This document summarizes a study conducted on employee retention at a manufacturing facility with employees from multiple generations. A survey was distributed anonymously to 41 management employees to understand factors influencing job satisfaction. Simple linear regression found a relationship between age and job satisfaction. Multiple regression also found relationships between job satisfaction, compensation, praise, salary and managers' confidence. The conclusions recommend managers make greater efforts to earn younger employees' confidence, and further analysis is suggested to prioritize motivational factors.

1. Generational Management and Employee Retention Rohini Gandhotra Tom Smith

2. Generational Characteristics * * Mixing and Managing Four Generations of Employees, Greg Hammill, FDU Magazine, Winter/Spring 2005

3. Research Question: Are management employees content with management to continue working for the company for a long period of time Relevant factors: Employee trust, fulfillment, recognition, salary/benefits, career Target audience: Employees of a single facility/company

4. General Dynamics Land Systems Scranton Operations Manufacture of parts for military armored vehicles Three generations currently in management Baby Boomers Generation X Generation Y

5. Sampling plan: Sampling via printed survey performed anonymously to a drop box 41 management personnel at the facility 38 responded Question types: Demographic Multiple Choice Single response Opinion

6. Demographics

7. Demographics

8. Demographics

9. Simple Linear Regression Null: There is no relationship between age and job satisfaction Alt: There is a relationship between age and job satisfaction Variables: Age (x-variable), Job Satisfaction (y-variable)

10. Regression Statistics Multiple R 0.419181 R Square 0.175713 Adjusted R Square 0.152816 Standard Error 0.449952 Observations 38

11. AGE LINE FIT PLOT

12. ANOVA ANOVA df SS MS F Sig F Regression 1 1.55 1.5536 7.674 0.0088 Residual 36 7.288 0.202 Total 37 8.842 0.0088 < 0.05 so, reject the Null There is a relationship between age and job satisfaction

13. Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate 1 .946 a .894 .892 .161 2 .957 b .915 .910 .146 3 .961 c .924 .918 .140 a. Predictors: (Constant), compensation b. Predictors: (Constant), compensation, praise c. Predictors: (Constant), compensation, praise, salary vs leadership

14. MULTIPLE REGRESSION NULL: There is no relationship between age, job satisfaction, compensation, praise, salary and manager’s confidence ALT : There is a relationship between age, job satisfaction, compensation, praise, salary and manager’s confidence

15. Model Summary Model R R Square A R Sq Std. Error 1 .946 a .894 .892 .161 2 .957 b .915 .910 .146 3 .961 c .924 .918 .140

16. ANOVA Model Sum of Squares df Mean Square F Sig. Regression 7.909 1 7.909 305.053 .000 a Residual .933 36 .026 Total 8.842 37 Regression 8.092 2 4.046 188.816 .000 b Residual .750 35 .021 Total 8.842 37 Regression 8.174 3 2.725 138.723 .000 c Residual .668 34 .020 Total 8.842 37

17. Multiple Regression Discussion P-value of all x variables is less than 0.05 So, reject the null There is a relationship between age, compensation, praise, salary and manager’s confidence.

18. Conclusions: Managers must make a greater effort to earn the confidence of younger employees Improvements: Greater focus on what motivates employees and a more thorough survey Recommendations: Examine more simple and multiple regression analyses to potentially prioritize a manger’s focus on their employees motivations