Journal articles: 'Generational Diversity'

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Kramer, Linda W. "Generational Diversity." Dimensions of Critical Care Nursing 29, no. 3 (May 2010): 125–28. http://dx.doi.org/10.1097/dcc.0b013e3181d24ba9.

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Johnson, Susan A., and Mary L. Romanello. "Generational Diversity." Nurse Educator 30, no. 5 (September 2005): 212–16. http://dx.doi.org/10.1097/00006223-200509000-00009.

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Hart, Sandra M. "Generational Diversity." JONA: The Journal of Nursing Administration 36, no. 1 (January 2006): 10–12. http://dx.doi.org/10.1097/00005110-200601000-00004.

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McNamara, Sharon A. "Incorporating generational diversity." AORN Journal 81, no. 6 (June 2005): 1149–52. http://dx.doi.org/10.1016/s0001-2092(06)60377-3.

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Clausing, Sherry L., Doris L. Kurtz, Judith Prendeville, and Janet Lynn Walt. "Generational Diversity-The Nexters." AORN Journal 78, no. 3 (September 2003): 373–79. http://dx.doi.org/10.1016/s0001-2092(06)60749-7.

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Ravichandran, Sabthami. "Generational Diversity at Workplace." NHRD Network Journal 14, no. 3 (July 2021): 350–54. http://dx.doi.org/10.1177/26314541211030592.

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The article briefs upon the multiple ways TVS has been engaging its employees for generations. Employees share their experiences and take immense pride in becoming the brand ambassadors of this century-strong and value-filled organisation. From practising a culture of innovation to building an ecosystem that encourages the entrepreneurs, TVS has left its legacy by creating an inclusive and conducive work environment for its employees. The article details on how employees consider being part of the TVS family as a pride of association and further states the revolutionary measures initiated in terms of employee well-being and welfare.

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Stevens, Roxanne Helm. "Managing Human Capital: How to Use Knowledge Management to Transfer Knowledge in Today’s Multi-Generational Workforce." International Business Research 3, no. 3 (June 11, 2010): 77. http://dx.doi.org/10.5539/ibr.v3n3p77.

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The purpose of this exploratory study is to examine knowledge transfer strategies within the framework of a multi-generational workforce. It is common to consider different generational perspectives in the workplace and its impact on knowledge management and transfer strategy. This research compares differences in workforce generations and examines different methods to pass knowledge cross-generationally. Companies must design knowledge transfer strategies conducive to multi-generational workforce dynamics keeping in mind the generational diversity that exists in the workplace. The present study endeavors to provide insight into this issue.

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Waligóra, Łucja, and Agata Austen. "CRITICISM OF THE INTERGENERATIONAL DIVERSITY CONCEPT. TOWARDS DIVERSITY OF EMPLOYEES DUE TO AGE." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 20, no. 3 (September 30, 2019): 241–94. http://dx.doi.org/10.5604/01.3001.0013.7252.

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The diversity of employees in organizations has always aroused the interest of employers and specialists in human resource management. Interest in generational diversity has been gradually increasing since the turn of the 21st century. While many researchers support the concept of generation diversity, an increasing number of scientists question the validity of the idea that employees differ not only in age, but above all in values, approach to work or attitude to employer loyalty, have different motivational needs, and other competences. This article discusses the differences between individual, often appearing concepts: generation and cohort, intergenerational and multi-generational. Methodological challenges were also poin¬ted out when trying to thoroughly examine the differences between employees from different generations and between older and younger employees. The article also aims to verify the differences between generational diversity and employee diversity based on age. In addition, the article indicates the observation that the theoretical basis on the issue of generations, as well as previous empirical research, raise a lot of controversy and point to many substantive and research gaps, in contrast to the concept of employee diversity due to age.

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Gavino, Monica, Hamid Mohammadi, John Eber, and Tolulope Bewaji. "Diversity Climate: Does Our Generational Lens Matter?" International Journal of Organizational Diversity 13, no. 1 (2014): 25–38. http://dx.doi.org/10.18848/2328-6261/cgp/v13i01/40178.

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Amayah, Angela Titi, and Julie Gedro. "Understanding generational diversity: Strategic human resource management and development across the generational “divide”." New Horizons in Adult Education and Human Resource Development 26, no. 2 (April 2014): 36–48. http://dx.doi.org/10.1002/nha3.20061.

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Sakdiyakorn, Malinvisa, and Walanchalee Wattanacharoensil. "Generational Diversity in the Workplace: A Systematic Review in the Hospitality Context." Cornell Hospitality Quarterly 59, no. 2 (September 13, 2017): 135–59. http://dx.doi.org/10.1177/1938965517730312.

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This article marks the first systematic review that focuses on generational diversity in the hospitality workplace in the period from 2000 to 2016. A comprehensive search was conducted in the five dominant databases, namely, Scopus, SAGE, Emeralds, Science Direct, and EBSCOhost’s Hospitality and Tourism Complete, resulting in 49 articles for systematic content analysis. This article maps out the existing landscape of generational studies within a hospitality context before providing five areas of recommendations for future studies to fully capture the intricacy of the generational phenomenon. This study serves as a funnel for academics and practitioners within the hospitality field as it gears their attention and research directions toward the crucial, yet underexamined, context of generational studies.

