Home⇛Psychology and Education: A Multidisciplinary Journal⇛vol. 50 no. 3 (2025)

Management Preferences, Job Satisfaction, Work Engagement, and Productivity: A Structural Model on the Sustainability of Millennial Employees in a National Government Agency in Region X

Vinah Jeanne Maghinay | Cristine Geroy | Nenita I. Prado

Discipline: social work

 

Abstract:

Millennial employees comprise a significant portion of today's workforce, both in the private and government sectors. Their high turnover rate, often linked to job dissatisfaction and shifting workplace expectations, has raised concerns among management most especially in a National Government Agency (NGA) in Region X. This study was conducted and aimed to develop a structural model that best represents the sustainability of millennial employees in the NGA and to assess their management preferences, job satisfaction, work engagement, and productivity. Using a descriptivecorrelational research design, survey questionnaires were distributed to 571 millennial employees (aged 28–43) across five offices of an NGA in Region X, who were selected through stratified random sampling. The analysis revealed that millennial employees were generally rated as sustainable, with M = 3.80 (SD = 0.66), indicating a high level of sustainability in their current work. Pearson's r analysis revealed a positive, significant correlation among management preferences, job satisfaction, work engagement, productivity, and sustainability. The corresponding correlation coefficients were: Management Preference (r = .279), Job Satisfaction (r = .727), Work Engagement (r = .727), and Productivity (r = .312). These results indicate that all variables are positively associated with sustainability (p-value = .000), confirming statistical significance. As a result, the null hypothesis (H??) was rejected. Among the nineteen (19) variables analyzed, the strongest predictors of millennial employees' sustainability were: Work and Workplace (β = 0.319), Employee Well-Being (β = 0.253), Benefits, Rewards, and Recognition (β = 0.166), Resources and Technology (β = 0.116), Psychological Safety (β = 0.099), and Autocratic Leadership (β = 0.094). The regression analysis confirmed that a combination of leadership style, workplace quality, recognition, well-being, and engagement-focused practices significantly predicts millennial employees' sustainability. The developed model, VM's Millennial Employees' Sustainability Model, emphasized how emotional, behavioral, and cognitive elements converged to shape sustainability outcomes. These findings confirm that sustainability was maximized when organizations holistically support their millennial workforce through engagement, satisfaction, and productivity.



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