Tesis: "Generational differences in the workplace"

1

Carter, Julie. "Generational Differences for Experienced and Instigated Workplace Incivility". Xavier University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1510831049049475.

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2

Crowe, Amanda Delane. "Strategies for Responding to Generational Differences in Workplace Engagement". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2806.

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Small business managers are experiencing a 30% turnover of employees, costing U.S. businesses $41.3 million per year. The purpose of this case study was to explore the strategies that experienced business managers use in small accounting firms to respond effectively to generational differences in workplace engagement. Using a purposeful sampling technique, 5 managers possessing successful experience in issues related to generational differences in the workplace were recruited from small accounting firms located in Midwestern United States to participate in semi-structured interviews about engaging a multi-generational workforce. Methodological triangulation was used to analyze the data collected through semi-structured interviews and observations, which were grouped into common nodes and themes. Three themes emerged, including providing resources and incentives, giving opportunities, and forming relationships between managers and subordinates. These themes aligned with leader-member exchange theory, indicating the need for managers and subordinates to establish high-quality relationships which result in more engaged employees. The results from this study might contribute to social change by providing transferable knowledge about how management behaviors affect the engagement of employees, which could assist more business owners to take generational differences into account, and in turn produce more engaged and satisfied employees. Responding effectively to generational differences in workplace engagement may lead to less employee turnover, which may increase revenue and translate into social responsibility and sustainability programs in the community.

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3

Lambert, Melissa. "Generational Differences in the Workplace| The Perspectives of Three Generations on Career Mobility". Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3688763.

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Have you ever had someone stereotype or prejudge you because of your age? Have any of these stereotypes held you back in your career? These experiences are not uncommon and there are numerous publications that promote stereotypes and ascribe certain characteristics to different generations. These labels and stereotypes are often found in the workplace and may impact how an individual navigates his or her career. To address these questions, this dissertation examined generational differences in the workplace using the perspectives of three generations of employees on succession planning and career mobility. The goal of this study was two-fold, a) to provide data driven research that moves beyond descriptive, broad or anecdotal research published in magazines and popular books; and b) to understand and describe the perspectives of Generation Y, Generation X and Baby Boomers on succession planning (career mobility), using a Basic Interpretive Design methodology.

This study was conducted through the lens of the lens of social identity theory and talent management principles in order to addresses generational differences and succession planning and was based on an understanding of organizations as multi-national companies with many businesses and site locations. The findings support human resource practitioners and organizational leaders plan succession and further develop employees by understanding the revelations and expectations of each generation.

The format of this dissertation is as follows: Chapter 1 outlines the structure of the study and provides key foundational background to situate this research study. Chapter 2 provides a more detailed review of the literature, including peer-reviewed research publications on generational concepts and theory, talent management and succession planning. Chapter 3 details the methodology, which includes the means and approach through which data was collected in this study. Lastly, Chapters 4 and 5 present the findings of the study in addition to applications of the research and recommendations for leaders and HR practitioners.

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4

Ohmer, Whitney S. "Generational Differences in the Workplace: How Does Dissimilarity Affect the Different Generations in Relation to Work Teams?" Xavier University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1421852575.

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5

Harber, Jeffery G. "Generations in the Workplace: Similarities and Differences". Digital Commons @ East Tennessee State University, 2011. https://dc.etsu.edu/etd/1255.

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Occurrences of four generations working side by side are not unusual. The four generations include Traditionalist, Baby Boomers, Generation X, and Generation Y. Members of each generation have views and opinions about their work ethic and their definition of loyalty to the organization. Hiring managers will need to know characteristics of each generation. This knowledge will enable the hiring managers to place the applicant in certain positions within their organizations. By matching applicants with the correct work positions, employees are able to use their skills and abilities to be productive and to establish measurable goals for themselves and their departments. Productive work enables the employees to work individually and as a team member. The research has shown that each generation has its own strengths and weakness. Members of the older generations show characteristics that accommodate customer service and loyalty to an organization. Members of the younger generations have the technical knowledge and the ability to train others in order to use this technology to the benefit of the organization.

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6

Oakley, Florence. "Generational differences in the frequency and importance of meaningful work". Thesis, University of Canterbury. Department of Management, 2015. http://hdl.handle.net/10092/10931.

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This thesis aimed to investigate generational differences in the frequency and importance of meaningful work in employees based on the 7 facets of the Map of Meaning. Hypotheses were tested through Analysis of Variance of secondary data. 395 participants self-reported levels of meaningful work on the Comprehensive Meaningful Work Scale. Results indicated that Generation Y had significantly lower levels of meaningful work. Generation Y had significantly lower levels of Unity (importance), Serving (frequency and importance), Expressing full potential (frequency), Reality (frequency and importance) and Inspiration (frequency). Significant differences occurred mainly between Generation Y and Baby boomers, with some significant differences between Generation Y and Generation X and no significant differences between Generation X and Baby boomers. Results showed that overall frequency and importance levels were significantly lower for Generation Y. Overall frequency levels were lower than overall importance levels, which suggests that employees’ desire for meaningful work may not be satisfied. In light of this evidence, it is suggested that to improve organisational outcomes such as engagement, retention and performance, managers should provide opportunities for employees to engage in meaningful work with particular focus on Generation Y. Employees themselves should take responsibility to find meaning in their own work and life because engagement in meaningful activities can lead to satisfaction, belonging, fulfilment and a better understanding of one’s purpose in life.

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7

com, easther@telstra y Eng Choo Elaine Teh. "Intergenerational tension in the workplace : a multi-disciplinary and factor analytic approach to the development of an instrument to measure generational differences in organisations". Murdoch University, 2002. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20051216.144720.

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An ageing population is changing the nature of the workplace, one outcome of which is an increase in the proportion of older workers. Unlike older workers of some twenty or so years ago, today's older workers plan to stay at work longer than at first anticipated. However, as many older workers have found, their intended and continued presence in the workplace is not always appreciated. As such, they are subject to subtle and not so subtle forms of discrimination associated with ageist practices, or ageism, and negative perceptions regarding their ability to compete on equal terms with younger workers. In turn, it is suggested that older workers, too, indulge in ageist practices and the stereotyping of younger workers. It is proposed that underlying generational differences,when combined with ageism, negative stereotyping and discriminatory organisational practices, are responsible for a new phenomenon called intergenerational tension in the workplace. The notion of tension, which can be thought of as suppressed anxiety or a strained relationship between individuals and groups, is important because intergenerational tension is presented as a latent or covert phenomenon. From this comes the following definition: "lntergenerational tension in the workplace is a latent or covert form of intergroup conflict caused by value and attitudinal differences between the generations." lntergenerational tension can be thought of as an everyday fact of organisational life which exists as an undercurrent or type of background organisational noise that is so pervasive that it is rarely noticed. In this respect, intergenerational tension bears similarities to gender and ethnic tensions both of which have been recognised as counterproductive to organisational efficiency. This thesis proposes a construct to measure this intergenerational tension. To investigate the generational differences associated with this new construct, a 25-item questionnaire was developed. The first stage in the development of the questionnaire was an informal experience survey that was completed by a small sample (n=54) of adults ranging in age from 21 years to 70+ years. A pilot study questionnaire was then constructed and administered to a small, stratified random sample of employees (n=60) from the Western Australia Police Service (WAPS). WAPS has recently changed from a seniority-based promotion system to a merit-based system for most positions and is undergoing a major cultural change in response to social and political pressure. Following data analysis, the final questionnaire was developed. The questionnaire, called the Intergenerational Tension Questionnaire (ITQ) was administered to a stratified random sample of employees from WAPS. Five hundred completed responses were subject to factor analysis in which principal components analysis extracted seven factors or dimensions thought to underlie intergenerational tension. Further data analysis revealed that on average, younger workers (i.e., less than 40 years of age) displayed less intergenerational tension than did older workers (i.e., more than 40 years of age). Data for workers a generation apart (i.e., 20 years apart) were also analysed, with the younger generation being those less than 30 years of age (the Under 30s) and the older generation being those more than 50 years of age (the Over 50s). The younger generation, on average, displayed less intergenerational tension than did the older generation. Of the measures, organisational change was associated with the greatest degree of intergenerational tension for all groups. Multiple regression analysis revealed that the best predictors of intergenerational tension for younger workers and older workers were age, the length of service with one's current employer, and the number of years in the paid work force. For workers a generation apart, multiple regression analysis revealed that age was the only predictor. It was fortuitous that at the time of the study, the majority of younger workers were Generation X and the majority of older workers were Baby Boomers. This meant that to all intents and purposes, the questionnaire measured differences between two well-studied generational cohorts. The findings supported the notion that organisations should not assume they are treating all workers equitably. In particular, older workers feel disenfranchised and angry at their treatment by organisations which, in their opinion, favours younger workers. The implication for organisations is that both groups should be treated independently, with each having its own special needs and expectations. This includes, for example, implementing strategies such as training methods suited to the needs of each age group and conducting age diversity training to raise awareness of what it means to be either a younger worker or an older worker.

