Abstract
This study explores the multifaceted factors influencing employee engagement among new-generation employees (born ≥1980) in a Chinese private airline, J Airlines. Anchored in Social Exchange Theory and Personality-Job Fit Theory, the research adopted a quantitative correlational design involving 174 stratified randomly selected participants. Using a researcher-developed questionnaire and the Utrecht Work Engagement Scale (UWES), the study examined how organizational factors—rewards and recognition, leadership effectiveness, work environment, career development, corporate culture, and governance mechanisms—interact with demographic profiles to shape engagement outcomes. Descriptive and inferential analyses revealed that rewards and recognition had the strongest positive influence on engagement (β = 0.513, p < 0.001), followed by leadership effectiveness and career development. Engagement was significantly higher among younger employees, while longer tenure was associated with reduced engagement levels. The final regression model explained 59.3% of the variance in engagement. Findings highlight the critical role of customized HR strategies that align with generational expectations, emphasizing transparent promotion paths, inclusive governance, and meaningful recognition. This research provides empirical insights for workforce retention and productivity enhancement in aviation and comparable service-driven industries, with implications for policy development and organizational culture transformation in emerging markets.
