Effects of Compensation, Training and Development, and Supervisor Support Toward Organizational Commitment of Multi Generation Employees in a Public Sector Organization in Indonesia

This research aims to examine the effect of compensation, training and development, and supervisor support toward an organizational commitment of Generation X and Y workforce in State Comptroller Agency (BPKP Badan Pengawas Keuangan and Pembangunan). The sample for this research is 110 Gen X workers and 52 Gen Y workers in deputies’ office of Central BPKP in Jakarta. This research indicates that training and development have positive influence on organizational commitment on both Gen X and Gen Y workers. However, the research finding is unable to show the difference effect of compensation, training and development, and supervisor support toward organizational commitment between Gen X and Gen Y workers. Thus, the effect of independent variables toward dependent variables is indifferent to both generations and the implication of this research is discussed.


Introduction
A diverse workforce is something inevitable in any organizations. Currently, diversity is not only related to sex, race, and culture but also related with generation (Kapoor and Solomon, 2011). In twenty-first century, the workforce is divided into 3 main generations; Baby Boomers (born in 1946-1964), Gen X (born in 1965-1980) and Gen Y who was born after 1980 (Knouse, 2011). According to Society for Human Resource Management, almost 60% HR managers in major companies observe organization conflict source is the generation gap. The generation gap originates from a different perception of Loyalty and Respect among generations (Fraone, Hartmann, and McNally, 2008). The sense of loyalty to the organization is an essential part of the psychological contract between employee and employer (Rosseau, 2001 in Thompson and Gregory, 2010).
Organizational commitment is believed represent psychological contract which involves loyalty and identification with the organization (Yoon, 2007). Employees, who have a high commitment to the organization, tend to be more creative, and productive (Shafiq, Zia-ur-Rehman, and Rashid, 2013). Employees' high commitment also manifest in a strong willingness to serve and low intention to leave the organization (Hunt and Morgan, 1994;Robbins and Coulter, 2003;Mowday, Steers, andPorter, 1982 in Nawab andBhatti, 2011).
Organization which its workers show low organizational commitment often less productive and fail to provide good products and services (John, 2005 in Naqvi andBashir, 2015).
Even though organizational commitment is something important in organization, Patalano (2008) revealed that there is difference level of organizational commitment of Gen X and Gen Y workers.
Organization could enhance organizational commitment through human resource practices. Compensation policy and training and development are several factors which strongly related to organizational commitment according to Shafiq, Zia-ur-Rehman, and Rashid (2013).
Supervisor support also could influence organizational commitment beside compensation and training and development policies (Yasar, Emhan, and Ebere 2014).
Human resource practices help employees to grow their career and believed it will contribute to organizational commitment (Döckel, 2003;Joāo, 2010and Lumley, 2009in Van Dyk and Coetzee, 2014 The availability of multi-generation workforce also can be found in Indonesia, including in public and government organization. Public officials currently composed of 3 generations; Baby Boomers (1945( -1964( ), Gen X (1965( -1979 and Gen Y (1980Gen Y ( -2000 (Wangsaatmaja, 2013). One of government organization which has multi-generation workforce is State Comptroller Agency (BPKP -Badan Pengawas Keuangan and Pembangunan). Baby boomers generation is nearly reaching pension age thus makes BPKP anticipate it by hiring Gen X and Gen Y to replace baby boomer workers later on.
BPKP needs to carefully examine the effect of compensation policy, training and development policy, and supervisor support toward organizational commitment for both Gen X and Gen Y workers. The proper treatment of Gen X and Gen Y related HR practices will help increase the organizational commitment of its employees and in a long run, it will equip organization to provide good products and services for the stakeholder.

a. Generational Cohorts
Generational cohorts are a classification of persons into a group based on the year they were born and thus shared similar social and historical phenomenon during a critical period of their growth (Schaie, 1965in Twenge, et al., 2010. According to Luntungan, Hubies, Sunarti, and Maulana (2014), generational cohort concept refers to age segmentation which could be applied as a proxy to represent the characteristic of the whole generation. Mannheim is a pioneer scholar in creating generational cohort theory (Smelser, 2001;Sessa et al., 2007in Luntungan et al., 2014. This theory argued that values shifting does not only occur in Western Europe countries but also occurred everywhere if life experience of one generation to another is different because of social and historical moment as they age are varied (Inglehart, 1977;Inglehart, 1990;Abrasom and Inglehart;1995in Luntungan et al., 2014. This research applied year of born as basic for generation segmentation to make it consistent with previous research. The year of born was used by many researches as basic of classification in field of generational cohort (Zopiatis et al. 2012in Luntungan et al., 2014. In this research Gen X are people who was born in 1965-1979 and Gen Y are people who was born in 1980-2000 according to Acar (2014). Right Consciousness and Women Struggle for egalitarianism. Those moments created unique characters of Gen X which described as practical, pessimistic, concern to work-life balance, technical, independent, and adaptive. On the other hand, the fall of communism and internet revolution were experienced by Gen Y during their growth period into adulthood. Anantatmula (2012) in Luntungan et al. (2014) stated those moments formed Gen Y as generation with characteristic as ambitious, confident, multitasking, and independent.