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Ruiz, Mónica Vallejo, Mª Begoña Alfageme González, José Miguel Niezto Cano, Ana Torres Soto, Antonio Portela Pruaño, and Mª Luisa García Hernández. "Generational Diversity among Teachers in the Workplace: Implications for Teacher Relationships, Identity and Development." Journal of Intercultural Management 13, no. 2 (June 1, 2021): 59–80. http://dx.doi.org/10.2478/joim-2021-0061.

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Abstract Objective: This contribution aims to introduce a conceptual framework on generational diversity of teachers in order to analyze and understand its influence on the processes and results of professional interaction in schools. Methodology: In this conceptual piece, first, the relevance of generational diversity among teachers in their workplace is examined and justified, emphasizing the increasing aging of teaching staff. Next, generational diversity is explored by analyzing the concept of generation and the attributes used to distinguishing generations (particularly, age). Furthermore, evidence is considered regarding the impact on the construction of teacher relationships, paying particular attention to the context of collaborative relationships between teachers belonging to different generations and its effects on teacher learning and identity. Findings: Conclusions are drawn as to the potentialities of intergenerational learning. Value added: Despite representing a clear challenge for the educational organizations, generational diversity and intergenerational collaboration among teachers and school leaders have been scarcely studied so far. Recommendations: Conclusions are drawn as to the potentialities of intergenerational learning and implications for professional induction and collegial professional development are presented as well.

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Lester, Scott W., Rhetta L. Standifer, Nicole J. Schultz, and James M. Windsor. "Actual Versus Perceived Generational Differences at Work." Journal of Leadership & Organizational Studies 19, no. 3 (April 25, 2012): 341–54. http://dx.doi.org/10.1177/1548051812442747.

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As the amount of generational diversity increases among today’s workforce, a common topic of conversation is how to handle differences between generational cohorts. But to what extent do generations believe they are different and to what extent are generations actually different? This study examines this question. Using generational cohort theory as a theoretical underpinning, this study considers 15 work-related concepts and the degree to which workers personally value them. Subjects also provide their perceptions of how much they believe Boomers, Generation X, and Generation Y value these items. Results reveal the differences subjects perceive among the generations significantly outnumber the actual value differences individuals reported. The authors discuss both actual and perceptual differences in detail and theorize why the nature of these actual differences may lead to generational misconceptions. By doing so, this study provides a meaningful contribution to the discussion of generational diversity and its impact on the workplace.

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Baran, Małgorzata, and Monika Kłos. "Competency Models and the Generational Diversity of a Company Workforce." Economics & Sociology 7, no. 2 (May 20, 2014): 209–17. http://dx.doi.org/10.14254/2071-789x.2014/7-2/17.

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Campbell, Stacy McIlraith. "New Perspectives on Researching Generational Diversity at Work." Academy of Management Proceedings 2012, no. 1 (July 2012): 12677. http://dx.doi.org/10.5465/ambpp.2012.12677symposium.

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Hendricks, Joyce M., and Vicki C. Cope. "Generational diversity: what nurse managers need to know." Journal of Advanced Nursing 69, no. 3 (July 9, 2012): 717–25. http://dx.doi.org/10.1111/j.1365-2648.2012.06079.x.

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Kim, Se-Kwang. "A Study of Diversity and Unity for the Next Generational Worship." Theology and Praxis 62 (November 30, 2018): 7–40. http://dx.doi.org/10.14387/jkspth.2018.62.7.

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Migueles, Carmen Pires, Marco Tulio Fundão Zanini, Juliana Carvalho, and Fernando Filardi. "The impact of generation diversity on trust within companies." Cadernos EBAPE.BR 19, no. 4 (December 2021): 932–45. http://dx.doi.org/10.1590/1679-395120200218.

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Abstract This paper investigates the causes of generational differences at work and their impact on the propensity to trust. We treated propensity to trust as a proxy for social capital, enhancing cooperation and efficiency. We assessed trust variations in a sample of five companies using combined qualitative and quantitative methods to investigate possible differences in the levels of trust among generational cohorts. We conducted 36 in depth-interviews and 24 focus groups and collected 894 valid questionnaires. The qualitative analysis suggests that differences among generations are related to the experience of time and time-flow and uncertainty and vulnerability throughout one’s lifetime. The results confirm that perceived vulnerability negatively affects the predisposition to trust.

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Cawich, Shamir O., Peter B. Johnson, Dilip Dan, and Vijay Naraynsingh. "Surgical leadership in the time of significant generational diversity." Surgeon 12, no. 4 (August 2014): 235–36. http://dx.doi.org/10.1016/j.surge.2014.03.007.

