ng pagkakataon eh, kasi depende din sa natapos mo. Parang sa company namin, production worker ka lang eh kasi ganito lang natapos mo pero sa company naming, yung katotohanan na matagal ka at nakita niyang kaya mo palang gawin yung responsibility ng higher position, he will give you a chance na paaralin ka. Hindi lang dahil may kapit siya. Ang gagawin ng boss ko, pag-aaralin niya para di mawala yung part na ganon lang yung pinag-aralan mo, may kapit ka kaya andun ka. Magiging ang tingin nila sa’yo, may utak ka kaya ka pinag-aral, kaya nandun ka sa posisyon na yun.

- I think eto lahat, sa social media. Yung motivation. Achievement, recognition, responsibility, work itself, advancement, and growth. In a way meron din dito sometimes, hindi lahat yung sa dissatisfaction. Relationship with peers and work conditions, and relationship with boss, salary.

- Recognition lang sa satisfaction

Dissatisfaction

- Salary

- Oo, tsaka yung relationship with boss. Sobra. Not really with management but with their direct boss diba. Pag may frustrations sa boss, nako, grabe. Tsaka relationship with peers

- Hindi, sa ibang tao. Sa ibang company. For example, in my previous company, friends ko sila sa Facebook. Now hindi ko na sila co-employee pero hindi naman ibig sabihin iuunfriend ko sila. So when I see their posts parang, “Eew.” Alam mo yun, if I’m still there, I won’t allow them to do that.

- Parang hindi talaga kami nagpopost tungkol sa work sa social media

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Responsibility

- Oo.

Work itself

- Achievement sakin yung nafefeature nga. Kasi yung, ay, certified talaga na proven yung product naming, walang anomalya.

Recognition

- Ano lang, magcocomment sila ng “Uy ingat”, “Wow naman”, “Grabe ibang level na”. Achievement din

Salary

- May mga nagrereklamo rin. Kasi yung part ko naman, syempre may family na sila.

- Hindi naman, kung masaya ka talaga sa trabaho, wala kang pakialam sa salary mo eh, magbubudget ka talaga eh

Official use of social media for HR

- I think oo, lalo na pag kulang na sa trabaho, kasi diba pag nag post ka, maglilike sila, magsesend sila ng resume. So parang

- Pwede. Sabi ko nga sa’yo, mas magandang nagshshare ka sa social media about positive things about work

- Yes, maganda yun kasi nakakaboost ng morale ng employees

Encouraging other employees to be committed

- Not social media I guess. Kasi I thnk social media, dun mo nga nakikita lahat ng

- Ah parang iaappreciate? Oo okay naman. Para saakin okay lang pero saakin naman private nalang.

- Oo, makakatulong yun. Kaya lang magkakaroon

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mas madali sa HR namakahanap ng employees nila.

Facebook Page for employee recognition

- Uplifting naman siya. Okay naman siya

Commitment

- Oo possible.

Motivation

- Siguro oo

Performance

- Oo din, kasama sa motivation kasi andun yung magiging actual result niya eh

Loyalty

- Pwede din

Other positive effects

- Sakin yung positive effect niya yung “ay yung boss nila, ka-close nila” “Ay mabait talaga.” Sabi nga nila, kung aalagaan mo talaga yung employees mo, sila na bahala sa business mo

- Actually naisip yan ng dati naming marketing communications head, naisip niya yun. Maganda, kasi nakaka-boost ng morale ng empleyado. I don’t know kung nakikita yun ng mga tao sa labas, kung nagppunta sila sa webpage.

Encouraging other generations to be more committed

- Of course yes. At least imparting some positive notes about being loyal to the company is a good thing too.

temptations eh. The more that the HR will use social media, the more they are getting exposed to it. So I think they have to think of better ways and not social media

- Not the human resources but the department heads. Magka-iba kasi yun diba. I, as department head, it boosts their morale eh. Now if using social media will become the media of the HR, then you are inviting them to use social media more. And that exposes them to a lot of other things—other industries, other issues, other etc etc

- Oo. HR can think of other mediums but not social media

Internal social media

- Yeah, pwede. That can be. But not to the external social media

Improve employee behaviors (motivation, performance, etc)

- Pwede naman but with certain limitations. Dapat lang use it appropriately na wag

ng inggit. Alam mo naman to gobyerno. Iba kasi yung nasa private ka eh. Dito kasi may napopromote because of connections.