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8

Ransom, Terrence S. "Multigenerational Financial Values: Differences Between Leaders in the Workplace". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4168.

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Company leaders in the workplace represent all generations with diverse values, and those values influence their financial decisions in the workplace. The problem is that multigenerational company leaders and their employees possess different values from one another, which in turn creates different financial priorities for the company. The purpose of this qualitative study was to gain a better understanding of how the financial values of company leaders from different generations are developed, and how those values influence their financial decisions in the workplace. The key research question for this qualitative study examined how the financial values and decisions of company leaders in the workplace differ from their fellow company leaders from a different generation. This study assessed the different motivations for financial decision making by the multigenerational managers in the workplace. Semi-structured interviews and notes from direct observation of 10 multigenerational managers coupled with the analysis compiled from qualitative research software showed that most managers possessed similar financial values and made similar financial decisions, regardless of their generation. The findings also showed that the financial values of the participants were developed at an early age, which influenced their financial decision-making in the workplace. These results could lead to positive social change by gaining a better understanding of the motivations for financial values and financial decisions made in the workplace.

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9

Teh, Eng Choo Elaine. "Intergenerational tension in the workplace: A multi-disciplinary and factor analytic approach to the development of an instrument to measure generational differences in organisations". Thesis, Teh, Eng Choo Elaine (2002) Intergenerational tension in the workplace: A multi-disciplinary and factor analytic approach to the development of an instrument to measure generational differences in organisations. PhD thesis, Murdoch University, 2002. https://researchrepository.murdoch.edu.au/id/eprint/341/.

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An ageing population is changing the nature of the workplace, one outcome of which is an increase in the proportion of older workers. Unlike older workers of some twenty or so years ago, today's older workers plan to stay at work longer than at first anticipated. However, as many older workers have found, their intended and continued presence in the workplace is not always appreciated. As such, they are subject to subtle and not so subtle forms of discrimination associated with ageist practices, or ageism, and negative perceptions regarding their ability to compete on equal terms with younger workers. In turn, it is suggested that older workers, too, indulge in ageist practices and the stereotyping of younger workers. It is proposed that underlying generational differences,when combined with ageism, negative stereotyping and discriminatory organisational practices, are responsible for a new phenomenon called intergenerational tension in the workplace. The notion of tension, which can be thought of as suppressed anxiety or a strained relationship between individuals and groups, is important because intergenerational tension is presented as a latent or covert phenomenon. From this comes the following definition: lntergenerational tension in the workplace is a latent or covert form of intergroup conflict caused by value and attitudinal differences between the generations. lntergenerational tension can be thought of as an everyday fact of organisational life which exists as an undercurrent or type of background organisational noise that is so pervasive that it is rarely noticed. In this respect, intergenerational tension bears similarities to gender and ethnic tensions both of which have been recognised as counterproductive to organisational efficiency. This thesis proposes a construct to measure this intergenerational tension. To investigate the generational differences associated with this new construct, a 25-item questionnaire was developed. The first stage in the development of the questionnaire was an informal experience survey that was completed by a small sample (n=54) of adults ranging in age from 21 years to 70+ years. A pilot study questionnaire was then constructed and administered to a small, stratified random sample of employees (n=60) from the Western Australia Police Service (WAPS). WAPS has recently changed from a seniority-based promotion system to a merit-based system for most positions and is undergoing a major cultural change in response to social and political pressure. Following data analysis, the final questionnaire was developed. The questionnaire, called the Intergenerational Tension Questionnaire (ITQ) was administered to a stratified random sample of employees from WAPS. Five hundred completed responses were subject to factor analysis in which principal components analysis extracted seven factors or dimensions thought to underlie intergenerational tension. Further data analysis revealed that on average, younger workers (i.e., less than 40 years of age) displayed less intergenerational tension than did older workers (i.e., more than 40 years of age). Data for workers a generation apart (i.e., 20 years apart) were also analysed, with the younger generation being those less than 30 years of age (the Under 30s) and the older generation being those more than 50 years of age (the Over 50s). The younger generation, on average, displayed less intergenerational tension than did the older generation. Of the measures, organisational change was associated with the greatest degree of intergenerational tension for all groups. Multiple regression analysis revealed that the best predictors of intergenerational tension for younger workers and older workers were age, the length of service with one's current employer, and the number of years in the paid work force. For workers a generation apart, multiple regression analysis revealed that age was the only predictor. It was fortuitous that at the time of the study, the majority of younger workers were Generation X and the majority of older workers were Baby Boomers. This meant that to all intents and purposes, the questionnaire measured differences between two well-studied generational cohorts. The findings supported the notion that organisations should not assume they are treating all workers equitably. In particular, older workers feel disenfranchised and angry at their treatment by organisations which, in their opinion, favours younger workers. The implication for organisations is that both groups should be treated independently, with each having its own special needs and expectations. This includes, for example, implementing strategies such as training methods suited to the needs of each age group and conducting age diversity training to raise awareness of what it means to be either a younger worker or an older worker.

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10

Teh, Eng Choo Elaine. "Intergenerational tension in the workplace : a multi-disciplinary and factor analytic approach to the development of an instrument to measure generational differences in organisations /". Teh, Eng Choo Elaine (2002) Intergenerational tension in the workplace: a multi-disciplinary and factor analytic approach to the development of an instrument to measure generational differences in organisations. PhD thesis, Murdoch University, 2002. http://researchrepository.murdoch.edu.au/341/.

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An ageing population is changing the nature of the workplace, one outcome of which is an increase in the proportion of older workers. Unlike older workers of some twenty or so years ago, today's older workers plan to stay at work longer than at first anticipated. However, as many older workers have found, their intended and continued presence in the workplace is not always appreciated. As such, they are subject to subtle and not so subtle forms of discrimination associated with ageist practices, or ageism, and negative perceptions regarding their ability to compete on equal terms with younger workers. In turn, it is suggested that older workers, too, indulge in ageist practices and the stereotyping of younger workers. It is proposed that underlying generational differences,when combined with ageism, negative stereotyping and discriminatory organisational practices, are responsible for a new phenomenon called intergenerational tension in the workplace. The notion of tension, which can be thought of as suppressed anxiety or a strained relationship between individuals and groups, is important because intergenerational tension is presented as a latent or covert phenomenon. From this comes the following definition: lntergenerational tension in the workplace is a latent or covert form of intergroup conflict caused by value and attitudinal differences between the generations. lntergenerational tension can be thought of as an everyday fact of organisational life which exists as an undercurrent or type of background organisational noise that is so pervasive that it is rarely noticed. In this respect, intergenerational tension bears similarities to gender and ethnic tensions both of which have been recognised as counterproductive to organisational efficiency. This thesis proposes a construct to measure this intergenerational tension. To investigate the generational differences associated with this new construct, a 25-item questionnaire was developed. The first stage in the development of the questionnaire was an informal experience survey that was completed by a small sample (n=54) of adults ranging in age from 21 years to 70+ years. A pilot study questionnaire was then constructed and administered to a small, stratified random sample of employees (n=60) from the Western Australia Police Service (WAPS). WAPS has recently changed from a seniority-based promotion system to a merit-based system for most positions and is undergoing a major cultural change in response to social and political pressure. Following data analysis, the final questionnaire was developed. The questionnaire, called the Intergenerational Tension Questionnaire (ITQ) was administered to a stratified random sample of employees from WAPS. Five hundred completed responses were subject to factor analysis in which principal components analysis extracted seven factors or dimensions thought to underlie intergenerational tension. Further data analysis revealed that on average, younger workers (i.e., less than 40 years of age) displayed less intergenerational tension than did older workers (i.e., more than 40 years of age). Data for workers a generation apart (i.e., 20 years apart) were also analysed, with the younger generation being those less than 30 years of age (the Under 30s) and the older generation being those more than 50 years of age (the Over 50s). The younger generation, on average, displayed less intergenerational tension than did the older generation. Of the measures, organisational change was associated with the greatest degree of intergenerational tension for all groups. Multiple regression analysis revealed that the best predictors of intergenerational tension for younger workers and older workers were age, the length of service with one's current employer, and the number of years in the paid work force. For workers a generation apart, multiple regression analysis revealed that age was the only predictor. It was fortuitous that at the time of the study, the majority of younger workers were Generation X and the majority of older workers were Baby Boomers. This meant that to all intents and purposes, the questionnaire measured differences between two well-studied generational cohorts. The findings supported the notion that organisations should not assume they are treating all workers equitably. In particular, older workers feel disenfranchised and angry at their treatment by organisations which, in their opinion, favours younger workers. The implication for organisations is that both groups should be treated independently, with each having its own special needs and expectations. This includes, for example, implementing strategies such as training methods suited to the needs of each age group and conducting age diversity training to raise awareness of what it means to be either a younger worker or an older worker.

