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Littérature scientifique sur le sujet « Generational differences in the workplace »

Auteur : Grafiati

Publié le 14 décembre 2024

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Articles de revues sur le sujet "Generational differences in the workplace"

Choudhary, Reema, Younus Ahamad Shaik, Pankaj Yadav et Ayesha Rashid. « Generational differences in technology behavior : A systematic literature review ». Journal of Infrastructure, Policy and Development 8, n^o 9 (5 septembre 2024) : 6755. http://dx.doi.org/10.24294/jipd.v8i9.6755.

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This research looks into the differences in technological practices across Gen-X, Gen-Y, and Gen-Z employees in the workplace, with an emphasis on motivation, communication, collaboration, and productivity gaps. The study uses a systematic literature review to identify factors that contribute to these variations, taking into account each generation’s distinct experiences, communication methods, working attitudes, and cultural backgrounds. Bridging generational gaps, providing ongoing training, and incorporating cross-generational and technology-enhanced practices are all required in today’s workplace. This study compares the dominating workplace generations, Gen-X and Gen-Y, with the emerging Gen-Z. A review of the literature from 2010 to 2023, which was narrowed down from 1307 to 20 significant studies, emphasizes the importance of organizational management adapting to generational changes in order to increase productivity and maintain a healthy workplace. The study emphasizes the need of creating effective solutions for handling generational variations in workplace.

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Abdul Malek, Marlin Marissa, et Abd Rahim Jaguli. « Generational differences in workplace communication ». Journal of Asian Pacific Communication 28, n^o 1 (19 janvier 2018) : 129–50. http://dx.doi.org/10.1075/japc.00007.abd.

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Abstract Purpose – This research investigates the generational differences in workplace communication, expectations and behaviors of employees from the perspectives of female leaders and their direct reports. Design – This study employs a qualitative approach through in-depth interviews with 12 female leaders and 24 of their direct reports who are working in various organizations in Malaysia. Findings – Findings include three themes that emerged as key in determining and reflecting the female leaders’ experiences in communicating with their employees in the workplace: (1) attitudes towards power and authority; (2) being creative and taking risks and (3) workplace dynamics. Research Implications – The workplace setting and the leaders’ stance with regards to workplace interaction have seen adjustment towards a flatter and less-hierarchical structure in line with the challenges associated with the 21st century organizations. Practical implications – Leaders and members of the organizations should work towards balancing some traditional and emerging expectations and work practices to better engage with each other. Originality/value – This research highlights the interactions between two distinct groups that are gaining importance and influence in the current workplace; female leaders and the Gen-Ys and uncovers the unique blend between perceived cultural dimensions, the influence of technology advancement and overseas exposure in organizations in Malaysia.

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Becton, John Bret, Harvell Jack Walker et Allison Jones-Farmer. « Generational differences in workplace behavior ». Journal of Applied Social Psychology 44, n^o 3 (14 janvier 2014) : 175–89. http://dx.doi.org/10.1111/jasp.12208.

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Gordon, Virginia N., et Margaret J. Steele. « The Advising Workplace : Generational Differences and Challenges ». NACADA Journal 25, n^o 1 (1 mars 2005) : 26–30. http://dx.doi.org/10.12930/0271-9517-25.1.26.

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

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Stevens, Roxanne Helm. « Managing Human Capital : How to Use Knowledge Management to Transfer Knowledge in Today’s Multi-Generational Workforce ». International Business Research 3, n^o 3 (11 juin 2010) : 77. http://dx.doi.org/10.5539/ibr.v3n3p77.

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

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Taylor, Melissa Kempf. « Xennials : a microgeneration in the workplace ». Industrial and Commercial Training 50, n^o 3 (5 mars 2018) : 136–47. http://dx.doi.org/10.1108/ict-08-2017-0065.

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Purpose The purpose of this paper is to investigate the microgeneration between Generation X and the Millennial generation. The research question addressed was “What makes the Xennial generation unique and how might the knowledge of these differences be beneficial to organizations?” Design/methodology/approach The research question was analyzed by a review of literature through the lens of generational theory. This study reviewed current literature on generational theory, years encompassing specific generations, and differences between recent generations in the workplace. Findings It was discovered the exact years distinguishing generations were unclear because generations fade into one another without a distinct starting and stopping point. This overlap creates a cusp generation or microgeneration. The presented findings suggest microgeneration employees could aid in reducing workplace generational tensions. Practical implications Organizations can benefit from creating flexible workplaces accommodating the desires of multi-generational employees while still meeting the goals of the organization as a whole. It is important managers approach generational differences with a clear perspective of what information is valid and what may simply be popular. It is crucial to remember employees are individuals who never completely fit a stereotype, generational, or otherwise. Originality/value Very few academic articles on generational differences mention cusp generations and none address their unique opportunities for organizations in the workplace. Members of microgenerations between major generational cohorts may be a key to reducing workplace friction between employees of different generations.

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Farthing, Kate. « Embracing Generational Differences in the Workplace ». Hospital Pharmacy 48, n^o 7 (juillet 2013) : 537–57. http://dx.doi.org/10.1310/hpj4807-537.

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Cucina, Jeffrey M., Kevin A. Byle, Nicholas R. Martin, Sharron T. Peyton et Ilene F. Gast. « Generational differences in workplace attitudes and job satisfaction ». Journal of Managerial Psychology 33, n^o 3 (9 avril 2018) : 246–64. http://dx.doi.org/10.1108/jmp-03-2017-0115.