Possible negative effect

- Pwede naman. Kaso tingin ko sila din ayaw nila. Kasi maraming magtatanong “Bakit ako nandito 10 years na pero siya yung napromote?” Yung mga ganong tipo. Iba ang gobyerno eh

Loyalty

- Ah ayun okay yun. Achievement yun, kasi nakatiis sila

Encouraging other generations to be more committed

- Oo, malaking tulong yun. Isang factor din yun. Nagkakaroon sila ng drive para gumawa pa lalo.

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abusuhin.

Facebook Page

- Actually we’re doing that. We have this program we call “Our *company name* Family”. So in our Facebook page, we are posting some of our employees kasi it’s not about their personality but it’s more about work-related. So halimbawa, yung airport rep naming, “Meet our *company name* family… He is our airport representative. He welcomes you bla bla bla.” So that the guests who go the property, they recall. So little by little we are introducing our employees to them. Yun, not so much on their personal lives and I think it’s advantage, it’s good because you get to engage your clients. Kasi diba, when you go to the resort and familiar yung faces na nakikita nila, it feels like napaka-at home sila. So yun yung ginagawa namin. It’s part of our strategy.

- Oo kasi yung mga employee diba if you

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get to see yourself in the official page of you company and thousands of people binoboost yun, diba. Ikaw nga lang, sarili mong post, pag madaming likes, happy ka, how much more yung official page ng company and you see thousands of likes. Tapos pag dumating yung client dun, “Uy ikaw yun!” ganiyan. You feel delighted. You feel happy about it

COMMITMENT

AFFECTIVE, CONTINUANCE, AND NORMATIVE COMMITMENT

- Yung pangalawa. Practical talaga. Pero andun naman yung part na habang tumatagal ka, magugustuhan mo talaga yung work mo, hindi dahil sa financial pero yung part na nandun nay ung puso mo sa work mo

- Yung first talaga, kasi yung part na “Ay, part ako ng company”, makikita mo mafefeature yung company ko. Part ako ng pag gawa ng product.

- Two, continuance. I need to, kasi as I’ve mentioned to you, I am the sole provider of the family, I need to stay here while getting the benefits of having the salary on th 15

th and

30th

. Pero kung meron ngang mag-aalok ng mas magandang offer, why not?

Affective

- Medyo, kasi as I’ve mentioned to you, compared sa ibang hotels na I’ve worked in, here I can go home. Basta tapos na ko ng trabaho ko, I can go home ng 5 o’ clock. No one’s stopping me from going home basta natapos na yung 8-5 hours. Di tulad ng dati, di ka muna makakauwi kasi maaring

- Pwede bang lahat? Kasi I think I want to, I need to, I have to. Lahat yun. I want to because I’m happy being here. It feels like family here. And then I have to because I am a bread winner eh. I need to earn. At the same time, I need to earn while enjoying.

Normative

- Oh yeah, as I said, as head of the department, I feel responsible. For example if I get resignations, ako

- Yung second and third nalang. I need to tapos I have to.

- Kasi eto lang yung job ko. Eto yung organization ko diba? I need salary para meron akong pang gastos.

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tawagin ka pa ng GM, baka maraming meetings. Dito di siya ganoon ka-hectic.

mismo as head nashashatter ako. How much more if yung head yung magreresign? I feel like I have to—yung may mission pa ko. I want people to learn from me. I want to share what I have. I want to bring them to the next level.

OWN DEFINITION OF ORGANIZATIONAL COMMITMENT

- For me it’s not an obligation but it’s a responsibility kasi kung committed ka talaga, di mo kailangan i-oblige yung sarili mo na gawin mo kasi eto yung trabaho. Gagawin ko to kasi gusto ko.

- Committed siya kapag hindi niya iniisip kung magkano yung sasahurin niya. Kasi kung tutuusin, may kakilala ako doong employee, I think more than 10 years na siya. Nandun lang siya, tahimik lang siya. Ayaw niya yung nababakante. Gusto niya continuous lang, hindi dahil nandun yung duties niya pero gusto niya tuloy-tuloy yung production naming at wag kami ma-

- Organizational commitment for me is that when you’re working for the company you’re in, give your best to that company, be committed in the work that is given to you and then do your work properly, your responsibility as employee by the management and then be loyal to them.

