Examining job motivation of generation X and Y in public sports organizations in terms of organizational climate perception

Organizations require highly motivated employees to achieve their goals. Research has revealed that employee motivation is influenced by various organizational variables. The organizational climate is a significant group of variables that affect employee motivation and organizational success. The primary rationale of this study, designed with the assumption that different generations working together may be affected differently by these organizational variables, is to examine generations not only through their biological characteristics but also through a common consciousness formed by sociocultural, economic, and managerial conditions in the social process. In this context, the aim of this study is to reveal how Generation X and Y employees' organizational climate perception of working in public sports organizations affects their job motivation. This thesis is a quantitative research study that was designed using a relational and comparative survey model. The sample group consisted of 2062 employees working in the central and provincial organizations of the Ministry of Youth and Sports. The data collection tools used in this study were the "Personal Information Form," the "Organizational Climate Scale" developed by Bilir (2005), and the "Job Motivation Scale" developed by Dündar et al. (2007). Descriptive statistical tests, multiple linear regression analysis, and independent groups t-test were used for data analysis. According to the findings of this thesis study, there is a significant relationship between intrinsic motivation and job commitment for Generation X, and organizational climate explains 12% of intrinsic motivation. There is a significant relationship between extrinsic motivation and bureaucratic climate, supportive climate, job commitment, and communication, with organizational climate explaining 21% of extrinsic motivation. For Generation Y, there is a significant relationship between intrinsic motivation and bureaucratic climate, supportive climate, innovative climate, and job commitment, with organizational climate explaining 13% of intrinsic motivation. There is also a significant relationship between extrinsic motivation and bureaucratic climate, supportive climate, job satisfaction, and communication, with organizational climate explaining 20% of extrinsic motivation. Additionally, significant differences were found between Generations X and Y in terms of intrinsic and extrinsic motivation and the organizational climate dimensions of bureaucratic climate and job commitment. In conclusion, while the organizational climate perception of Generation X and Y predicts job motivation to a certain extent, it is possible that other variables may also be at play given the prediction rates. Job motivation and organizational climate perception differ among Generations X and Y. Considering the results, it can be stated that there are different motivational sources and generational differences in relation to the perception of an organizational climate among employees in sports organizations. Therefore, this study provides insight into how Generation X and Y employees in public sports organizations can be motivated in the context of an organizational climate. Key words: Job Motivation, Organizational Climate, Sports Organizations, Generation X, Generation Y