Perbedaan Feedback Orientation pada Karyawan Generasi X dan Generasi Z di Tempat Kerja
DOI:
https://doi.org/10.38035/jim.v4i5.1486Keywords:
Orientasi Umpan Balik, Generasi X, Generasi Z, Tempat Kerja, Perbedaan GenerasiAbstract
Penelitian ini bertujuan untuk mengidentifikasi perbedaan orientasi umpan balik antara karyawan Generasi X dan Generasi Z di tempat kerja. Pendekatan yang digunakan dalam penelitian ini adalah kuantitatif dengan metode komparatif. Sampel penelitian terdiri dari karyawan Generasi X dan Generasi Z yang bekerja di berbagai perusahaan. Data dikumpulkan menggunakan skala Feedback Orientation Scale (FOS) dan dianalisis dengan uji Mann-Whitney karena data tidak memenuhi asumsi normalitas. Hasil analisis menunjukkan perbedaan yang signifikan dalam orientasi umpan balik antara Generasi X dan Generasi Z, dengan Generasi Z memiliki tingkat orientasi umpan balik yang lebih tinggi dibandingkan Generasi X. Analisis tambahan menggunakan uji crosstabs terhadap sepuluh item pertama dari skala FOS. Hasil menunjukkan bahwa Generasi Z cenderung memberikan respons yang lebih positif sedangkan Generasi X lebih dominan pada kategori negatif. Penelitian ini memperkuat hasil analisis utama dan mengindikasikan adanya perbedaan dalam sikap terhadap umpan balik antara kedua generasi. Implikasi dari penelitian ini berguna bagi pengelolaan sumber daya manusia dalam merancang strategi komunikasi dan pengembangan karyawan lintas generasi secara lebih efektif.
References
Anseel, F., Beatty, A. S., Shen, W., Lievens, F., & Sackett, P. R. (2015). How are we doing after 30 years? A meta-analytic review of the antecedents and outcomes of feedback-seeking behavior. Journal of Management, 41(1), 318–348.
Badan Pusat Statistik. (2021, Januari 21). Hasil Sensus Penduduk 2020.
Baskoro, D. (2022, April 16). Bukan gaji, ternyata ini yang dicari Milenial dan Gen Z saat bekerja. Kompas.
Becton, J. B., Walker, H. J., & Farmer, S. M. (2014). Generational differences in work values, outcomes, and person–organization values fit. Journal of Managerial Psychology, 29(6), 411–431.
Cekada, T. L. (2012). Training a multigenerational workforce: Understanding key needs & learning styles. Professional Safety, 57(3), 40–44.
Costanza, D. P., & Finkelstein, L. M. (2015). Generationally based differences in the workplace: Is there a there there?Industrial and Organizational Psychology, 8(3), 308–323.
Dahling, J. J., Chau, S. L., & O’Malley, A. (2012). Correlates and consequences of feedback orientation in organizations. Journal of Organizational Behavior, 33(2), 206–225.
Deal, J. J. (2007). Retiring the generation gap: How employees young and old can find common ground. Jossey-Bass.
Gjerde, K. P., Skinner, D., & Padgett, M. Y. (2022). Feedback seeking and employee performance: The role of feedback orientation. Human Resource Management Journal, 32(1), 102–118.
Gozali, V. A., Zamralita, Z., & Lie, D. (2024). Gambaran keterikatan kerja karyawan generasi Z di PT X. Jurnal Serina Sosial Humaniora, 5(2), 45–60.
Haryokusumo, D., & Wibowo, B. S. (2019). Managing multi-generation employees at work: Understanding inter-generational employee differences with big- five models and their effects on job stress. Diponegoro International Journal of Business, 2(1), 1–9.
Herashtter, A., & Epstein, M. (2010). Millennials and the world of work: An organization and management perspective. Journal of Business and Psychology, 25(2), 211–223.
Herold, D. M., & Greller, M. M. (1977). Feedback: The definition of a construct. Academy of Management Journal, 20(1), 142–147.
Higgins, E. T. (1997). Beyond pleasure and pain. American Psychologist, 52(12), 1280–1300.
Ilgen, D. R., Fisher, C. D., & Taylor, M. S. (1979). Consequences of individual feedback on behavior in organizations. Journal of Applied Psychology, 64, 349–371.