c. Organizational Commitment
Commitment defined as compatibility of individual and organization goals. Individu with high level of commitment will increase his effort to gain organization's goals in general (Steers, 1977in Shafiq, Zia-ur-Rehman in Rashid, 2013. Thus organizational commitment is something specific related with employees' affection toward their job, identified themselves as part of organization, sense of unity with the organization (Gulbahar, Ch, Kundi, Qureshi, and Akhtar, 2014).

d. Compensation
Compensation is wage/salary and benefits received by employees from organization as work relational return (Shafiq, Zia-ur-Rehman and Rashid, 2013). If compensation is perceived as good by employees it will lead to higher productivity, increasing working morale, enhancing job satisfaction, better organizational commitment, more adaptive culture, nurturing trust, and fostering effective communication and teamwork. (Shafiq, Ziaur-Rehman and Rashid, 2013).

e. Training and Development
Definition of training according to Noe (2010) is systematic and planned approaches exercise by organization to facilitate learning process for employees to gain competencies which related to his job. While development is formal education, working experiences and personal appraisal which will help employees performing future job effectively. Training and development will help employees grow their career and equip them with adequate competencies (Shafiq, Zia-ur-Rehman and Rashid, 2013). Availability of traning and development opportunities could enhance employees' capabilities (Kraimer et al., 2011 in Van Dyk andCoetzee, 2012).

f. Supervisor Support
Powell (2011, in Yasar, Emhan, andEbere, 2014) defined supervisor support as how superordinate recognizes their subordinate's contribution and show caring to their employees' wellbeing. Therefore, if a leader showed positive support to their employees it will lead to better performance and in the end organization will benefit good impact from it (Yasar, Emhan, and Ebere, 2014

Research Hypotheses
Research of Shafiq, Zia-ur-Rehman and Rashid (2013) showed compensation has positive effect to organizational commitment. Research of Naqvi and Bashir (2015) also proved positive and significant relationship between compensation and organizational commitment. Positive correlation between salary and commitment is revealed by Mathieu and Zajac (1990, in Döckel, Basson andCoetzee, 2006). Therefore, the hypothesis is: workers Gen X workers have higher level of satisfaction in both intrinsic and extrinsic reward compare to baby boomers or Gen Y (Miller, 2006). Research of Miller (2006) revealed Gen X workers will give their commitment to organization which is able to provide desirable reward for them even though Gen X workers still have flexibility in job movement.
Moreover, Swiggard (2011) also stated expectation of baby boomer, Gen X, and Gen Y on financial incentive or compensation is different. Every generation demands fair compensation and reward, but Gen X placed financial incentive and compensation in higher rank compare to Gen Y. Importance level of compensation is viewed differently between those 2 generations. Therefore, the hypothesis is: Generations. On the contrary, Swiggard (2011) found that baby boomers and Gen X placed opportunities of training and development more important compare to Gen Y. Baby boomers and Gen X placed opportunities of training and development in rank 9th while Gen Y placed it in rank 10th. The hypothesis is: H5: Effect of training and development to organizational commitment is different between Gen X and Gen Y According to Tolbize (2008), employees will behave differently depend on their perception of control and feedback. A study contrasted traditional generation, baby boomer, and Gen X in public sector organization revealed baby boomer more appreciate freedom of control during their working hours. Morover Tolbize (2008) stated workers across generations have different need of work recognition and feedback. Younger generation such as Gen Y prefers more feedback while older generation does not like strict feedback. Gen Y tends to expect more feedback in detail because they feel if their job was recognized it will make them have higher self-efficacy in performing their job (Glass, 2007). Therefore, the hypothesis is:

H6: Effect of supervisor support to organizational commitment is different between
Gen X and Gen Y   The formula is as follow: Sample per deputy = Total workers per deputy x percentage sample size of Gen X/Gen Y Questionnaire in this research is formulated based on questionnaire developed by Naqvid and Bashir (2015). Naqvi and Bashir (2015) adapted item of questions to measure organizational commitment from tools developed by Allen and Meyer (1990), to measure compensation adapted from Heneman and Schwab (1985), to measure training and development adapted from Rogg, Schmidt, Shull and Schmitt (2001), and for supervisor support measurement the item of questions were adapted from Ramus and Steger (2000).
In this research the questionnaire is designed into 6-point Likert scale to avoid central tendency of respondents' answer.
Sampling technique for this research is non-probability sampling using purposive and quota sampling method. Purposive sampling is a method where respondent is chosen because he/she meets certain characteristics required by research purposes (Sekaran and Bougie, 2013). This method aimed to choose only Gen X and Gen Y workers as target respondent and exclude others respondent inappropriate to participate. Quota sampling is a method where certain number of respondent has been determined before to get proportional amount of respondent as representative (Sekaran and Bougie, 2013).
Data is analyzed using software Statistical Package for Social Science 20 (SPSS).
Several statistical tests were performed to prove the hypotheses proposed. The first statistical tool is independent sample t-test to see the difference of mean between two independent samples of every variable. This test aimed to see whether any difference of perception in compensation, training and development, supervisor support, and organizational commitment between Gen X and Gen Y workers in BPKP. Afterward, multiple linear regressions were performed to answer hypotheses 1 to 3 by observing significant value and beta coefficient to see the effect of independent variables to dependent variable.
To test hypotheses 4-6, the beta coefficient from regressions equation was compared between generations. This test aimed to see whether any difference in effect of independent variables to dependent variable between those two generations.