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Reiser, Catherine, Victoria Van Vreede, and Elizabeth M. Petty. "Genetic counselor workforce generational diversity: Millennials to Baby Boomers." Journal of Genetic Counseling 28, no. 4 (March 2, 2019): 730–37. http://dx.doi.org/10.1002/jgc4.1107.

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Gordon, Virginia N., and Margaret J. Steele. "The Advising Workplace: Generational Differences and Challenges." NACADA Journal 25, no. 1 (March 1, 2005): 26–30. http://dx.doi.org/10.12930/0271-9517-25.1.26.

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The American workplace today is unlike any other in history because for the first time it is made up of four distinct generations. The advising workplaces on today's college campuses mirror this generational diversity. Four generations and their different perceptions of work attitudes and values, management expectations, communication patterns, and even work hours and dress are addressed in this article. Also discussed are generational preferences for information giving, teaching styles, and advisor-training formats. Suggestions for how advisors and administrators can use this diversity to enrich collaboration between generations are offered. Acknowledging and incorporating the ideas, values, and perceptions that advisors from different generations bring to the advising workplace can have a positive impact on its climate, collegiality, and effectiveness.

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Graf, Allyson, and Amy Knepple Carney. "Age as an Overlooked Element of Diversity: Approaches to Addressing Intergenerational Perspectives." Innovation in Aging 4, Supplement_1 (December 1, 2020): 531. http://dx.doi.org/10.1093/geroni/igaa057.1712.

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Abstract Outside of gerontology, age is an often underappreciated element of diversity. At a time when all generations must work together to provide inclusive, multi-faceted solutions to today’s societal problems, ageist and generational stereotypes are often barriers to meaningful intergenerational exchanges. Age derogation and negative stereotypes have been used to splinter communities, perpetuate misinformation, and trivialize intergenerational conversations. As researchers, educators, and practitioners, we understand why age matters, but our students, community leaders, and employers may not. It is our disciplinary obligation to convince those who ignore, dismiss, or misrepresent age of the importance of this aspect of diversity for navigating any multigenerational setting. In this talk, we provide three approaches to addressing age-related beliefs in the classroom. We begin by exploring the impact of generational stereotypes within minority communities. For the LGBT community, negative stereotypes coupled with rapid social change have lead to a growing generational gap. We then shift perspectives to examine the role that lifespan developmental psychology can play in preparing students to enter a diverse multigenerational workforce. Here, we discuss research on age identity and generational identity as distinct and self-enhancing life-span processes, and highlight the developmental barriers that must be navigated in order to foster intergenerational cohesion. Finally, we discuss the findings from Generation to Generation, an intergenerational discussion course for older and younger adults, designed to promote productive intergenerational contact. The results provide evidence that intergenerational discussion may facilitate improved connections between generations.

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Akhavan Sarraf, Ahmad Reza, Mehdi Abzari, Ali Nasr Isfahani, and Saeed Fathi. "Generational differences in job engagement: a case study of an industrial organization in Iran." Industrial and Commercial Training 49, no. 3 (March 6, 2017): 106–15. http://dx.doi.org/10.1108/ict-10-2016-0068.

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Purpose Understanding generational differences are important because generational diversity can affect work relationships and the effectiveness of communication, engagement and performance management strategies. On the other hand, organizations should be concerned about employee engagement, considering all the positive outcomes that engaged employees could bring to the workplace. The paper aims to discuss these issues. Design/methodology/approach The purpose of this study is to examine employee engagement of different generations in Iran. Four hypotheses were proposed regarding job engagement and its constructs: vigor, dedication and absorption. The study utilized ANOVA tests to detect statistically significant differences between generations. Findings The results revealed not only a number of significant differences among generations, but also some similarities. The study shows the value of generational analysis as a useful segmentation criterion in organizational behavior researches. Originality/value To distinguish between different generations in relation to job engagement, also better understanding the behavior of generational cohorts that affect the success of organizations. It helps managers to find and resolve the conflict among persons and groups in the organization and also to achieve the benefits of diversity, creativity and energy of generations.

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Bradford, Clare. "Cross-Generational Negotiations: Asian Australian Picture Books." Papers: Explorations into Children's Literature 17, no. 2 (December 1, 2007): 36–42. http://dx.doi.org/10.21153/pecl2007vol17no2art1193.

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The picture books which focus on the everyday experiences of children growing up in a multicultural society, where cultural diversity is very often symbolised by objects or artifacts whose production and meanings involve cross-cultural negotiations are discussed. The books discussed are Old Magic, Grandpa and Ah Gong, Grandpa's Mask, What a Mess, and Fang Fang.

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Appelbaum, Steven H., Anuj Bhardwaj, Mitchell Goodyear, Ting Gong, Aravindhan Balasubramanian Sudha, and Phil Wei. "A Study of Generational Conflicts in the Workplace." European Journal of Business and Management Research 7, no. 2 (March 5, 2022): 7–15. http://dx.doi.org/10.24018/ejbmr.2022.7.2.1311.