Staying in the organization

- Yes

- I think it’s about loving your own company not because you need them, not because you have to. It’s about everything. About yourself. Yung self-fulfillment. Because you believe in your company. Kasi mahirap especially saamin in sales. You cannot sell something you are not confident about. For me kasi yung commitment sa company ay putting little things together. First is loving yourself, loving your company, loving your employee, and making sure that you give your best for the company.

Staying in the organization

- Oh yes, syempre. Being loyal to the company, not bad-

- Ako kasi workaholic akong tao eh. Gusto ko work before pleasure. Basta hindi ako tatayo at magkwento at magkwento tungkol sa trabaho hanggat hindi ako tapos. Kailangan, binabayaran ka kahit underpaid, dapat giving your best

Staying in the organization

- Oo, kasi galing ako sa private eh. 15 years din ako sa private. Dito 9 years na. Kaya syempre nalulungkot ako pag may nangyayari sa dibisyon naming. Kasi assistant ako eh, so parang dala ko rin. Tsaka commitment mo dun sa dibisyon mo, kailangan maayos.

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short kasi magkakaron rin siya ng problem pag na-short kami. Kasi masisira rin yung product quality naming. Maingat talaga siya. Kung tutuusin bawat info dun sa product, tinitignan talaga niya. Para-maassure yung quality

Doing your best

- Oo.

Staying in the organization

- Oo kasi part yun eh. Bakit ka magsstay kung ayaw mo dun, diba?

mouthing about the company because there’s no perfect company, believe me. Wala talaga. In one way or another, meron ditong advantages na some companies, disadvantage nila yun. Kaya nga what I told you earlier, it depends on your perspective eh. How you’ll accept your company as it is.You know in spite of the competition, what do I mean by competition? Ang daming hotels na nagbubukas, ang daming opening, diba very tempting. If happy ka sa company, if you love the company, if you love the people you are working with, di ka matetempt.

CONSIDERING LEAVING THE ORGANIZATION

- Sakin, ayoko talaga. Kasi, yung mga tao dun parang iba na yung trato sakin parang barkada-barkada na pero andun parin yung limitations nila, alam talaga nila.

- Of course yes kasi in the business especially if you’re a department head, especially now that I have three kids, I’m the sole provider of the family, I have three kids who are all in college, if another company would offer me a bigger salary than what I have now, of course I’m gonna, there’s a possibility that I will consider. But sometimes it’s not also the

- No, not for the next years. Kasi ganon lang naman yun diba, if you feel like, “Ugh, di na ako motivated,” there’s no way of staying. There’s no reason for staying.

- Matanda na kasi ako eh. 45 nandito ako eh. Pero during those years palipat-lipat ako ng trabaho. Kung mabibigyan ako ng chance sa edad ko, gusto ko lumipat. Yun ay kung merong opportunity mas maganda. Kahit private, wag lang malayo. Pero

ako naman hindi ko naman hinahanap eh.

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money eh. You have to also consider the location. And then the kind of work that they have entrusted you kasi before, I’ve worked in a five star international hotel, comparing to a local family-owned hotel, here it’s not that stressful. When I used to work in an international-chain hotel. Grabe yung stress talaga ng time, you report to work ng 8 in the morning and you leave mga 9 ng gabi, and to think that I live in Dasmarinas Cavite and I’m working in Manila, that’s really exhausting. You have to consider din the location.Nag-iisip pero habang wala pa, be happy where you are working.

Effect of relationship with workmates

- Usually hindi kasi I tell you, ang dami ko nang hotel na napuntahan. Pang sampu na nga to eh. Of course at first, aalis ka, malulungkot ka because you’re going to leave them. Ang tagal niyo nang magkasama, nacreate na yung bondness niyo as co-employee, ang mga staff mo. And eto nanaman, you’re gonna build a new relationship. Change is inevitable. Maganda din kasi yung marami kang napapsukan kasi may mga comparison ka na with the people you work with, with the company that you work with, minsan maganda din na you explore, hindi yung dito ka na nag umpisa tapos dito ka narin tatanda. Kasi pagka ganon,

Hindi yung naghihintay na lang ako. Ano, hindi ko fate. Kasi nag-aral din ako ng pag-care giver nun eh. Hindi rin natuloy

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wala kang growth. Tapos yung mga taong kakilala mo, sila-sila lang. Sa dami ng mga napasukan ko, my relationship with them as boss, as friend, as co-worker still exists. Meaning to say kahit saan ako mapunta, I’ve gained a lot of friends.