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11

Zhang, Xiaoying. "Mental violence and Chinese new educated youth : a study of workplace conflict in modern China". Thesis, Loughborough University, 2012. https://dspace.lboro.ac.uk/2134/10104.

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Mental Violence in present study is similar to a western concept, bullying. But is has its characteristics, forms and causes in Chinese workplace. It is a form of indirect interpersonal aggression and identified through the perceptions of its receivers. It does not involving touching receivers physically but is psychologically damaging. It exists between individuals of equal status, such as colleagues. Moreover, it is a two-way phenomenon, which could be reversible. Mental Violence may be the result of a conflict of values. It is particularly evident among the Chinese New Educated Youth. Chinese New Educated Youth is that cohort of young people who were partly Confucian and Collectivistic for emphasizing harmony but also partly Individualistic and Westernized for pursuing personal goals. For this cohort, the above two orientations were incompatible and dissonant leading to stress. Furthermore, they had a competitive lifestyle which was no longer supported by the welfare of a planned economy this exacerbates their stress. To relieve stress, Mental Violence was employed in their daily contacts, e.g. in workplaces. The evidence in support of this account was discussed and evaluated. There is no excuse for any violence. However, we have to say sometimes a kind of violence is not always too noxious for someone, such as the sender of violence. To some limited extent, violence could be considered as positive and it at least helped people to relieve stress and recover a balance from unbalanced situation. Mental Violence is such violence. It is a result of negotiation and a side effect of stress as well. Nevertheless, most of things are double-edged swords. Mental Violence is no exception. For the sender, it might be a buffer and makes him or her relaxed; for the receiver, it is absolutely negative, discomfort and even aggressive. For helping readers to clearly understand such violence, and for advising others to raise their awareness of the violence, this study would explore its causes and characteristics. From ancient traditional society to the present modern one, Confucianism and Collectivism afterwards represent a kind of gentle culture which deeply influences traditional Chinese. Chinese traditional philosophy, such as Confucianism and Taoism, stresses the significance of the harmony relationship for the growing, maturing and success of the Chinese. Chinese New Educated Youth who were disciplined for such a culture in thoughts and behaviours while growing up. Therefore, to keep harmony and to avoid conflict becomes a key characteristic for Chinese interactions in a collective society. However, the opening policy to the West world exposed China to the influence of Individualism which is absolutely unlike Confucian or Collectivism. Confucianism s influence has been challenged by Westernized values because of globalization. The difference between two values made Chinese New Educated Youth confused in their thoughts and appropriate behaviours in interpersonal relationships. To recover a balance, they need to relieve such a stress from the confusion and other stressors as well. While using the two value systems in interaction with others, Mental Violence usually happened. Therefore, the conflict of two different values in dealing with social relationship became one cause for Mental Violence. In present research, I tried to reveal Mental Violence, a particular kind of daily conflict in interactions among modern Chinese. For pursuing why Chinese New Educated Youth was special and experienced Mental Violence often, they were compared with other generations in China. Therefore, this research invited participants from three generations (Chinese New Educated Youth, the older generation who were born before 1970s, and the younger generation who were born in 1980s) and from different cities in China. Participants occupations covered different professions, and all of them worked in three sizes of offices (small, big and single). Both of qualitative and quantitative data collecting methods were used in the study. They contained semi-structural interviewing and filling up the questionnaire. And main methods of data analysis are factor analysis, correlation and Thematic Analysis. The result indicated that Mental Violence of Chinese educated youth occurred in workplace was the most often, but was largely unseen by people outside of the group. Because I had to establish why this cohort would be inclined to apply more Mental Violence in daily life, I compared them with their previous generation and the later generation through measuring demographics, westernised, individualism and collectivism. Three generations are different in the Individualism-Collectivism tendency. Chinese New Educated Youth were always in the middle. They were seemed as partly Collectivistic and partly Individualistic. Linked with categories of Mental Violence Chinese New Educated Youth usually experienced, it seems they applied double standards to deal with social interactions. Due to such standards made them failed in establishing good relationships with colleagues, in other words, whatever Chinese New Educated Youth or their colleagues did not feel happy in their social interactions, it means Chinese New Educated Youth have conflict in Individualism-Collectivism tendency. Otherwise, through the investigation, I noticed significant demographical difference other than the generation in experiencing Mental Violence. Male participants reported experiencing Mental Violence more than female ones. The higher education the participant got, the more he or she experienced Mental Violence. Comparing with other occupations, intellectual respondents reported sending Mental Violence the most. Participants who worked as staffs experienced Mental Violence more than people who worked as administrators in the workplace. And people who were singles experienced Mental Violence the most in workplace. Because conflict of relationship seems a sensitive topic for Chinese, I started interviews from talking about overviews of participants workplaces with them. Therefore, the result also shows characteristics of structure and social relationship of Chinese modern offices. China had lot of small size offices in which 2 to 10 staffs worked. Small offices organised small relative closed groups. In such a group, staffs had long time for face to face interaction everyday. Such offices were much more than single offices where only one person worked in and big offices where more than ten persons in. Both of the above characteristics of workplace are not beneficial for physical aggressions as previous study proved but could considered as a structural factor for Mental Violence. Actually, the Mental Violence which reported occurring in small offices is the most often, especially among Chinese New Educated Youth. Hope this research could be a model for further more thorough relevant study. All of the above would be a step towards further study on Mental Violence and Chinese New Educated Youth.

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12

Sayers, Roslyn y roslyn sayers@rmit edu au. "Australia's Changing Workplace: A Generational Perspective". RMIT University. Economics, Finance and Marketing, 2006. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20070122.102821.

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This research investigates generational differences in Australian workers. In particular it focuses on changing trends and influences in the workplace and how different generations view and deal with these changes. The study focuses on Baby Boomers (born 1945-1963), Generation X (born 1964-1977) and Generation Y (born 1978 - 1994) across four industry sectors: Corporate, Education, Government and Not for Profit. The Australian workforce currently consists of four generations - all having distinct characteristics, working styles, needs and expectations. These differences pose challenges and opportunities to workforce management. The first step in managing the generations and their differences is to identify where the differences lie and to understand how best to cope with and exploit these differences. This research, in taking a generational cohort perspective towards analysing the modern workplace, seeks to explore how the different generations view the trends and influences that impact their work; and their attitudes towards technology, communication, work/life balance, organisational loyalty, attraction, engagement and retention. The study uses a multi-phase qualitative approach and includes in-depth interviews with a range of Australian industry experts; discussion groups held with Gen Ys, Gen Xers and Baby Boomer employees, in four organisations across four industry sectors; and in-depth interviews with senior executives in the same four organisations. This research will have significance to all organisations especially those that employ workers from across the generations and who are managing a multigenerational workforce. The findings will have practical application to organisational policy development in areas such as, work/life balance, attraction, engagement and retention of employees, reward and recognition systems, technology in the workplace and training and development. The study adds to the body of knowledge in workforce management, and in particular to the emerging body of knowledge on generational cohort analysis of the workplace in the Australian context. The study found significant generational differences that when harnessed and managed effectively, can contribute to the output and performance of the organisation as a whole.

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13

Visanich, Valerie. "Generational differences and cultural change". Thesis, Loughborough University, 2012. https://dspace.lboro.ac.uk/2134/10876.

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Young people are arguably facing complex life situations in their transition into adulthood and navigating their life trajectories in a highly individualised way. For youth in post-compulsory education, their training years have been extended, their years of dependency have increased and they have greater individual choice compared to previous youth generations. This study develops an understanding of the process of individualisation applied to youth in late modernity and explores it in relation to the neo-liberal climate. It compares the life situation of this youth generation with youth in the early 1960s, brought up with more predefined traditional conditions, cemented in traditional social structures. The processes that led to generational changes in the experiences of youth in the last forty-five years are examined, linked to structural transformations that influence subjective experiences. Specifically, the shifts of the conditions of youth in post-compulsory education are studied in relations to socio-economic, technological and cultural changes. This study discusses the Western Anglo-American model of changes in youths life experiences and examines how it (mis)fits in a more conservative Catholic Mediterranean setting. The research investigates conditions in Malta, an ex-colonial small island Mediterranean state, whose peculiarities include its delayed economic development compared to the Western setting. The core of the research comprises of primary data collection using in-depth, ethnographical interviews, with two generations of youth in different socio-historical context; those who experienced their youth in the early 1960s and youth in the late 2000s. This study concludes that the concept of individualisation does indeed illuminate the experiences of youth in late modernity especially when compared to the experiences of youth forty-five years ago. However the concept of individualisation is applied in a glocalised manner in line with the peculiarities of Malta that has lagged behind mainstream developments in Western Europe and still retained traditional features. Building on the individualisation concept, I use an empirically grounded concept of compromised choices to describe the increase in the bargaining of choice happening at different fronts in the life experiences of youth, especially in the life biography of women, choices in education and the job market and choices in consumption.