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This article reviews research around generational differences and examines the causality between these differences and conflicts usually happening at the workplace. The conflicts can be defined as value-based, behaviour-based, or identity-based. These generational differences also affect managers’ strategies when dealing with conflicts at work. Morton Deutsch’s theory of cooperation and competition is often used for organisations to understand the nature of conflicts, and the Conflict Process Model can be used to examine how conflicts can evolve. Studies show that once a generational conflict is identified and understood, organizations can mitigate and resolve the conflict by developing mentorship between the parties involved to embrace generational diversity. Various components of the HR activities should also be altered to adapt generational differences for an organization to attract and retain talents. As events and developments that caused generational differences are chronological, conflicts that could arise from the reactions by different generations to the future of work leaping through the recent Covid-19 pandemic should be prepared. However, some studies raised debate about the causality between generations and behavioural characteristics at work and argued the necessity of managing conflicts caused by generational differences, raising concerns that attributing conflicts to generational differences potentially oversimplifies the problems.

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Jain, Aman, and Mridul Maheshwari. "An Exploratory Study on Intergenerational Learning in Indian IT Workspace." South Asian Journal of Human Resources Management 7, no. 2 (September 13, 2020): 233–56. http://dx.doi.org/10.1177/2322093720944275.

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Recent years have been transformational for organisations owing to growing generational diversity and the associated challenges of managing the different generations working together. This issue of generational diversity invites significant attention in the context of studying organisations that are going through massive transformations with the presence of different generations within the organisations at the same time (Baby Boomers, Generation X and Generation Y or Millennials). Each of the three generations, with their understanding of the business context, technology, and industry-specific knowledge, are influencing organisational learning landscapes. With this, both the organisations and individuals benefit from the exchange of expertise suited to the learning preferences of different generational cohorts. This qualitative research is an attempt to explore the aforementioned phenomenon by focusing on the nuances of the traits of different generations, their respective learning preferences and the dynamics of intergenerational learning in the context of Indian IT companies. Insights that emerge seek to unravel the observed facets of intergenerational learning by three diverse generations of IT Industry.

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Scase, Richard. "Q: How can I effectively manage generational and cultural diversity." Strategic HR Review 5, no. 5 (July 2006): 7. http://dx.doi.org/10.1108/14754390680000901.

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Teixeira, Sylvana Lima. "PLASTIC AND INTEGRATIVE LEADERSHIP IN A CONTEXT OF GENERATIONAL DIVERSITY." Scientific Journal of Applied Social and Clinical Science 2, no. 4 (February 17, 2022): 2–7. http://dx.doi.org/10.22533/at.ed.216222417027.

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Authors, Contributing, Sania Usmani, Muhammad Haris Asif, Muhammad Zaid Mahmood, Muhammad Yousuf Khan, and Mir Burhan. "Generation X and Y: Impact of Work Attitudes and Work Values on Employee Performance." Journal of Management and Research 6, no. 2 (December 24, 2019): 51–84. http://dx.doi.org/10.29145/jmr/62/060203.

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Sustainable competitive advantage lies in the intellectual capital of firms, where it has become important to retain employees and train them for future leadership. Hence, firms must recognize the importance of the work values and attitudes of the employed Generation. Understanding Generational diversity and using the right strategy is crucial for the firm’s success. Theorization of Generational differences have been applied in Western Cultures more often than Eastern Cultures, hence this research expanded the concept of Generational diversity to the banking workforce of Karachi, Pakistan. The relationship between Generation X and Y work values and attitudes on employee performance was examined. Three hundred people from Generation X and Y were taken as a sample from the Commercial Banks in Karachi and responses on different work attitudes and values were taken. It was found that values and attitudes have a significant relationship with employee performance for both Generation X and Y. However, cognitive and social values are important for Generation X while cognitive, instrumental and prestige values are important for Generation Y employees. The study theoretically contributes to work values and attitudes perspective, generational theory and performance perspective and offers implications for creating a suitable combination of tasks and rewards with respect to individual needs.

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Santos, Thiago, and S. Xavier. "A Convergence Indicator for Multi-Objective Optimisation Algorithms." TEMA (São Carlos) 19, no. 3 (December 17, 2018): 437. http://dx.doi.org/10.5540/tema.2018.019.03.437.

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The algorithms of multi-objective optimisation had a relative growth in the last years. Thereby, it's requires some way of comparing the results of these. In this sense, performance measures play a key role. In general, it's considered some properties of these algorithms such as capacity, convergence, diversity or convergence-diversity. There are some known measures such as generational distance (GD), inverted generational distance (IGD), hypervolume (HV), Spread($\Delta$), Averaged Hausdorff distance ($\Delta_p$), R2-indicator, among others. In this paper, we focuses on proposing a new indicator to measure convergence based on the traditional formula for Shannon entropy. The main features about this measure are: 1) It does not require tho know the true Pareto set and 2) Medium computational cost when compared with Hypervolume.