COMMITMENT RATING

- I think 8 kasi kung tutuusin, pag dating sa trabaho ko, hindi lang ako yung gumagawa. Kasi kapag pag alam ng mga production workers na kailangan ko ng ganito, “provide niyo naman ako”, Kahit kailangang habulin, tutulungan talaga nila akong habulin kahit madelay sila. Tutulungan ka talaga nila, kasi mas matagal na sila saakin. Tutulungan ka talaga nila. Sa tao lang talaga

Work itself

- Okay siya, applicable talaga siya sa pinag-aralan ko, so okay talaga.

- Siguro right now 7. Currently I’m happy naman here. With the work environment, with the salary that I’m getting, with my colleagues, with the location of my work. Masasabi kong 7 kasi right now, wala silang retirement plan. Siguro if this company have the retirement plan to offer their employees, maybe yes. But right now, alam ko wala pa. Ang sabi, winowork out pa daw. Pero kung yes, why not stay here? Kasi kumbaga tumanda man ako, alam kong may makukuha ako tumanda man ako. Security. Pero ngayon hindi pa. Yun nga yung sinasabi ko eh, kung may mag-ooffer, yes. Especially kung makikita ko yung mga benefits na entitled ako as an employee. Sabi kasi ng HR dito, wonowork out palang. Eh ilang taon na to, going to 30 years na. Ngayon palang sila. Ayaw ko namang tumanda ako dito na ang makukuha ko lang yung sweldo pero wala yung retirement plan.

- I am very committed. 10, I can give. In spite of the difficulties. Because if not, walang 9 or 8 saakin. If I am not committed I won’t be here anymore.

- 9. Kasi nagtitira naman ako ng isa para sa sarili ko. Hindi naman yung puro trabaho, meron ding maiiwan. Parang sap ag-ibig, mag iwan ka na sa sarili mo, wag puro siya

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PERCEPTION ON GENERATIONAL DIFFERENCES IN ORGANIZATIONAL COMMITMENT

- Yes, and I think mas marami ang young na nagiging committed kasi kung tutuusin andun yung part na naghahanap sila ng belongingness. Not like adult na meron na talaga but because of physical weakness, old age, dun nababawasan. Eh ang teens, sobrang active at di napipigilan lalo na this generation

- Yes, katulad niyo, I can say, yung generation niyo today we are really loyal in the company that we work in. And then makikita mo yung commitment niya yung sa kaniyang trabaho. Unlike yung generations right now, ang gusto niya, exploring eh. Yung mapunta sa iba’t-ibang company tapos pag medyo na-achieve na niya yung gusto niyang yumaman, lilipat na sa ibang company, ganyan.

- I think so, yes, yes it’s true. Really because, yun nga, nowadays, ang dami nang option. So syempre napaka-dynamic ng mga bata. So normally, yung mga young generations, andiyan sila, tapos tempting yung isa. Unlike the old generations na you have proven yourself already. Parang ayan na, I have tried that na. So lesser na yung curiosity

- Yung mga mas nakakatanda yung committed. Maturity na ang saming mga may edad na. Sa mga bata, magulo pa ang isip, pwede pa yan magpa-lipat lipat ng trabaho. Tyaka mas ano pa sa challenges yan. Yung mga bago sakanila, exciting yan. Saakin, gusto ko, magkaron man ako ng ganiyang challenges, gusto ko yung maging successful ako. Yung maabot ko talaga yung goal ko. Pero yung iiwan ko lang, ayaw ko na.