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14

Langham, Ariana. "Generational Differences in Understanding of Psychological Abuse". Honors in the Major Thesis, University of Central Florida, 2005. http://digital.library.ucf.edu/cdm/ref/collection/ETH/id/767.

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This item is only available in print in the UCF Libraries. If this is your Honors Thesis, you can help us make it available online for use by researchers around the world by following the instructions on the distribution consent form at http://library.ucf
Bachelors
Arts and Sciences
Psychology

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15

Bober, Amy L. "A renewed focus on generational issues in the workplace". Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 2005. http://www.kutztown.edu/library/services/remote_access.asp.

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Thesis (M.P.A. )--Kutztown University of Pennsylvania, 2005.
Source: Masters Abstracts International, Volume: 45-06, page: 2932. Typescript. Abstract precedes thesis as 2 preliminary leaves (iii-iv). Includes bibliographical references ( leaves 91-93 ).

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16

Artuso, Christian. "Noogom gaa-izhi-anishinaabemonaaniwag, generational differences in Algonquin". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk2/tape15/PQDD_0007/MQ32047.pdf.

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17

Jones, April Lavette. "Generational Cohort Differences in Types of Organizational Commitment". ScholarWorks, 2014. https://scholarworks.waldenu.edu/dissertations/118.

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In hospitals in the United States, the ratio of nurses to patients is declining, resulting in an increase in work demands for nurses. Consequently, organizations face challenges with nurses' organizational commitment. Studies have revealed generational differences, as determined by birth year, in employee levels of organizational commitment in a number of organizational settings. However, there is a gap in the literature regarding the impact of generational cohorts on the organizational commitment of nurses. The purpose of this quantitative, nonexperimental, cross-sectional design was to address whether generational cohorts of nurses differed in their levels of organizational commitment, and to investigate whether licensed practical nurses (LPNs) and registered nurses (RNs) differed in their levels of organizational commitment. A purposive sampling method was used to recruit 132 nurses in Alabama for this study. A MANOVA was employed to test the mean differences in organizational commitment by generational cohort status and nursing degree. Results revealed that generational cohort status did not have a significant impact on nurses' levels of organizational commitment. However, the findings showed that LPNs had significantly lower levels of affective commitment than RNs. This study provided information that may be of use to hospital administrators and human resource managers in communicating the need for flexible incentive packages to address the needs of a diverse workforce. Results from the study may promote social change by providing information about how nurse credentials are associated with their organization commitment. This association is critical for building organizational stability, organizational effectiveness, and nurse recruitment and retention.

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18

Brinck, Olivia y Hanna Larsson. "WORKPLACE VALUES, SUSTAINABLE EMPLOYMENT AND TURNOVER INTENTION: A GENERATIONAL PERSPECTIVE". Thesis, Umeå universitet, Institutionen för psykologi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-159430.

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What makes a person willing to leave their job? What makes an employment sustainable?Research have been conducted to explain employee turnover based on three different aspects; a person’s intent to leave, company failure to satisfy the employee’s expectations of the work and sustainable employment. This thesis aimed to investigate work values, employee turnover intention and sustainable employment among the Millennial generation at Company X, a Swedish company working with logistics (n = 59). The millennial generation in this study were defined as people born between 1979-1994. The participants were divided into three age groups: under 24 years of age, between 24 and 39 years and over 39 years. The study applied a combined qualitative and quantitative method. The Copenhagen Psychosocial Questionnaire II (COPSOQ) was used and analyzed using ANOVA and regression analysis. Four supplementary semi-structured interviews were conducted, and the data was analyzed using thematic analysis. The quantitative results showed no significant difference between age groups and the COPSOQ dimensions except on the scale Health and Wellbeing. Work and Private life predicted sustainable employment and Cooperation and Leadership significantly predicted turnover intention. Results from the qualitative data helped to identify the underlying causes for sustainable employment and turnover intention. Conclusion: The study suggested that individual factors better explain sustainable employment and turnover intention at Company X rather than generational differences.
Vad gör en person villig att säga upp sig? Vad gör en anställning hållbar? Forskning har gjorts för att förklara personalomsättning baserat på tre aspekter; personens avsikt att lämna, arbetsgivarens misslyckade försök att uppfylla anställdas förväntningar av arbetet och hållbar anställning. Den här studien syftade till att undersöka arbetsvärderingar, personalomsättning och hållbar anställning bland millenniegenerationen på Företag X, ett logistikföretag i Sverige (n = 59). Millenniegeneration definieras i som personer födda mellan 1979 - 1994. Deltagarna blev indelade i åldersgrupperna under 24 år, mellan 24 och 39 år, över 39 år. Studien tillämpade en kombinerad kvantitativ och kvalitativ metod. Copenhagen Psychosocial Questionnaire II (COPSOQ) användes och data analyserades genom ANOVA och regressionsanalys. Fyrakompletterande semi-strukturerade intervjuer genomfördes och data analyserades med tematisk analysmetod. Resultaten från de kvantitativa analyserna visade ingen signifikant korrelation mellan åldersgrupper och COPSOQ dimensionerna förutom på skalan Hälsa och Välbefinnande. Arbete och Privatliv var en signifikant prediktor för hållbar anställning och Samarbete och Ledning var en signifikant prediktor för personalomsättning. Resultat från kvalitativa data bidrog till att identifiera de underliggande orsakerna till hållbar anställning och personalomsättning. Slutsats: Studien föreslog att individuella faktorer kan förklara hållbaranställning och personalomsättning hos Företag X bättre än vad generationsskillnader kan.

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19

Brooks-Harris, Nathasha Anita. "Generational Communications In The New York City Public Sector Workplace". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3388.

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Walden University College of Social and Behavioral Sciences This is to certify that the doctoral dissertation by Nathasha Brooks-Harris has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Mark Gordon, Committee Chairperson, Public Policy and Administration Faculty Dr. Michael Knight, Committee Member, Public Policy and Administration Faculty Dr. Michael Brewer, University Reviewer, Public Policy and Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2017 There is a digital divide between Baby Boomers and Millennials in the way they communicate and use technology in the New York City public sector workplace. The purpose of this empirical phenomenological study was to explore the phenomenon of generational communications between Baby Boomers and Millennials in the New York City workplace and to understand their lived experiences of how they communicate and use technology in their job. The conceptual framework consisted of two theories: Cameron & Quinn's competing values framework and Prensky's digital natives/digital immigrants. A total of 21 New York City workers (10 Baby Boomers and 11 Millennials) from various agencies participated in semi structured interviews and answered the DISC Classic Profile, an instrument that showed their communication styles. The data were analyzed using the Stevick-Colazzi method and Dedoose data analysis procedure to find groups of meaning and themes. Research found benefits and challenges of technology that impacted communications; how organizational culture impacted technology use and communications; fears about using and learning technology; differences in relationships affecting Baby Boomers and Millennials; and differences in communication styles affecting management and subordinates. Recommendations for future research include conducting a similar qualitative study on Generation X and a quantitative study on Baby Boomers and Millennials. The findings of this study will contribute to positive social change through the implementation of reverse mentoring, knowledge management and transfer, succession planning, and human resource management.

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20

Brown-Crowder, Rhonda Rochelle. "Work Motivation Theory: Identifying Multi-Generational Values in the Workplace". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4043.

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The workforce is diverse on gender, race, ethnicity, culture, work styles, and age. Employees from different generations have varying expectations of what they value from the workplace and therefore approach work differently. Generational differences can lead to mistrust and communication breakdowns. They can also impact job satisfaction and productivity. The Generational Cohort Theory was utilized in this nonexperimental study, and the sample was recruited from CB Richard Ellis Real Estate Group. The purpose of this study was to determine the work values differences among the 4 generational cohorts: Silent, Baby Boomers, Generation X and Millennials. The research questions for this quantitative study first identified the preferred work values, utilizing the Minnesota Importance Questionnaire (MIQ), and sought if there was a statistically significant means difference in those preferred values from 1 generation to another. A 1-way MANOVA was used to analyze the effect of generation cohort affiliation with preferred work values, revealing a positive relationship between cohort and preferred work values. Results indicated that some work values are unique between generations, such as being busy all the time and doing things for other people, and some are shared, including telling people what to do and having good coworkers. Additional research is needed to address the gap in current literature in the areas of autonomy and recognition. The implications for social change include acquiring a greater knowledge of similarities and differences between older and younger workers.. This knowledge is essential for building high-performing teams, for successful recruitment, and employee retention.

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21

Pethybridge, Ruth. "Unresolved differences : choreographing community in cross-generational dance practice". Thesis, University of the Arts London, 2017. http://ualresearchonline.arts.ac.uk/13357/.