Katz, I. M., Moughan, C. M., & Rudolph, C. W. (2023). Feedback orientation: A meta-analysis. Human Resource Management Review. (In press).
Krenn, B., Würth, S., & Hergovich, A. (2013). The impact of feedback on goal orientation, performance, and learning in a dynamic decision-making environment. Learning and Individual Differences, 26, 120–129.
Linderbaum, B. A., & Levy, P. E. (2010). The development and validation of the feedback orientation scale (FOS). Journal of Management, 36(6), 1372– 1405.
London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12(1), 81–100.
McDonald, P. (1997). Performance feedback and employee motivation. Personnel Review, 26(1), 45–62.
Mrazek, M. D., Franklin, M. S., Phillips, D. T., Baird, B., & Schooler, J. W. (2013). Mindfulness training improves working memory capacity and GRE performance while reducing mind wandering. Psychological Science, 24(5), 776–781.
Mrazek, R. (2015). Managing intergenerational communication in the workplace: Strategies for reducing conflict and increasing understanding. Journal of Organizational Psychology, 15(2), 22–30.
Munnell, A. H. (2014). The impact of aging baby boomers on labor force participation. Center for Retirement Research at Boston College.
Nursyifa, P., & Suben, N. A. (2024). Pengaruh keberagaman generasi dalam organisasi terhadap pola komunikasi di perusahaan. INNOVATIVE: Journal of Social Science Research, 4(1), 22–33.
Rafiki, M. & Hartijasti, Y. (2021). Generational differences in dimensions of work values in Indonesian permanent employees. Proceeding of the 7th Striwijaya Economics, Accounting, and Business Conference. Rainer, T. S. (2011). The Millennials: Connecting to America’s largest generation. B&H Publishing Group.
Rasheed, M. I., Khan, M. M., & Munir, Y. (2015). Feedback orientation and job performance: Mediating role of feedback satisfaction. Journal of Business and Psychology, 30(3), 605–616.
Ray, P., & Singh, M. (2018). Effective feedback for millennials in new organizations. Human Resource Management International Digest, 26(4), 25–27.
Soerdjoatmodjo, C. A. (2023). Understanding Gen Z employees: Feedback orientation and digital expectations in the workplace. Journal of Human Capital Development, 16(1), 45–60.
Stahl, A. (2021). How Gen Z is bringing a fresh perspective to the world of work. Forbes, 4 May.
Steelman, L. A., & Wolfeld, L. R. (2018). The manager as a source of social support: Exploring the buffering effects of perceived supervisor support on feedback reactions. Journal of Organizational Behavior, 39(7), 872–888.
Steelman, L. A., Levy, P. E., & Snell, A. F. (2004). The feedback environment scale: Construct definition, measurement, and validation. Educational and Psychological Measurement, 64, 165–184.
Sujansky, J. G., & Reed, J. S. (2009). Keeping the Millennials: Why companies are losing billions in turnover to this generation—and what to do about it. Wiley.
Surya Putra, Y. (2016). Teori perbedaaMakartiasi. Among Makarti, 9(18), 1–15.
Suryadi, E., & Handayono, A. (2000). Manajemen sumber daya manusia: Strategi dan perubahan dalam konteks global. Grasindo.
Tocqueville, A. de. (1835). Democracy in America (H. Reeve, Trans.). Saunders and Otley.
Vandewalle, D. (2003). A goal orientation model of feedback-seeking behavior. Human Resource Management Review, 13(4), 581–604.
VandeWalle, D., Cron, W. L., & Slocum, J. W. (1996). The role of goal orientation following performance feedback. Journal of Applied Psychology, 81(6), 618–627.
Yuniarto, Y. (2022). Menilik Preferensi Pekerjaan Pada Kelompok Generasi X. Universitas Bunda Mulia.
Zemke, R., Raines, C., & Filipczak, B. (2000). Generations at work: Managing the clash of Veterans, Boomers, Xers, and Nexters in your workplace. AMACOM.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Ameilia Megah Indah Sukma, Resekiani Mas Bakar, St. Hadjar Nurul Istiqamah Istiqamah
This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share— copy and redistribute the material in any medium or format
- Adapt— remix, transform, and build upon the material for any purpose, even commercially.
The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution— You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions— You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
- You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation.
- No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rightsmay limit how you use the material.
