The career-related expectation and employee engagement. One of the

The main purpose of this study was to gain deeper
understanding about the relation between career-related expectation and
employee engagement among millennial in tech-startup companies in Indonesia.
Particularly, I investigated (1) if career-related expectation positively
related to employee engagement (2) if the indicators of career-related
expectation have a positive relationship to employee engagement (3) if younger
and older member of millennial significantly different with their
career-related expectation and employee engagement. 

One of the objective of this study was to observe
millennial in Indonesia also the engagement level in overall of this generation
in Indonesia. Based on what Gallup (2016) said engagement level in Indonesia
was the lowest among Southeast Asian countries. One of the reason that Gallup
(2016) explains was the rising of the new generation (millennial) which in line
with what Feeney (2015) states mostly an organization is having millennial as
their largest population in the workplace. However, this study also examined
millennial workers in tech-startup companies in Indonesia are having high
career-related expectation and it would give an impact to the level of employee

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However, the results of the quantitative exploration
indicate that millennials’ expectation indeed has to be considered as an
essential factor that needed to upsurge the level of engagement. The research
question of this study was to find out if there is a relation between
career-related expectation to employee engagement among millennial workers in
tech-startup companies in Indonesia. Based on the output, this study finds that
career-related expectation has a positively and moderately relation with
employee engagement. This result in line with Maxwell, Ogden and Broadbridge
(2010) that mention generation Y’s (millennial) career expectation mainly
related in terms of their employee engagement. This suggests that generation Y
could be more engaged if an organization can be offsetting their demands.
Moreover, Lee et al (2016) also
explain for those employees who own career expectation may manage their actions
to be more proactive in attempt to discover opportunities and establish the
proper goals. Further, Lee et al (2016) that explain that this attitude or behavior
by millennial with having the expectation in an organization has turned out to
be one of the emerging personal resources that individual can have to influence
their level of engagement in the organization. In contrast with the results of
this study and Maxwell, Ogden and Broadbridge (2010) and Lee et al (2016), Thornton (2015) says that
there is no positively relationship between career-related expectation and
employee engagement.

On the other hand, this study also tries to answer
if the indicators within career-related expectation which are career
advancement, salary or payment and work attributes expectation has a positively
relation to employee engagement among millennial workers in tech-startup in
Indonesia. Regarding the career advancement, the output of this hypothesis cannot
be supported. There might be exist a type II error because the result found out
that there is a relation between career advancement to employee engagement, but
the p value is not significant. Kim et al (2012) in Lee
et al (2016) describe that there might be some barriers to promote employee
engagement from the viewpoint of the career due to workplace environment.
This argument in line with the target of this study which is more focusing on
tech-startup company. As what Vo (2016) mentioned previously on the literature
that characteristics of tech-startup companies are matching with the
characteristics of millennial generation. One of the interviewees mentioned
about the reason why choosing tech-startup company as a starting point to their
career because tech-startup companies are more flexible which is what needed as
a millennial. “Tech-startup company gives me more room to develop myself within
the company and they give me a flexibility with my personal and professional
life”. Moreover, Greenhaus, Peng, and Allen (2012) also
discuss that some employees are involuntary to less thinking about career
advancement in attempt to accomplish the balance between work and family or
occupational health. This statement also in line with one of the
interviewees that said “As the company size is quite small, and the
organization structure is flat, I am not expecting such a fast advancement in
terms of promotion in the next couple of year. However, I do believe that this
company will grow in the next few years and I want to grow with them”.
Therefore, working environment that tech-startup company offers might giving
millennial creativity and flexibility that they needed as a personal
development to make them more engage.

As a part of career-related expectation, this study
also manages to figure out that salary or payment expectation has weakly and
positively significant relation to employee engagement. Maxwell, Ogden and
Broadbridge (2010) state that by meeting personal goals is important for
millennial as career entry expectation as is getting good salary. Lee et al
(2012) also mention that employees who are feeling motivated with rewards,
income and prestige may have an ambience to own their jobs and be more
proactive in order to finding a prospect to getting an advantage for their
careers. Thus, for those who implied this value are likely to having an
improvement to their level of engagement. These arguments are in line with this
study’s output that salary expectation is positively related with the level of
the engagement among millennial workers in Indonesia.

However, this study also examines is there any
relation from work attributes expectation to employee engagement among
millennial workers in tech-startup companies in Indonesia. Based on the output,
work attributes expectation has a strong relation and positively significant to
employee engagement with millennial who are working in tech-startup companies
in Indonesia as a main target of this study. Based on what Ng (2010) stated
before on the literature that work-related attributes
are essentially considered by millennial as their job choice. Lancaster and Stillman (2002) also suggest that
millennials are not only interested with the job, they also pay more attention
for the social aspect of work. Further, Lancaster and Stillman (2012)
explain that social aspect of work is connected to their colleagues and
managers or supervisors which millennials may be more loyal to them than to
their companies. A statement from a HR practitioner during the interview also
confirms this assumption: “Millennials works well in team environment
and willing to help each other and prefer to have close relationship with their
supervisor in which Millennials appreciate open communication so that they can
feel supported and appreciated”. Furthermore, Lee et al (2012) also mention
that employees always expect implicit and explicit benefits regarding their
personal relation to an organization, when an employee’s relationship with
their employers is appropriately settled there is a psychological contract that
may lead to employee engagement. one of the millennial respondent in the
interview also mentions “my company also provides a healthy lunch and dinner to
maximum the interaction among employees and it makes us have a good
relationship with colleagues”. The other millennial also adds “Company also provide a reward system that is awarded
every week to employees who do the extra miles in completing his/her task
and/or also to help the company”. Thus, by meeting the work
attributes of millennial, it will lead them to be more engaged to an organization.

Ng et
al (2010) explain work attributes expectation contains other indicators that
essential for an organization such as training opportunities, challenging work
and benefit plan. One millennial from interview respondents mentions when they were
asked about what they expect from company “More training to
help me enhance my hard skills and established projection of career path once
the organization have grown”. Moreover, Anitha (2014) states that having more
training opportunities is importantly needed for millennials. Work attributes
become essential for millennials as it can be seen based on the output that
showed strong relationship with employee engagement. The existence of work
attributes gains a positive mutual relationship with the level of engagement
included millennial who are working in tech-startup companies in Indonesia.

this study also measures if there is any differentiation between younger and
older member of millennials to its expectation and the level of engagement in tech-startup
companies in Indonesia. As what Deloitte (2011) previously explained that older member of millennials will be more focused on the
job security. This study’s output finds that only salary or payment
expectation among millennial has significantly different between younger and
older member. The younger member of millennials has a lower expectation
regarding the salary. The other indicators within career-related expectation
and the level of engagement itself showed no difference between these members.
One of HR interview respondents supports this finding with saying “Older
members have higher career expectation since they think they already have more
experiences. Younger members also have expectation but since the bargaining
power that they have is not strong as an older member, they tend to work based
on what company expect and the expectation especially with the salary is
lower”. Ng (2011) also mention that fresh graduates may
have lower expectations about the salary since most of them are more prioritizing
experience than the other benefit that an organization could offer.

this study also finds out the highest rated of work attributes among
millennials in tech-startup companies in Indonesia which are good people to
work with, work-life balance and good people to report to. This result is in
line with Thornton (2015) that says in Ireland, millennials’ highest rated work
attribute is good people to report to. This result also supported by Ng et al
(2010) that mention relationship with manager is the highest rated attribute
among millennials in Canada. Although the attribute for good people to report
to is in the 3rd place as the highest rated attributes, but this
study considered that the three highest rated attributes as the top priority
for millennials in the workplace. 


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