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This practice-led research enquires into how ideologies of community as commonality have informed the dominant rhetoric in the Community Dance sector since the 1970s, and formed the conditions of possibility for Cross-generational Dance, a reciprocal relationship between discourse and practice that has arguably been overlooked in the historiography of Community Dance. Framed by Michel Foucault’s (1972) concept of the episteme – an umbrella mode of knowing that permeates historical taxonomies – Community Dance history is linked here with experimental choreographic processes during the 1960s and 1970s, and Relational Art of the 1990s. Such relationships suggest a more critical, politically-orientated genealogy. Cross-generational Dance is discussed through a reflexive approach to the writing which reveals how philosophies of community are divided into those associated with the idea of commonality – either through shared characteristics or common goals – and those that advocate a break with these imperatives, here examined through the philosophies of Adriana Cavarero, and Jean-Luc Nancy. Given its perceived agenda to bring people of distinct ages together into a harmonious totality, Cross-generational Dance provides a particular opportunity to discuss community, examined here through case-studies of key choreographers at the time of writing – Rosemary Lee, and Cecilia Macfarlane. The discussion of age is made explicit through an analysis of models of difference, and introduces how an ethical encounter with others can avoid the totalising impulse of community in subsuming these differences. The methodology of ‘relational choreography’ underpins the phenomenological emphasis on process and relationships in choreography over more conventional conceptions of product and form in dance and supports the hypothesis that community can be experienced as ‘being in relation through a phenomenology of uniqueness’. This conception does not rely on polarising the positions of the individual and the community, or self and other, young and old, but rather generates an experience of uniqueness, wherein differences remain unresolved, shared amongst ‘others plural’ (Nancy, 2000). This thesis therefore reconsiders what community means in the context of dance practice.

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22

Long, Daniel Wayne. "Exploring Generational Differences in Text Messaging Usage and Habits". Diss., NSUWorks, 2018. https://nsuworks.nova.edu/gscis_etd/1060.

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Members of society today embrace multiple communication media for various purposes and intents. Text messaging has been identified as the medium of choice for continual relationship maintenance and text messaging from mobile devices overshadows all other media forms for the support of social connections. Text messaging is changing everything from how operators market their plans to how advertisers and service providers reach consumers. But just as technology usage of social media and internet access are different across generational boundaries, text messaging usage and habits may also be different for various generational groups. The majority of peer-reviewed research regarding text messaging usage habits has focused on adolescent and young adult users with less attention on text messaging usage habits by older adults; there is a scarcity of peer-reviewed research examining cross-generation text messaging habits and texting usage patterns. The primary goal of this study was to assess the similarities and differences in text messaging usage habits, purposes, and support of social connections differentiated by five of the commonly designated generational groups in America; the Post-War Silent Generation, Baby Boomers, Generation X, Millennials, and Generation Z. A mixed methods study provided data on the text messaging usage habits of members of the generational groups using a pool of adult college students, members of the researcher’s LinkedIn network, and data from a survey service to determine to what extent differences and similarities exist between users’ text messaging usage habits within each generational group. Results indicated generational group membership has a significant effect on a participant’s messaging volume (UV), text messaging partner choices (TMPC), and text messaging social habits (SH), regardless of gender, education level, or employment status. The older the generational group, the more likely they are to prefer talking over texting and to have issues with the device interface. The Post-War Silent generation texts their spouses the least of any group, while Generation X texts their spouses the most, and all generational groups with the exception of Generation Z would limit texting while driving. Generational characteristics seem to have some influence over texting behaviors. Contributions to the existing body of knowledge in the human computer interaction field include an investigation of factors that contribute to each generational group’s willingness to embrace or reject the text messaging medium, and an investigation into the into how each generation views and exploits the texting medium.

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23

Simmons, Lesly. "Common sense, social networks and the workplace the generational divide explored /". Connect to Electronic Thesis (CONTENTdm), 2009. http://worldcat.org/oclc/501170920/viewonline.

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24

Pettyjohn, Samuel, Manul Awasthi, Kelly Foster y Joseph Baker. "Generational Differences in Support for Syringe Service Programs in Tennessee". Digital Commons @ East Tennessee State University, 2019. https://dc.etsu.edu/asrf/2019/schedule/24.

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People who inject drugs (PWIDs) are the most stigmatized and marginalized people in the general population (Ahern, Stuber, & Galea, 2007; Birtel, Wood, & Kempa, 2017). This group is not easily accessed by typical means of patient outreach and is one of the most underserved populations for primary care, mental health services, and care for chronic infectious diseases associated with injection drug use including HIV and HCV (Ahern et al., 2007; Dean et al., 2000; Livingston, Milne, Fang, & Amari, 2012; Zeremski et al., 2013). Syringe Service Programs (SSPs) can give public health and social support organizations and agencies access to an otherwise underserved population and give PWID potential access to a constellation of care to address multiple comorbidities associated with injection drug use (Barocas et al., 2014; Pollack, Khoshnood, Blankenship, & Altice, 2002; Zeremski et al., 2013). Additionally, the potential access to primary and secondary care that SSPs may connect PWID to, perceived social support is one of the strongest predictors of well-being and mental health among people with stigmatized conditions including HIV/AIDS, HCV, and PWID (Birtel et al., 2017). Wider adoption of SSPs and bridging of SSP clients to Medication Assisted Treatment providers is a potential tool in combating the current opioid epidemic in Tennessee. The Tennessee Poll by ETSU was conducted between March and April of 2017. The Tennessee Poll is an annual statewide public opinion poll conducted by the Applied Social Research Lab (ASRL). In the Tennessee Poll, questions were asked about attitudes and beliefs associated with SSPs and PWID in Tennessee. In a previous project, the research team, using generational demographic categories used in Pew surveys, looked at attitudes about both illicit and medical use of marijuana. In comparison of generations, Millennials were 15.62 times (95% CI 5.6, 43.56, p < .001) more likely to support recreational marijuana legalization versus the reference category (The Silent Generation or the generation before Baby boomers and sometimes called “The Greatest Generation”) and 3.7 times (95% CI 1.47, 9.3, p

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25

Chen, Danxia. "Eastern Work Ethic: Structural Validity, Measurement Invariance, and Generational Differences". Thesis, University of North Texas, 2014. https://digital.library.unt.edu/ark:/67531/metadc500082/.

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This present study examined the structural validity of a Chinese version of Multidimensional Work Ethic Profile (MWEP-C), using a large sample of Chinese parents and their young adult children (N = 1047). Confirmatory factor analysis (CFA) was applied to evaluate the model fit of sample data on three competing models using two randomly split stratified subsamples. Measurement invariance for these two generational respondents was checked using differential item functioning (DIF) analysis. The results indicated that MWEP-C provided a reasonable fit for the sample data and the majority of survey items produced similar item-level responses for individuals that do not differ on the attributes of work ethic across these two generations. DIF items were detected based on advanced and successive iterations. Monte Carlo simulations were also conducted for creating threshold values and for chi-square probabilities based on 1,000 replications. After identifying the DIF items, model fit improved and generational differences and similarities in work ethic between parents and their young adult children were also identified. The results suggested that the younger Chinese generations have higher work ethic mean scores on the dimensions of work centrality and morality/ethics while they have similarities on time concept, self-reliance, delay of gratification, and hard work as their parents.

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26

Akwuole, Peter C. "Generational Age Differences and Employee Motivation in the Public Sector". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3739.

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Motivation is rarely used as a diversity management strategy, and as a result, little academic research explores the relationship between generational age differences and motivation in public sector management. Using Deci's intrinsic and extrinsic motivation theory as the foundation, the purpose of this correlational design study was to evaluate the relationship between generational age differences and employee motivation in a Maryland government agency. Data were collected through an online survey using the Work Preference Inventory from 35 of the agency's 5585 employees, born between 1946 and 2000. Data were analyzed using one-way analysis of variance with post-hoc tests to assess the relationship between the intrinsic and extrinsic motivations of Baby Boomers, Generation X, and Generation Y. Findings of the ANOVA revealed that there were no statistically significant associations between the 3 generational cohorts regarding intrinsic or extrinsic motivations suggesting that there are no differences among the 3 generations in terms of preferences. However, an analysis of correlations between intrinsic and extrinsic motivations for both Baby Boomers and Generation X were strongly positive at r = .862 and .602 respectively, but strongly negative for Generation Y at r = -0.856. One of the social change implications stemming from this study is the recommendation for public organizations to explore a blend of intrinsic and extrinsic motivations to attract and enhance the longevity of members of each generational group in the public sector. This provides a more balanced and cost effective approach in sustaining generational diversity in the sector through employee motivation. This will benefit the general public because they could receive efficient services offered with minimal personnel cost.

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27

Hanscome, Lynda. "Gender differences in perceptions of workplace roles". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp04/mq23805.pdf.

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28

Zhou, Zhiqing. "Gender Differences in Subtypes of Workplace Aggression". Scholar Commons, 2012. http://scholarcommons.usf.edu/etd/4423.