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Vraňaková, Natália, Zdenka Gyurák Babeľová, and Andrea Chlpeková. "Sustainable Human Resource Management and Generational Diversity: The Importance of the Age Management Pillars." Sustainability 13, no. 15 (July 29, 2021): 8496. http://dx.doi.org/10.3390/su13158496.

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The issue of population aging is currently highly topical. In the context of population aging, age management comes to the fore. It addresses the management of human resources with regard to the age and potential of employees. The main aim of the article is to present the results of research focused on the importance of age management pillars from the perspective of employees from different generational groups in industrial enterprises in Slovakia. Based on established research questions and the research hypothesis, we can state that the perceived importance of age management pillars differs depending on the affiliation to the generational group. The research hypothesis was confirmed, and we conclude that there is a dependence between generational groups of employees from industrial enterprises in Slovakia and the importance of the age management pillars (the number of designations in a pairwise comparison). As a data collection tool, a research questionnaire was created. Collected data were evaluated based on a pairwise comparison of the perceived importance of age management pillars for employees. The research sample consisted of N = 384 respondents (employees of large industrial enterprises in Slovakia). When considering the research results, the use allows approaching the management of different generations of employees directly within the framework of sustainable human resource management. The research problem is also supported by resources and theoretical background.

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Weingarten, Robin M., and Carol Toussie Weingarten. "Generational Diversity in ED and Education Settings: A Daughter-Mother Perspective." Journal of Emergency Nursing 39, no. 4 (July 2013): 369–71. http://dx.doi.org/10.1016/j.jen.2013.05.008.

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Savanevičienė, Asta, and Gita Statnickė. "The relationship between individual innovativeness and belonging to different generations." Global Journal of Information Technology: Emerging Technologies 10, no. 2 (October 30, 2020): 87–97. http://dx.doi.org/10.18844/gjit.v10i2.4708.

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Abstract This article, applying the cohort perspective, which views generations simply as collections of people born in a given period of time, analyses the relationship between individual innovativeness and belonging to different generations. The article provides the generation conception, gives a short overview of generational diversity, focuses on generational differences, discusses theoretical aspects of individual innovativeness and analyses individual innovativeness among the representatives of four generations: the Baby Boomers, the Generation X, the Generation Y and the Generation Z. Keywords: Generation, the Baby Boomers, the generation X, the generation Y, the generation Z, individual innovativeness.

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Hallman, Heidi L. "Millennial teachers and multiculturalism: considerations for teaching in Uncertain Times." Journal for Multicultural Education 11, no. 3 (August 14, 2017): 194–205. http://dx.doi.org/10.1108/jme-10-2016-0055.

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Purpose This paper aims to explore the intersection of generational traits of millennial teachers, multiculturalism and teaching in an era of Uncertain Times. Uncertain Times, as a framework for the paper, characterizes changing aspects of the current era in which we live, such as the rise of the internet and interconnectivity, globalization and demographic diversity. The examination of millennial traits works to conceptualize how millennial teachers’ generational traits are always in a reciprocal relationship with Uncertain Times. Design/methodology/approach This paper draws upon life history (Cole and Knowles, 2001; Goodson and Sikes, 2001) and narrative methodologies (Bruner, 2002; Clandinin and Connelly, 2000; Mishler, 1990; Reissman, 2008) as methods appropriate for investigating how millennial teachers understand multicultural teaching in Uncertain Times. In presenting the analysis, a case-centered analysis with the aim of theorizing from the case (Stake, 1995) is pursued. Findings The paper highlights the complexity of millennial teachers’ openness to diversity and multiculturalism. Three themes are illuminated within the findings: the significance of millennial teachers’ generational ethos in their response to multiculturalism; a commitment to teaching “all students”; and teacher education’s role in re-framing multiculturalism in Uncertain Times. Research limitations/implications Millennial teachers may understand diversity and culture through internal processes (belief systems, inclusion, thoughts and feelings) and may also process how the external realities play a part in shaping understandings of diversity. Yet, it may be difficult for them to place the external and the internal in relationship to each other. The paradox that Castells (2010) articulates – of diversity as a uniting but also a dividing force – may be a site of struggle for millennial teachers. Practical implications The paper recommends that teacher educators and teacher education programs re-frame multiculturalism in relationship to Uncertain Times, thereby providing novice teachers with ways to nuance their understanding of and commitment to multicultural education today. Social implications Teacher educators and teacher education programs must work to prepare novice teachers for understanding the salience of diversity. This means going beyond an understanding of diversity and multiculturalism as merely honoring difference. Instead, it means placing these concepts in relation to the external context of Uncertain Times. This will assist novice teachers with recognizing the reciprocal relationship between one’s generational ethos and the external context in which one lives. Originality/value Throughout this paper, the external context in which teachers live and work is characterized through a framework of Uncertain Times, which depicts changing aspects of the current era in which we live. The following factors have been noted as significant: the rise of the internet and interconnectivity, globalization and demographic diversity. This paper considers how millennial teachers (those entering the teaching force today) consider the salience of multiculturalism in Uncertain Times.