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APPENDIX G

MATRIX SUMMARY

MILLENNIAL GEN X 1 GEN X 2 BABY BOOMER

SOCIAL MEDIA USE

Platform

- Facebook, Instagram, YouTube

Platform

- Facebook - Used

Platform

- Facebook

Platform

- Facebook

Frequency

- Always online -

Frequency

- Four hours a day

Frequency

- Online the whole day -

Frequency

- Daily at night -

Purpose

- Updates regarding work

- Personal photos - Socialization

-

Purpose

- Updates from friends - Personal photos, not

frequent - Thoughts, beliefs - Personal information,

with limitations

-

Purpose

- Competition-checking (company sales department)

- Feelings - Experiences - Updates - Socialization - Company promotion,

both through the company page and through personal profile

Purpose

- Updates from friends - Photos of experiences

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Common themes/messages

- Liked pages - Current events,

elections - Entertainment

-

Common themes/messages

- Beliefs - Entertainment - Current events - Family, kids

Common themes/messages

- Rants (circumstances)

- Anything about the company/industry

-

Thoughts/feelings when using social media

- Enjoying the company of others through chat

- Dislikes negative posts

- Likes positive and helpful posts

Thoughts/feelings when using social media

- Happy

Thoughts/feelings when using social media

- Disappointed and frustrated when seeing negative posts

- Happy when seeing inspirational posts

Thoughts/feelings when using social media

- Entertained - Has a feeling of

pleasure

SOCIAL MEDIA AND WORK

Individual activity

- Pictures from events, like seminars

- Feeling inspired - Eating out with co-

workers

Individual activity

- Encouragement to staff as department head

- Showcase departmental activities like trainings and meetings

- Special occasions

Individual activity

- Monitor industry competition

- Company promotion - Photos of the

property - Job openings/hiring - Special occasions - Encouragement to

staff

Individual activity

- Encouragement to co-employees

- Pictures with workmates

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Co-workers’ activity

- Updates on Facebook group

- Moments with co-workers outside of the workplace

Co-workers’ activity

- Happy moments - Milestones

Co-workers’ activity

- Events

Co-workers’ activity

- Updates - Special events like

seminars

Thoughts/feelings

- Neutral - Proud of being part

of the company - Does not allow one

to be affected by others’ negative posts (“maturity”)

Thoughts/feelings

- Happy for co-workers - Encouraged when

seeing posts on the other departments’ work

Thoughts/feelings

- Happy when seeing co-workers support the company page

- Inspired to do more

Thoughts/feelings

- Happy

Advantages

- Stronger relationship with co-workers and boss

- Motivation - Self-esteem

(moderately) - Company

promotion - Reinforcement of

feelings toward the organization

- NOT responsibility, responsibility has to be inherent

Advantages

- Other people will see that you are happy with your work

- Sharing helpful information with your friends on the same industry

- Stronger relationship with staff and co-employees

- Not friends with boss - Encouragement, self-

esteem, and company promotion

- Heightened sense of responsibility

- Friendly organizational culture

Advantages

- Relationship with co-employees and boss

- Motivation - Encouragement - Self-esteem - Organizational

Identification

Advantages

- Encouragement - Relationship with

employees - NOT friends with boss - Motivation - Self-esteem - Company promotion - Sense of responsibility

(moderately)

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(family)

Disadvantages

- No issues caused by social media use

- Becomes partly jealous and curious of other people’s work (probed)

- Disadvantages are dependent upon the users

Disadvantages

- Disadvantages are dependent upon the users (posting negative things about work)

- Not done in this particular organization but is observed to be done by others

- Negative posts about the staff’s supervisors within the department inform the department head of the problems

- Bad company image - Discouragement - Doubt when seeing

posts about the management

- Becomes jealous of other people’s work (probed)

Disadvantages

- Serves as a risk for company confidentiality

- Use social media during work hours

- Posts about stress

Disadvantages

- Does not see negative posts about organization

- Becomes jealous of other peoples’ work (probed)

Company policy

- Being a production company, phones are not allowed inside the workplace

Company policy

- None - Implied policy of not

posting negative things about the organization

Company policy

- Yes - Not allowed to post

negative things about the organization

Company policy

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SOCIAL MEDIA AND ORGANIZATIONAL COMMITMENT

Effect of work in social media on organizational commitment

- Social media may sometimes affect my commitment

- Taking either positive or negative posts and using them to encourage self

Effect of work in social media on organizational commitment

- Yes, because seeing others’ negative posts about the management may lead me to question the organization

- Others’ positive posts on the company will also strengthen my commitment

Effect of work in social media on organizational commitment

- No, social media has nothing to do with commitment

- Commitment depends on your own perspective

- Happiness and compensation affects commitment

Effect of work in social media on organizational commitment

- Yes, it can be a platform for encouragement

Maslow’s Hierarchy of Needs

- Esteem through inspiring thoughts

- Love and belonging through our Facebook group, posts, and photos with my friends from work