Result and Discussion
Independent sample t-test is chosen because it measured two different sample groups which are Gen X workers and Gen Y workers. Based on   (2013) Therefore, BPKP cannot design its own compensation system. BPKP has no authorities to regulate the forms and nominal of compensation for its employees. BPKP in designing and giving compensation to its employees must follow the regulation issued by the government since BPKP is public organization under supervision of government of Indonesia.
Compensation system of BPKP is totally different from private sector. In private sector organization can design its own compensation system aligning with organization strategic goals. To attract employees, private organizations implement attractive and competitive compensation package. In private organizations, compensation is linked with performance while in BPKP is not. In BPKP incentives are given mainly based on job class. Finally, compensation system in BPKP is unable to affect employees' organizational commitment because employees see compensation procedure in BPKP is not a trigger for them to perform better.
On the other hand, training and development is positively affecting organizational commitment of employees in BPKP for both generations. Significant values for Gen X is 0.00 and for Gen Y is 0.003 which is lower than 0.05. Thus hypotheses 2a and 2b are accepted, there are positive effect of training and development to organizational commitment for Gen X and Gen Y workers in BPKP. This finding is in accordance with finding of Shafiq, Zia-ur-Rehman, and Rashid (2013).
Training and development in BPKP is designed for every level employee. This policy is formally issued in Regulation of Head of BPKP number 24/2014. Training and development is conducted by Center for Training and Development. In BPKP training and development is classified into 4 categories: pre-job training, leadership training, auditing training, and technical training. Every level of training has its own core competence to be achieved and success indicators. Training and development is also an indicator for people to be promoted. If an employee will be promoted to higher position she/he must follow training before assigned to prospective position. The higher the position, the bigger the responsibility assigned to job holder. This condition makes employees always try to improve their skill and capacity in order to achieve higher position in organization.
Therefore, training and development perceived as something important for employees in BPKP for both Gen X and Gen Y and become an important factor for them to be loyal or not. No wonder if training and development then has positive effect to organizational commitment in BPKP for both generations.
According to table 3, supervisor support has not given effect to organizational commitment in BPKP. Significant values of Gen X 0.138 and Gen Y 0.065 which is higher than 0.05. This finding is contradictive with finding of Yasar, Emhan, and Ebere (2014) which showed that supervisor support gives positive impact on organizational commitment.

Managerial Implication
This research showed that to increase organizational commitment for Gen X and Gen Y workers in BPKP organization must focus on training and development. BPKP must provide opportunities to Gen X and Gen Y workers to increase their skill and capacity and provide room for them to implement it on their job. BPKP also must be able to give employees chance to develop.
The finding also reveals that there is no different effect of compensation, training and development, and supervisor support toward organizational commitment for both Gen X and Gen Y workers. Strong organizational culture might be behind this phenomenon.
BPKP has formal guidance in designing and developing organizational culture as written on regulation number: Per-1234/K/Su/2010. BPKP is public organization which bound to certain procedures that cannot be neglected thus make it bureaucratic. All HR practices in BPKP including compensation, training and development and even subordinate supervision were regulated in formal procedures. BPKP designed its organization in alignment with organization's vision and mission which is creating work ethic in performing BPKP's role as state comptroller agency thus required BPKP implement the same treatment regardless of workers' generation.
Generation cohort theory also might be slightly different in Indonesia and those of western countries. In this research generation classification is based on year of born which followed historical events in US and Europe. This historical events might be unrelated to Indonesia thus generational classification might be different. Luntungan et al. (2014) classified worker generation in Indonesia based on events related to political regime, political stability, and freedom of press as presented in table 6. one generation to another might be different among nations. This consideration is unaccommodated in this research which makes it one of caveat to this research.
Another limitation is sample of BPKP workers. In this research, sample was generated only fro from 4 deputies' office in Jakarta while in fact BPKP is available in 33 provinces across Indonesia. It might lead to inability to generalize this finding into whole BPKP in Indonesia or in larger scope to all public organizations. This research is also unable to depict the dynamic of generational cohort in private sector.

Conclusion
Training and development is the only factor which contributes to organizational commitment of Gen X and Gen Y workers in BPKP. Moreover, there is indifferent effect of independent variables to dependent variable between Gen X and Gen Y. It means characteristic of Gen X and Gen Y in BPKP might be similar.
Strong organizational culture might be factor which makes generation difference in BPKP insignificant. Another possibility might be of inappropriate generation classification since in this research year of born is not adjusted with Indonesian historical events which might contribute in shaping characteristic of generations.