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The purpose of the current study was to categorize workplace aggression into nine subtypes based on human aggression and workplace aggression literature, and to examine gender differences in engaging in these subtypes of workplace aggression. Data collected from 366 employed students showed that a significant gender difference was found only in direct workplace aggression and there were no gender differences in the other eight workplace aggression subtypes; verbal, direct, and passive workplace aggression was more frequently used than physical, indirect and active workplace aggression, respectively. Data collected from 83 employee-supervisor pairs showed that compared to supervisors' reports, female employees' self-reports tended to be higher in all eight subtypes of workplace aggression (relational workplace aggression was excluded), while male employees' self-reports were only higher in passive workplace aggression than their supervisors' reports. Male supervisors were found to report more subordinates' verbal, direct, active, and interpersonal workplace aggression than female supervisors, and male employees were reported by their immediate supervisors to engage in more active workplace aggression. Implications, limitations and conclusions were discussed.

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29

Tunc, Ayca. "Diasporic cinema : Turkish-German filmakers with particular emphasis on generational differences". Thesis, Royal Holloway, University of London, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.538775.

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30

Herbst, Emily. "The Likelihood of Gang Membership: Immigrant Generational Differences among Hispanic Youth". Bowling Green State University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1377696883.

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31

Khosravi, Jasmine Yasi. "Generational Differences in Work-Family Balance: A Quantitative and Qualitative Assessment". Bowling Green State University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1401394555.

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32

Krenz, Scott y Paul Stenger. "Managing Generations of Individuals : A Study of Generations, Work Values, and Their Relevance in Management Strategy in Engineering Consulting". Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-30550.

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With up to four generations working together in today’s workforce, research suggests that managers may feel overwhelmed at the idea of strategically managing the diversity of work values amongst their teams. Many studies suggest practical implications for managing a generationally diverse work force, however strong opposition does exist questioning the impact that generation alone has on work values and management strategy. There exists a lack of research studying how managers themselves perceive these conclusions regarding generational differences in work values, and their effect on how they should manage their teams, an intriguing scenario, as it is them whom the conclusions have been derived for. As such the purpose of this study was to be one of the first to determine the degree to which practicing managers acknowledge common conclusions pertaining to the effect an employee’s generation has on their work values, and it’s relevance in management strategy. The research followed a deductive approach as existing theories and conclusions were tested with the perceptions of practicing managers. A qualitative design allowed for the researchers to engage with respondents in a way that is not possible through a quantitative survey, avoiding the potential overgeneralizations already perceived by some to be abundant in the field. 11 experienced respondents from a single company within the engineering consultancy industry were interviewed addressing three research questions. Results of the study revealed that practicing managers do recognize work value differences between generations, showing consistencies with existing research however with some deviations in certain work values. Analysis of results revealed that generation was not the only contributing factor in these differences. Factors such as age, life stage and career stage, as well as industry trends were also revealed to be factors. Generation was not found to be an important influence on an employee’s individual work values compared to individual traits such as one’s personal upbringing, as well as other external, and dynamic factors. Generation was also not an important consideration when creating project teams. As such, understanding employees as individuals was regarded as more relevant than generation in the context of management strategy. Two preliminary models were developed to illustrate the theories and were updated reflecting the results of the analysis. The study added to the existing body of knowledge by gaining insight on the idea of generational work value differences from a unique perspective by employing a different methodology than commonly seen in the area.

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33

Cammarata, Samantha. "Generational differences in South African women’s leadership approach : a life history investigation". Diss., University of Pretoria, 2013. http://hdl.handle.net/2263/31621.

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Recent literature shows an increased interest in generational differences among the workforce, particularly in Western societies. This has coincided with a focus on the role of women as successful leaders in the workplace. Despite this, the exploration and understanding of generational differences amongst female leaders in organisations has received limited attention, particularly in the South African context. The main purpose of the study was therefore to explore whether generational differences among women have an influence on how they approach leadership roles in a South African context. The study also sought to examine whether there are differences in gender identity across the generations as a result of socialisation. The study adopted a qualitative, life histories methodological approach to address the research purposes. Semi structured interviews were conducted with nine South African women in leadership positions from both the Baby Boomer and Generation X generational cohorts. The two generational cohorts were selected as they make up the majority of the current workforce while also being more likely, due to their age, of occupying leadership positions. The interviews were recorded and transcribed, and were imported into Atlas.ti for data analysis. The findings indicated that mothers played a dominant role in the socialisation of women, while fathers were significantly less present in the women’s stories. In terms of the effect of socialisation on career and leadership expectations, Baby Boomers were taught that they should be ‘stay-at-home-mothers’ and after having raised their children could then begin their careers. Generation X believed that they could be career women just as easily as ‘stay-at-home-mothers’. Despite both generations favouring a transformational approach to leadership, each generation differed in the way it practiced leadership. Baby Boomers led in a shared, structured and empowering manner, whereas Generation Xs focused on being attentive, unlocking potential, identifying talents of followers, and assisting in the growth and development of followers within their leadership approach.
Dissertation (MCom)--University of Pretoria, 2013.
Human Resource Management
unrestricted

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34

Jones, April Lavette. "Generational Cohort Differences in Types of Organizational Commitment Among Nurses in Alabama". ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1172.

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In hospitals in the United States, the ratio of nurses to patients is declining, resulting in an increase in work demands for nurses. Consequently, organizations face challenges with nurses' organizational commitment. Studies have revealed generational differences, as determined by birth year, in employee levels of organizational commitment in a number of organizational settings. However, there is a gap in the literature regarding the impact of generational cohorts on the organizational commitment of nurses. The purpose of this quantitative, nonexperimental, cross-sectional design was to address whether generational cohorts of nurses differed in their levels of organizational commitment, and to investigate whether licensed practical nurses (LPNs) and registered nurses (RNs) differed in their levels of organizational commitment. A purposive sampling method was used to recruit 132 nurses in Alabama for this study. A MANOVA was employed to test the mean differences in organizational commitment by generational cohort status and nursing degree. Results revealed that generational cohort status did not have a significant impact on nurses' levels of organizational commitment. However, the findings showed that LPNs had significantly lower levels of affective commitment than RNs. This study provided information that may be of use to hospital administrators and human resource managers in communicating the need for flexible incentive packages to address the needs of a diverse workforce. Results from the study may promote social change by providing information about how nurse credentials are associated with their organization commitment. This association is critical for building organizational stability, organizational effectiveness, and nurse recruitment and retention.

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35

Jones, Joyce Moses. "Generational Differences among Social Security Administration Employees and Their Perception of Value". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2988.

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Social Security Administration (SSA) managers and leaders are facing an unprecedented challenge to understand 3 to 5 generations of employees, and value the diversity of each group (Glass, 2007). Perceived lack of recognition has resulted in low morale and job satisfaction, leaving employees not feeling valued. The purpose of this qualitative, phenomenological research study was to explore, identify, and examine the lived experiences and perceptions of SSA employees to determine how managers and leaders can contribute to employee valuation. The central question and subquestions were designed to determine whether generational theory accurately described the lived experiences and perceptions of the subjects' value to the organization. Data collection included in-depth interviews with 15 employees of SSA, 5 from each of the most represented generational groups: Baby Boomers, Generation Xs, and Generation Ys. Key findings of a thematic analysis were that employees of differing generations feel valued in different ways. It was found that appreciation for each generation should be shown in a way that is meaningful to that generation, and does not reflect discrimination of another group. The results of this study contribute to positive social change by clarifying the relationship between generational differences and perception of value and provides specific recommendations to SSA managers and leaders. This guidance is an important contribution to the existing literature and will enhance social change initiatives through valuing all employees for the skills and talents they bring to the organization irrespective of age.

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36

Yassa-Lopez, Nadya Yvonee. "Generational Differences in the Level of Commitment in the U.S. Marine Corps". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6156.

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Generational differences directly impact the culture and discipline in the U.S. Marine Corps. Previous research suggests that Generation Y's characteristics do not align with traditional military service. The specific problem is that there is a gap in the research and scholarly literature on the level of commitment of Generation Y compared to Generation X Marines. The purpose of this nonexperimental, quantitative study was to examine the influence on Marine Corps culture due to the level of commitment of active duty, enlisted Generation Y Marines compared to active duty, enlisted Generation X Marines. The theoretical frameworks for this study were the theory of generations and the organizational culture theory. The central research question was focused on the influence of Generation Y's experiences, ideas, and opinions on Marine Corps culture. In order for Marine Corps leaders to be effective, they need a better understanding of the people who work for them. This quantitative, cross-sectional survey study used a sample of 264 active duty, enlisted Marines from the 1st Marine Logistics Group in Southern California. The t tests revealed that Generation X has a higher level of commitment than Generation Y. However, the t tests also revealed that Generation Y's commitment profile indicates that the generation continues to serve because they want to or desire to remain in the Marine Corps. Lastly, multiple linear regression analysis revealed that each type of commitment was affected differently by the independent variables (age, gender, generation, and pay grade). The results provide the Marine Corps with a better understanding of generational issues. The positive social change from this research is the ability to sustain an essential and successful military culture and as a consequence, to improve the combat capability of the Marine Corps and the Department of Defense.

