Data on multigenerational diversity management on employee behavioural outcomes

The aim of this article was to assess the role of multigenerational diversity management on employee behavioural outcomes. This data intends to test all hypotheses in their null form: H1: Flexible leadership do not play any significant role in enhancing the quality of employee involvement in an organization. H2: Mentoring do not significantly affect citizenship behaviour in an organization. H3: Learning and development do not significantly determine the level of employee commitment in the organization. H4: Intergenerational Cooperation do not significantly influence turnover intentions in the organization. H5: Recognition do not significantly increase employee job satisfaction outcomes in the organization. A total of 290 copies of questionnaires were administered using stratified and simple random sampling techniques sampling method out of which 253 copies of the questionnaire were valid and functional for this research. The descriptive method of analysis was adopted, hypothesis was tested using linear regression. The data showed that flexible leadership has a significant effect on employee involvement, mentoring has a positive influence on organisational citizenship behaviours of employees, learning and development has a significant impact on employee commitment, intergenerational cooperation has no significant influence on turnover intentions, while, employee recognition impacts significantly on job satisfaction. Presented data are relevant to both employees, management, researchers and policy makers. The article recommends that management teams be more responsive to the complexities facing the 21st century multigenerational workforce through the implementation of multigenerational diversity management strategies in other to make work more inspiring.