Intergenerational differences in job satisfaction in Germany

Purpose: The aim of the research is to determine the differences in the level of job satisfaction among employees representing different generations in the labor market in Germany. It is assumed that the younger the generation, the lower the chance for higher satisfaction. Design/methodology/approach: The first part of the methodology is based on the use of post- hoc statistical tests and answers to the questions about the significance of differences in the level of job satisfaction among employees representing different generations. The second part of the analysis involves estimating multinomial logit models in which the dependent variable is job satisfaction. This part indicates important factors influencing the increase in the chances of achieving higher job satisfaction. Findings: The results of the study showed that there are statistically significant differences in the level of job satisfaction between the BB and X generations as well as the BB and Y generations. The general conclusion is that the younger the generation, the lower the average job satisfaction. Significant differences occur only when compared to the oldest generation. Research limitations/implications: The sample of the data is representative for German establishments in the private sector with at least 50 employees. Further research may focus on identifying the factors that create job satisfaction in generational groups and those that cause significant differences. An important element of the research would be to find substitution relationships between factors, which could certainly be used in human resources management processes. Practical implications: The research results can be used in practice in managing intergenerational teams. Knowledge of differences in approach to work and factors influencing job satisfaction allows for more accurate influence on, among others: employee commitment and performance and mitigating conflict situations. Social implications: The social implications of the presented study are related to shaping the attitudes of both employees and managers towards representatives of different generations functioning in the workplace and their mutual relationships. Originality/value: The article is addressed to a wide range of management practitioners in intergenerational teams. The value is providing new knowledge about differences in job satisfaction and factors that build satisfaction.