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McMurray, Adela J., and Claire A. Simmers. "The Impact of Generational Diversity on Spirituality and Religion in the Workplace." Vision: The Journal of Business Perspective 24, no. 1 (November 15, 2019): 70–80. http://dx.doi.org/10.1177/0972262919884841.

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The role of spirituality and religion in workplace (SRW) is important as SRW reinforces values of concern and appreciation for both self and others. This is foundational to a person’s ethical schema, impacting how an individual interacts with others within the workplace, fostering organizational and individual goals. While there is a growing body of knowledge about the underlying assumptions and history of SRW, less is known about how contextual factors, such as generational diversity, impact SRW. The purpose of this study is to empirically investigate the differences in SRW among generational cohorts using the lens of cognitive spiritual development theory and multigenerational theory. The results indicate that there is a difference in spirituality and religion among generations in the workplace. Gen X and Baby boomers are similar in expressing higher spirituality and religiosity than Millennials, and religion is a less important factor among all generations. This research has important implications for organizations seeking to better understand personal core values for enhancing organizational outcomes and for individuals working towards meaningful personal and professional outcomes.

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John, Jonathan Steven, Ricky Raharja Sudiono, Luciana Haryono, and Yang Elvi Adelina. "The Diversity of Board of Directors Characteristics and Firm Value." Journal of Applied Accounting and Taxation 5, no. 2 (October 31, 2020): 233–45. http://dx.doi.org/10.30871/jaat.v5i2.2405.

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The research contributes to provide insights on how characteristics of board of directors can affect firm value by analyzing board characteristics such as gender diversity, age and educational background to firm value of public firms in Indonesia. Generational diversity is being considered as an independent variable as it has never been assessed in Indonesia. Resource dependence theory and upper echelons theory are used in this research among other available concepts to explain the impact of board characteristics during the decision-making process and its access to resources. ROA is used in this research as the profitability approach indicator of firm value, while Tobin’s Q is used as the market approach indicator of firm value. Samples used in this research amounts to 1.151 samples from 411 companies. The results show that educational background and board age significantly affects firm value positively when measured by profitability approach indicator. While gender diversity and generational diversity both have no significant effect on firm value when measured by either profitability approach indicator or market approach indicator due to homogeneity. The results indicate that the appointment of directors with older age while possessing higher education can increase a company’s firm value which is measured by profitability indicators.

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Verasamy, Purani, Abdul Halim Abdul Majid, and Noor Asma Jamaluddin. "GENERATIONAL DIVERSITY, PERSONAL ATTRIBUTES AND ORGANIZATIONAL COMMITMENT AMONG EMPLOYEES OF CORPORATE CONSULTANCIES." Jurnal Manajemen dan Kewirausahaan 22, no. 1 (March 1, 2020): 65–72. http://dx.doi.org/10.9744/jmk.22.1.65-72.

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The main objective of this paper was to examine relationships of generational diversity, personal attributes (i.e., work values; attitudes and behavior; and interpersonal skills) on organizational commitment among employees of corporate consultancies. The research framework contained four independent variables which were generational diversity, work values, attitude and behavior, and interpersonal skills. Meanwhile the dependent variable was organizational commitment (i.e., affective, continuance and normative). The survey was conducted among employees of 15 corporate consultancies in Kuala Lumpur. A total of 436 questionnaires were distributed and 241 questionnaires were returned which represented a response rate of 55.27%. Statistical Package software for Social Science (SPSS) Version 24.0 was used to analyze the data. One-Way ANOVA and Pearson correlation coefficient were used to test the hypothesis. It was found that there was a significant difference among the three generations of workforce (i.e., Baby Boomers, generation X and generation Y) on organizational commitment (affective, continuance and normative). Further, the Pearson correlation coefficient revealed that there were significant relationships between work values, attitude and behavior, and interpersonal skills of the three generations (Baby Boomers, generation X and generation Y) towards organizational commitment (affective, continuance and normative).

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Money, Samuel R., Mark E. O'Donnell, and Richard J. Gray. "In the time of significant generational diversity – Surgical leadership must step up!" Surgeon 12, no. 1 (February 2014): 3–6. http://dx.doi.org/10.1016/j.surge.2013.09.007.

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Afifah, Ayu Laila, and Budhi Cahyono. "MENINGKATKAN INNOVATION PERFORMANCE : MELALUI ABSORPTIVE CAPACITY, KNOWLEDGE MANAGEMENT CAPABILITY, DAN GENERATIONAL DIVERSITY." Jurnal Ekonomi dan Bisnis 21, no. 1 (January 25, 2020): 58. http://dx.doi.org/10.30659/ekobis.21.1.58-71.