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37

Toker, Yonca. "Individual Differences Factors Affecting Workplace Sexual Harassment Perceptions". Master's thesis, METU, 2003. http://etd.lib.metu.edu.tr/upload/3/1081181/index.pdf.

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The main purpose of the present study was to investigate the effects of individual differences on Sexual Harassment (SH) perceptions at the workplace. Specifically, the effects of attitudes toward women&
#8217
s gender roles and personality attributes (i.e., self-esteem and emotional affectivity) on SH perceptions were examined. Another purpose of the study was to explore the stereotype domains of sexual harassers and to compare it with those of managers. A preliminary study was conducted by interviewing 56 Turkish working women. Based on the content analyses of the responses, a measure of social-sexual behavior manifestations relevant to the Turkish culture and a measure of harasser stereotypes were developed. In the main study, the social-sexual behavior measure was used to assess harassment perceptions and experiences of women, the stereotype measure was used to explore the nature of harasser and manager stereotypes. A total of 353 women employed in various organizations participated in the main study. Social-sexual behavior items based on sexual harassment perceptions yielded six factors (i.e., unwanted personal attention, verbal sexual attention, sexist hostility, physical sexual assault, insinuation of interest, and sexual bribery and sexual coercion). Each factor was regressed on the individual differences variables. Negative affectivity predicted perceptions of unwanted personal attention, verbal sexual attention, and sexist hostility type of behaviors. Attitudes toward women&
#8217
s gender roles predicted physical sexual assault and sexual bribery-sexual coercion type of behaviors. Self-esteem was found to predict all sexual harassment factors, except sexist hostility. Women&
#8217
s stereotypes towards harassers were found to be significantly different from their stereotypes towards managers, except one domain, which was dominancy. Cluster analysis suggested three different profiles of stereotypes towards harassers, and three different profiles of stereotypes towards managers. Women having stereotypes of negative or negative and powerful harassers perceived significantly more sexual harassment than those with ambivalent stereotypes towards harassers.

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38

Robinson, Johnny A. "The Generational Shift: an Exploration of Leadership Behaviors of Senior Student Affairs Officers Through a Generational Lens". Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc804938/.

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The purpose of this quantitative study was to identify and compare differences in leadership behaviors of senior student affairs officers (SSAOs) based on their generational cohort (Baby Boomer, Generation X, Millennial). The Multifactor Leadership Questionnaire (MLQ) was used to measure nine leadership behaviors and three leadership outcomes. Surveys were administered electronically to 3,361 individuals identified as a chief student affairs officer or director of student affairs in the Higher Education Online Directory (2014). The 449 respondents included 246 Baby Boomers, 192 Generation Xers, and 11 Millennials. Due to an uneven sample size, the Millennial group was removed from the data analysis. The total respondents consisted of 215 male and 219 female SSAOs with 260 employed at four-year private institutions and 170 employed at four-year public institutions. A MANOVA was utilized to determine whether or not statistical differences existed between the nine dependent variables (leadership behaviors) and independent group variables (generational group). The findings showed that whereas Generation X SSAOs exhibited more transactional leadership behaviors, Baby Boomer SSAOs were more transformational. The results of this study have implications for the field of student affairs in that research and practice support the need for more transformational leaders in senior administrative positions in higher education. If Generation X SSAOs who represent the next generation of administrators are more transactional in their leadership, college presidents and professional associations may need to develop a new, more transformational generation of SSAOs to replace Baby Boomers as they retire.

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39

Phillips, Lisa. "Staff retention and generational diversity : workplace characteristics that predict affective commitment and turnover intentions /". [St. Lucia, Qld.], 2007. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe20085.pdf.

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40

Arroyo, Yamarie. "A Descriptive and Correlational Study Between Employees' Level of Workplace Engagement and Generational Consideration". Thesis, University of Phoenix, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583318.

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The purpose of the present quantitative descriptive, correlational study was to determine whether and to what degree a relationship existed between generational shifting at the workplace and the level of work engagement. Generations included in the study were Baby Boomers, Generation X, and Generation Y. The study also served to determine the relationship, between the employee motivations towards work and generational cohort, and the relationship between motivation sources and employee engagement. The study findings revealed that work engagement levels did not relate to generational cohorts. Similarly, the most prevalent motivation sources did not differ among the three generations. In terms of the relationship between motivation sources and employee engagement, the study added to the body of knowledge about employee engagement and work motivation. Positive correlations were found between work engagement and the following motivation sources: intrinsic process, internal self-concept, external self-concept, and goal internalization. These findings imply that individuals are motivated by the work itself, not necessarily by the rewards expected for the job. Individuals prefer jobs that allow them to have fun and provide a sense of achievement. Individuals will be motivated by tasks that help them to maintain or increase their reputation, and jobs that match their internal values. By focusing on addressing workforce motivation sources, employers will probably increase work engagement. Future research could expand on the suggestions and findings of the present study.

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41

Heizman, Karen Elizabeth. "The Effect of Workplace Characteristics on Millennial Worker Organizational Commitment". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6215.

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Existing research on the Millennial generation has focused on identifying the workplace attributions and stereotypes between generations, and the relationship between those attributions and stereotypes, as related to organizational commitment. However, research has not addressed which workplace characteristics influence organizational commitment of the Millennial generation. Herzberg's 2-factor theory was used to investigate the relationship between workplace characteristics and organizational commitment of the Millennial generation. The purpose of this quantitative study was to determine whether workplace characteristics influence organizational commitment in the Millennial generation. This quantitative study used the Minnesota Satisfaction Questionnaire and the Organizational Commitment Questionnaire. A convenience sample of 215 individuals born between 1984 and 1998 were surveyed. The key research questions investigated which workplace characteristics had the greatest impact on organizational commitment. The results indicated that self-management of career paths, combined with opportunities for employee development provided the best predictors for organizational commitment of the Millennial generation. These 2 variables accounted for 21% of the variance of the OCQ (R = .463, R²=.21).By understanding which workplace characteristics impact organizational commitment, organizations will be able to reduce turnover, employees will become more committed to the organization, which may provide employers with a greater opportunity to develop future leaders of their organizations and thereby initiate positive social change at the level of the individual employee and the organization.

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42

Paniale, Lisa. "An Analysis of Generational Differences and Their Effects on Schools and Student Performance". Doctoral diss., University of Central Florida, 2013. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/5685.

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This study examined the effects of generational differences on student achievement of students in Brevard Public Schools, Brevard County, Florida. The independent variable was the generational cohorts (Traditionalist, Baby Boomer, Generation X, and Millennials). The dependent variable was the factors of job satisfaction, organizational commitment, and work motivation. A second dependent variable was Value-Added Measure (VAM) scores calculated by the Department of Education for the state of Florida for each teacher of grades K-12. These VAM scores were derived from the Florida Comprehensive Assessment Test (FCAT) Reading and Math Developmental Scale scores to show a teacher's effect on student achievement. A convenience sample of teachers was surveyed from the population of all Brevard Public Schools teachers, and respondents' VAM scores were analyzed for differences in the means. Findings showed that there was a statistically significant difference in job satisfaction among the generational cohorts based on the benefits factor. Baby Boomers found benefits to be a more important aspect of job satisfaction than did Millennials. There was also a statistically significant difference in organizational commitment among the generational cohorts based on career at current school. Baby Boomers found spending the rest of their career at their current school significantly more important than did Millennials. There was no statistically significant difference among the generational cohorts in work motivation or means of VAM scores. Recommendations were made for future studies that generalize the finding to other counties in Florida, other states, and other countries. The possibility of generational impact being a cultural experience would be addressed. Another possible future study included examining individuals within a single generational cohort. Gender considerations are one area for study. Furthermore, it is recommended that future studies move beyond one timeframe for gathering data. A longitudinal study of the same people within a generation from the beginning of their career to the end to determine if values change due to aging and gaining experience as compared to belonging to a generation should be conducted.
Ed.D.
Doctorate
Teaching, Learning, and Leadership
Education and Human Performance
Educational Leadership; Previous Leadership Certificate

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43

Chen, Andy Jung-Yi. "Generational Differences in Leadership and Conflict Style Preferences within Family Businesses in Taiwan". NSUWorks, 2009. http://nsuworks.nova.edu/hsbe_etd/18.