- Self-actualization by learning to accept reality

Maslow’s Hierarchy of Needs

- Esteem - Love and belonging - Self-actualization - Safety of employment

through a good relationship with co-employees

Maslow’s Hierarchy of Needs

- Love and belonging - Esteem

Maslow’s Hierarchy of Needs

- Esteem - Love and belonging - Safety of employment

through a good relationship with co-workers

Herzberg’s Motivation and Hygiene Theory

- Responsibility - Work itself - Recognition through

others’ comments - Salary

Herzberg’s Motivation and Hygiene Theory

- Everything under satisfaction

- Relationship with peers, relationship with boss, working conditions, and salary

Herzberg’s Motivation and Hygiene Theory

- Recognition under satisfaction

- Salary and relationship with boss under dissatisfaction

Herzberg’s Motivation and Hygiene Theory

- Not applicable

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under dissatisfaction

Official use of social media on HR

- Yes, for hiring/job openings

- Recognizing employees is uplifting

- May affect one’s commitment, motivation and performance

Official use of social media on HR

- Yes, boosts employee morale

- May be used to encourage younger generations to be more committed

Official use of social media on HR

- Not social media because it presents many other job opportunities for employees which may tempt them to leave the organization

- Other medium, not social media

- Internal social media - May improve

motivation, performance, and commitment but with certain limitations

- Company already posts about employees as a marketing strategy

- May also be beneficial for employees, not only clients

Official use of social media on HR

- Yes but it might cause jealousy among employees

- May not be applicable to government organizations because many here get promoted just because of their connection and not because of their performance

- One’s loyalty to the organization may be appreciate

- Yes, it may be used to encourage younger generations to be more committed. It gives them the drive

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ORGANIZATIONAL COMMITMENT

Own definition of Organizational Commitment

- Responsibility rooted in the desire to do the work

- No need to consider the salary

- Doing one’s best for the company

- Believing in the mission of the company

- Staying in the organization (prompted)

Own definition of Organizational Commitment

- Giving one’s best for the work

- Loyalty - Staying in the

organization (prompted)

Own definition of Organizational Commitment

- Not from needing the organization

- Depends on self - Loving yourself,

loving the organization, loving your employees

- Giving one’s best for the organization

- Believing in your company

- Staying in the organization (prompted)

Own definition of Organizational Commitment

- Giving one’s best for the organization

- Staying in the organization (prompted)

Affective, Continuance, and Normative Commitment

- Continuance commitment is the reason why you stay in your organization but eventually you will start loving your organization

- I have affective commitment towards my organization because I feel accomplished by being part of the production

Affective, Continuance, and Normative Commitment

- Continuance commitment because I need to provide for my family

- Somehow, I have affective commitment because this job is less stressful than my previous jobs

Affective, Continuance, and Normative Commitment

- All - I’m happy being here - I’m the breadwinner

of our family - As head of the

department, I feel responsible.

Affective, Continuance, and Normative Commitment

- Continuance commitment

- Normative commitment

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Considering leaving the organization

- No - Good relationship

with co-employees

Considering leaving the organization

- Yes if offered a better salary

- Sole provider of the family

- No retirement plan - Relationship with co-

employees have no effect

- But the location and workload of other possible jobs are also important factors

Considering leaving the organization

- No

Considering leaving the organization

- No because there are barely new opportunities for people my age

- Yes if given the opportunity

- Location of other possible jobs is also an important factor

Commitment rating

- 8 because my co-employees are very cooperative

- Good working relationship with co-employees

- Work is relevant to degree finished

Commitment rating

- 7 - Happy with

environment, salary, colleagues, and location

- No retirement plan

Commitment rating

- 10 - Not being completely

committed is not an option

Commitment rating

- 9 - Leave the 1 of 10 for

myself

Perception on generational differences in organizational commitment

- Yes, the younger generations are more committed because they are looking for belongingess

- The younger generation is more

Perception on generational differences in organizational commitment

- Yes, the younger generations like exploring

- They transfer when they have already achieved their goals in a certain organization

Perception on generational differences in organizational commitment

- Yes, the youth are dynamic and they are considering more options

- Employees of older generations do not find the need to transfer jobs because

Perception on generational differences in organizational commitment

- Yes because the youth seeks excitement and they always change their minds

- Our generation is mature

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energetic they have proven themselves already