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This study aims to analyze the capacity of family micro, small and medium enterprises (MSMEs) to absorb and manage relevant information from their immediate environment, and incorporate it into their innovative activities. This research also seeks to improve our understanding of the role of diversity in the generation of corporate management. This research was conducted on 126 family MSME owners in Central Java Province who are respondents with criteria that have been operating for 2 years or more and are managed by family members. The type of data in this study was obtained from primary data. Primary data obtained directly from the main source by filling out questionnaires in the form of online (google form) distributed through MSME communities and offline (print out sheets) by visiting the location of MSME families. Data analysis method used in this study is Partial Least Square (PLS) with the help of SmartPLS 3.0 software. The results showed that there was a significant positive effect on absorptive capacity on innovation performance and knowledge management capability in family MSMEs, while the role of generational diversity (multi-generation) did not have a moderating effect in strengthening the relationship between absorptive capacity and innovation performance.

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Johnson, Pieter T. J., Daniel L. Preston, Jason T. Hoverman, Jeremy S. Henderson, Sara H. Paull, Katherine L. D. Richgels, and Miranda D. Redmond. "Species diversity reduces parasite infection through cross-generational effects on host abundance." Ecology 93, no. 1 (January 2012): 56–64. http://dx.doi.org/10.1890/11-0636.1.

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Krishnan, Dulles. "Adoption of Online Learning Models by Business Enterprises to Harness the Benefits of An Age-Diverse Workforce." NHRD Network Journal 15, no. 2 (April 2022): 184–88. http://dx.doi.org/10.1177/26314541221078439.

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In the changing future of work, employers will need new approaches to workforce-skilling as organisations become increasingly ‘age-diverse’, and technology changes jobs and skills at an accelerated pace. Driving meaningful skill development will be crucial to channel the diversity of a multi-generational workforce. Agility and adaptability, not age, will determine the extent to which employees contribute and thrive. By leveraging new digital and online learning models, enterprises can build critical skills flexibly across a multi-generational workforce while paving the way for continuous skill development. Digital learning can help organisations identify skills gaps for employees across the age spectrum personalise programs to narrow these gaps while tracking and measuring progress towards larger learning goals that meet organisational objectives. This article examines skilling trends that are enabling organisations to inclusively build a resilient workforce by maximising the potential of multi-generational talent and empowering employees across the age spectrum to contribute cohesively and drive business impact.

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Kubik-Huch, Rahel A., Valérie Vilgrain, Gabriel P. Krestin, Maximilian F. Reiser, Ulrike I. Attenberger, Ada U. Muellner, Christopher P. Hess, and Hedvig Hricak. "Women in radiology: gender diversity is not a metric—it is a tool for excellence." European Radiology 30, no. 3 (December 4, 2019): 1644–52. http://dx.doi.org/10.1007/s00330-019-06493-1.

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Abstract Women in Focus: Be Inspired was a unique programme held at the 2019 European Congress of Radiology that was structured to address a range of topics related to gender and healthcare, including leadership, mentoring and the generational progression of women in medicine. In most countries, women constitute substantially fewer than half of radiologists in academia or private practice despite frequently accounting for at least half of medical school enrolees. Furthermore, the proportion of women decreases at higher academic ranks and levels of leadership, a phenomenon which has been referred to as a “leaky pipeline”. Gender diversity in the radiologic workplace, including in academic and leadership positions, is important for the present and future success of the field. It is a tool for excellence that helps to optimize patient care and research; moreover, it is essential to overcome the current shortage of radiologists. This article reviews the current state of gender diversity in academic and leadership positions in radiology internationally and explores a wide range of potential reasons for gender disparities, including the lack of role models and mentorship, unconscious bias and generational changes in attitudes about the desirability of leadership positions. Strategies for both individuals and institutions to proactively increase the representation of women in academic and leadership positions are suggested. Key Points • Gender-diverse teams perform better. Thus, gender diversity throughout the radiologic workplace, including in leadership positions, is important for the current and future success of the field. • Though women now make up roughly half of medical students, they remain underrepresented among radiology trainees, faculty and leaders. • Factors leading to the gender gap in academia and leadership positions in Radiology include a lack of role models and mentors, unconscious biases, other societal barriers and generational changes.

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Dwyer, Rocky J., and Ana Azevedo. "Preparing leaders for the multi-generational workforce." Journal of Enterprising Communities: People and Places in the Global Economy 10, no. 3 (August 8, 2016): 281–305. http://dx.doi.org/10.1108/jec-08-2013-0025.

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Purpose This paper aims to advocate the need for educational leadership to understand and consider the immediate role and challenges associated with the unique values and characteristics of an age-diverse population and their impact on teaching and the facilitation of learning. Design/methodology/approach The paper draws on the review of the generational and diversity literatures and related organizational best practices to identify key definitions and empirical findings and to develop recommendations which can be deployed in future research and practice in different types of organizational settings. Findings This paper provides insights into how organizational leaders can promote a multicultural environment that leverages multi-generational differences. Also, the present study offers innovative pedagogical approaches that can help better prepare future business leaders for these challenges. Research limitations/implications The study attempts to reignite the debate through a detailed review that describes the current understanding of generational differences among four generational cohorts. Given the research approach, the recommendations may lack generalizability. Practical implications This paper advocates the need to understand generational differences to manage the challenges associated with differences in attitudes, values and preferences regarding leadership, human resource practices and organizational change initiatives. Social implications Organizations which create environments that are value-based and that support divergent views and values of each of the cohorts, create a positive outcome for both the organization and its employees. Originality/value This paper enhances knowledge and understanding at the theoretical and practical levels, enabling business leaders and faculty to gain insight regarding the generational differences and unique characteristics of four organizational workgroups – Veterans, Baby Boomers, Generation X and Generation Y.