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The results of this study indicate that the Taiwan managers have a fairly high level of consistency in their preference for both a predominant leadership and conflict resolution style. They prefer a participative style of leadership and an introspective/observant style of conflict resolutions. In addition, the owner/managers studied had a good sense of the reality of their perceptions of their own leadership style. Both of these findings are consistent with what might be expected from Chinese and Confusion Philosophy. However, there the strength of these preferences is not as strong in the younger employees indicating a real generational shift in preferred styles. This is particularly clear in terms of the conflict style where there was an increased preference for a more assertive style or Western style of conflict resolution in younger employees. In addition, there was a clear difference in preferred approach to leadership when leadership was looked at from the transformational/transactional theory approach to leadership. The older manager/owners preferred a transactional leadership approach which is more in line with the paternalistic nature of Chinese management. The traditional Chinese approach to management would have predicted that the transactional leadership approach would dominate. The results of this study supported this expectation but only for the older group and not the younger group. The younger group preferred the transformational approach to leadership which may be argued to be closer to modern Western approaches to leadership. One other finding of particular note was that while the relative strength of conflict and leadership style preferences varied slightly, the generational differences were consistent regardless of whether the intergenerational differences were measured inside the same company or across a variety of companies and the groups of older and younger managers/owners were related by organizational membership or completely independent of each other. The results of this study provide additional insights into the role of preferred leadership and conflict styles within organizations in Taiwan.

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44

Unison-Pace, Wendy J. "Investigating generational differences of perceived uncivilized behaviors between students and faculty in nursing education". Thesis, Capella University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=3745096.

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This quantitative study, completed in a mid-Atlantic coastal state, examined generational differences in nursing education related to perceptions of incivility. For this study, the Incivility in Nursing Education-Revised (INE-R) survey was administered to determine the behaviors nursing students and nursing faculty identified as being uncivil in nursing education and to determine participants’ generational cohorts. Participants’ generations were identified by birth year, allowing participants to be placed in a precise generational cohort without regard to those born on the cusp of a generation. Social exchange theory guided this study. This theory explains human behavior in terms of an exchange of mutually similar behaviors based on perceptions of personal, cultural, and environmental life experiences that occurred during an individual’s generation. Findings indicate factors differed among the generational cohorts, particularly between millennials and other generations. No significant difference was found between nursing faculty and nursing students’ perceptions of what was considered uncivilized behaviors. Implications for nursing educators are discussed and suggestions for future research identified. Learning the extent to which incivility is perceived differently by nursing faculty and students based on specific generational issues of each cohort could be used to conduct further research in nursing education.

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45

Skrybka, Anna. "Generational Differences in the Workplace:The Influence of Debt on Work Values and Job Satisfaction". Cleveland State University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=csu1533416949144739.

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46

Ferguson, Lauren Elizabeth. "Examining Generational and Gender Differences in Parent-Young Adult Child Relationships During Co-residence". PDXScholar, 2016. http://pdxscholar.library.pdx.edu/open_access_etds/3029.

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Young adults of the twenty-first century face a long path to adulthood marked by uncertainty and lack of stability. In response, young adults are heading back to or failing to leave their family homes in higher numbers than generations before (Jacobsen and Mather 2011; Qian 2012). These macro-level trends bring about questions about their impact on family relationships as well as how these relationships have evolved over time. My thesis investigates parent-child relationships during co-residence with a specific focus on generation and gender differences. Through secondary data analysis of the National Survey of Families and Households, I explore how parent-child relationships during co-residence differ between parents of Generation Xer young adults (born between 1965-1980) and Millennial young adults (born between 1981-1996). Additionally, I examine gender differences between these two generational cohorts. My findings offer support that intergenerational relationships are not necessary closer, but look different for parents of Millennials as compared to Generation Xers. I also find that there are significant gender differences between mothers and fathers of Generation Xers versus those of Millennials. I find that mothers of Generation Xers report more time shared with co-residing young adults and increased frequency of perceived emotional support from their child than fathers; yet, fathers of Millennials report more perceived support than mothers. I suggest these findings offer support for the notion that gendered roles play out into young adulthood and potentially have more flexibility for fathers across time. As the economic and social landscape continues to change and present more uncertainty, family relationships become a form of social security; thus it becomes increasingly important to understand these dynamics. My findings are significant as they contribute to a better understanding of parent-child relationships over time and offer discussion on the potential implications.

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47

Zink, James Lynd. "Reactive behavioral patterns, generational differences and retention in online career and technical education students". [Pensacola, Fla.] : University of West Florida, 2009. http://purl.fcla.edu/fcla/etd/WFE0000165.

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Thesis (Ed.D.)--University of West Florida, 2009.
Submitted to the Dept. of Professional and Community Leadership. Title from title page of source document. Document formatted into pages; contains 121 pages. Includes bibliographical references.

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48

Greco, Lindsey. "Gender Differences in Perceived Costs and Benefits of Workplace Mistreatment". TopSCHOLAR®, 2011. http://digitalcommons.wku.edu/theses/1043.

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Workplace mistreatment, in the form of both incivility and aggression, can have a major impact on personal and organizational outcomes. The purpose of this study was to examine the mental judgments that individuals make before engaging in either uncivil or aggressive behavior. Data was analyzed in terms of both the potential costs and the potential benefits that an instigator could expect from engaging in such behavior, with specific emphasis on gender differences in cost/benefit expectations. There were no significant gender differences in either the perceived costs or the perceived benefits of engaging in incivility. The hypothesis that individuals with a low cost and/or high benefit pattern of responses of incivility were more likely to report instigating uncivil behaviors was also unsupported. The limitation of statistical analyses by a violation of the assumption of equal variances is discussed.

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49

Choi, Minyoung. "Les défis de l’adaptation des expatriés français installés en Corée du Sud face aux changements socioculturels". Electronic Thesis or Diss., Université Gustave Eiffel, 2024. http://www.theses.fr/2024UEFL2035.

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Nous cherchons à identifier les défis des expatriés français installés en Corée du Sud face aux spécificités de la culture locale coréenne, et en particulier aux nouvelles normes d'aujourd'hui dans le monde du travail insufflées par les changements sociaux actuels et la jeune génération en Corée. La Corée présente des singularités fortes pour les expatriés français installés en Corée, et l'un des grands défis consiste à considérer la culture locale et à s'y adapter. Cette thèse vise essentiellement à comprendre l'influence de la culture coréenne sur l'adaptation des expatriés français en contexte local et les défis de leur adaptation interculturelle dans le pays d'accueil. Nous nous interrogerons sur la manière dont les expatriés français interprètent leurs expériences en Corée et comment ils envisagent les rapports au travail des Coréens. En même temps, cette étude s'intéresse plutôt au croisement des deux perspectives culturelles des expatriés français et des collègues locaux, nous observerons comment chacun se représente ces deux côtés et interprète mutuellement les modes de travail et les comportements selon le contexte culturel propre à chacun. À ce jour, les rapports au travail en Corée sont en pleine évolution en corrélation avec l'arrivée progressive dans l'entreprise de la nouvelle génération. Mais face à cette évolution socioculturelle de la société coréenne, la vision française ne reflète pas les normes culturelles des Coréens en transformation. Cette recherche se structure autour de deux volets : interculturel et intergénérationnel, prenant ainsi en compte les évolutions des rapports au travail insufflées par la jeune génération. Le but de cette thèse est d'apporter un regard nouveau dans les approches interculturelles en combinant les problématiques interculturelles et intergénérationnelles. En mettant en relation ces deux différents axes, cette thèse vise à comprendre comment les perspectives croisées peuvent influencer l'adaptation des expatriés français au travail en Corée
Our research seeks to identify the challenges encountered by French expatriates living in South Korea when adapting to the local culture, particularly the new standards of today's working environment inspired by sociocultural changes and Korea's younger generation. French expatriates have found it difficult to adapt effectively to local cultures and traditions, making it one of the great challenges they face. In this context, this thesis aims to understand the influence of Korean culture on the adaptation of French expatriates and the challenges of their intercultural adaptation to the host country. We will investigate how French expatriates perceive their experiences in Korea and what they think of Koreans' approach to work. At the same time, this study is interested in the intersections of the two cultural perspectives of French expatriates and local employees. We will observe how each group represents these perspectives and mutually interprets practices, working methods, and behaviors according to their own specific cultural contexts. However, work values, attitudes, and behaviors in the Korean workplace are rapidly changing due to the new generation entering the workforce. Despite this sociocultural transformation of Korean society, the perspective of French expatriates does not reflect the changing characteristics of the Korean workforce. This research is therefore structured around two points: intercultural and intergenerational, taking into account the changes in job attitudes accelerated by the younger generation. The aim of this thesis is to bring a new perspective to intercultural approaches by combining intercultural and intergenerational issues. By relating these two different points, this thesis aims to understand how the intersection of such perspectives can influence the adaptation of French expatriates working in Korea

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50

Noland, Jodi C. "Generational Differences in Emotional Labor in Nurses: The Impact on Depressed Mood and Turnover Intentions". University of Akron / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=akron1590230182736092.

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Tesis sobre el tema "Generational differences in the workplace"

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