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Allard, Elaine, Katherine Mortimer, Sarah Gallo, Holly Link, and Stanton Wortham. "Immigrant Spanish as Liability or Asset? Generational Diversity in Language Ideologies at School." Journal of Language, Identity & Education 13, no. 5 (October 20, 2014): 335–53. http://dx.doi.org/10.1080/15348458.2014.958040.

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DeBolt, Seth. "Copy Number Variation Shapes Genome Diversity in Arabidopsis Over Immediate Family Generational Scales." Genome Biology and Evolution 2 (January 1, 2010): 441–53. http://dx.doi.org/10.1093/gbe/evq033.

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Tsai, Fu-Sheng, Che-Hung Lin, Julia L. Lin, I.-Pin Lu, and Aida Nugroho. "Generational diversity, overconfidence and decision-making in family business: A knowledge heterogeneity perspective." Asia Pacific Management Review 23, no. 1 (March 2018): 53–59. http://dx.doi.org/10.1016/j.apmrv.2017.02.001.

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Stachowska, Sylwia. "Generation Diversity Management in an Enterprise: The Example of Michelin Polska S.A." Zarządzanie Zasobami Ludzkimi 132, no. 1 (February 15, 2020): 83–103. http://dx.doi.org/10.5604/01.3001.0013.8781.

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Fitting in with the wider issue of diversity management, the concept of age management is a response to the changing socio–demographic conditions on the labor market and the resulting need to focus the personnel policy of enterprises on the full use of the potential of employees representing various generational groups. The main purpose of the research presented in this study was to analyze and evaluate the effectiveness of solutions used at Michelin Polska S.A. in the management of age diverse employee potential.

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Bednarska, Marlena A. "Does the Effect of Person-Environment Fit on Work Attitudes Vary with Generations? Insights from the Tourism Industry." International Journal of Management and Economics 53, no. 1 (March 1, 2017): 65–83. http://dx.doi.org/10.1515/ijme-2017-0005.

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AbstractThere is an intrinsic link between the success of service firms and the availability of high-quality human resources, making employee attitudes and behaviors a critical concern for service organizations. This paper examines the role of generational differences in the relationship between person-environment fit, job satisfaction and work engagement in the tourism industry. The study was based on a group of 981 tourism employees in 15 localities in Poland. Data were collected through self-administered paper-based questionnaires. The hypothesized relationships were tested using a hierarchical regression analysis. This research revealed that Generation Y employees experienced lower job satisfaction, lower work engagement, and a lower degree of needs being met in the workplace than did their predecessors. It was also found that person-group fit was a stronger predictor of work attitudes for Millennials. The paper contributes to the ongoing debate on generational diversity in the workplace and its implication for human resources management. Specifically, in the service context, it adds a generational perspective of the person-environment fit influence on work-related attitudes.

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Dust, S. B., M. W. Gerhardt, D. Hebbalalu, and M. Murray. "Protecting my turf: The moderating role of generational differences on the relationships between self-direction and hedonism values and reactions to generational diversity." Journal of Social Psychology 159, no. 2 (March 4, 2019): 153–69. http://dx.doi.org/10.1080/00224545.2019.1570903.

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Ceroni, Anna, Kathleen McTiernan, and Francesca La Morgia. "The Vocabulary Richness of Children’s Television in Ireland: A Cross-generational Comparison." TEANGA, the Journal of the Irish Association for Applied Linguistics 25 (November 19, 2018): 138–53. http://dx.doi.org/10.35903/teanga.v25i0.60.

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This research investigates whether the vocabulary richness of children’s programming has changed over one generation, and therefore compares the programmes offered in 1992 to those offered in 2017. Three hours of programming were sourced, transcribed and coded using the Computerised Language Analysis (CLAN) software (MacWhinney, 1984). CLAN is a language analysis software originally developed for the purpose of analysing child language which allows for the detailed transcription and analysis of linguistic data, including statistical measures of lexical diversity (Pye & MacWhinney, 1994). The total words, words per minute, vocabulary diversity, total object, action, attribute and affective-state words as well as the total object, action, attribute and affective-state words spoken in the presence of a referent were calculated and compared for the programming. The vocabulary richness of children’s television has decreased over time. The number of words spoken in the presence of referents in the programming has increased over time, with this increase being significant for action and attribute words. This pattern of findings reflects a trend in children’s television towards the production of programmes of reduced lexical complexity which may facilitate children’s word learning.

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Journal articles on the topic 'Generational Diversity'

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