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Purpose The purpose of this paper is to examine the presence of generational differences in items measuring workplace attitudes (e.g. job satisfaction, employee engagement). Design/methodology/approach Data from two empirical studies were used; the first study examined generational differences in large sample, multi-organizational administrations of an employee survey at both the item and general-factor levels. The second study compared job satisfaction ratings between parents and their children from a large nationwide longitudinal survey. Findings Although statistically significant, most generational differences in Study 1 did not meet established cutoffs for a medium effect size. Type II error was ruled out given the large power. In Study 2, generational differences again failed to reach Cohen’s cutoff for a medium effect size. Across both studies, over 98 percent of the variance in workplace attitudes lies within groups, as opposed to between groups, and the distributions of scores on these variables overlap by over 79 percent. Originality/value Prior studies examining generational differences in workplace attitudes focused on scale-level constructs. The present paper focused on more specific item-level constructs and employed larger sample sizes, which reduced the effects of sampling error. In terms of workplace attitudes, it appears that generations are more similar than they are different.

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Appelbaum, Steven H., Anuj Bhardwaj, Mitchell Goodyear, Ting Gong, Aravindhan Balasubramanian Sudha et Phil Wei. « A Study of Generational Conflicts in the Workplace ». European Journal of Business and Management Research 7, n^o 2 (5 mars 2022) : 7–15. http://dx.doi.org/10.24018/ejbmr.2022.7.2.1311.

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

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Schullery, Nancy M. « Workplace Engagement and Generational Differences in Values ». Business Communication Quarterly 76, n^o 2 (4 mars 2013) : 252–65. http://dx.doi.org/10.1177/1080569913476543.

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Thèses sur le sujet "Generational differences in the workplace"

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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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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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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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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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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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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com, easther@telstra, et 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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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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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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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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Livres sur le sujet "Generational differences in the workplace"

Burke, Mary Elizabeth. Generational differences survey report. Alexandria, VA : Society for Human Resource Management, 2004.

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Ann, Smith Mary, Johnson Sandra J, DeBardeleben Garfield 1946- et University of Minnesota. Training and Development Research Center., dir. Valuing differences in the workplace. [St. Paul, MN] : University of Minnesota, Training and Development Research Center, Dept. of Vocational and Technical Education, 1991.

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Joint Center for Political and Economic Studies (U.S.), dir. Changing of the guard : Generational differences among Black elected officials. Washington, D.C : Joint Center for Political and Economic Studies, 2001.

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United States. National Archives and Records Administration, dir. Diversity : Celebrating a world of differences. [Washington, D.C.?] : National Archives and Records Administration, 1999.

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Sarchet, Bruce. Harassment and diversity : Respecting differences. Mill Valley, CA : Kantola Productions LLC, 2005.

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Andert-Schmidt, Darlene. Managing our differences : Meeting the demands of diversity. Shawnee Mission, Kan : National Press Publications, 1995.

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Hicks, Kathy. Boomers, Xers, and other strangers : Understanding the generational differences that divide us. Wheaton, Ill : Tyndale House, 1999.

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American Bar Association. Law Practice Management Division, dir. The millennial lawyer : Making the most of generational differences in the firm. Chicago : American Bar Association, 2012.

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June, Castello, et University of the West Indies (Mona, Jamaica). Centre for Gender and Development Studies., dir. Gender, masculinity and the workplace. Kingston, Jamaica : Centre for Gender and Development Studies, Mona Unit, 2006.

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Chapitres de livres sur le sujet "Generational differences in the workplace"

Boström, Ann-Kristin. « Generational Differences at the Workplace ». Dans Human Resource Management : A Nordic Perspective, 128–39. Abingdon, Oxon ; New York, NY : Routledge, 2019. : Routledge, 2018. http://dx.doi.org/10.4324/9780429489761-11.

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Ferreira, Nadia. « Positive Coping Skills, Thriving and Social Connectedness : Are There Generational Differences in the Digital Workplace ? » Dans Agile Coping in the Digital Workplace, 79–98. Cham : Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-70228-1_5.

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Creech, Chelsi A., et Stephen M. King. « Navigating Inter-generational Differences Between Spirituality and Religious Behavior in the Twenty-First-Century Workplace : What We Can Learn from Boomers, Millennials, and Xers ». Dans The Palgrave Handbook of Workplace Spirituality and Fulfillment, 1–18. Cham : Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-61929-3_52-1.

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Creech, Chelsi A., et Stephen M. King. « Navigating Inter-generational Differences Between Spirituality and Religious Behavior in the Twenty-First-Century Workplace : What We Can Learn from Boomers, Millennials, and Xers ». Dans The Palgrave Handbook of Workplace Spirituality and Fulfillment, 1147–64. Cham : Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-62163-0_52.

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Patterson, Constance Kindrick. « Generational Differences ». Dans Encyclopedia of Cross-Cultural School Psychology, 477–78. Boston, MA : Springer US, 2010. http://dx.doi.org/10.1007/978-0-387-71799-9_181.

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Rosen, Larry D., et José M. Lara-Ruiz. « Similarities and Differences in Workplace, Personal, and Technology-Related Values, Beliefs, and Attitudes Across Five Generations of Americans ». Dans The Wiley Handbook of Psychology, Technology, and Society, 20–55. Chichester, UK : John Wiley & Sons, Ltd, 2015. http://dx.doi.org/10.1002/9781118771952.ch2.

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Mandato, Kathleen. « Generational Differences in Training ». Dans Healthcare Technology Training, 69–82. Cham : Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-10322-3_6.

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Salvi, Sarah E., Daniel M. Ravid et David P. Costanza. « Generational Differences and Generational Identity at Work ». Dans Age and Work, 98–113. New York : Routledge, 2022. http://dx.doi.org/10.4324/9781003089674-8.

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Goestenkors, Donna, et Georgia Day. « Generational Shifts in the Workplace ». Dans The Executive Medical Services Professional, 57–65. Boca Raton : Taylor & Francis, 2020. : Productivity Press, 2020. http://dx.doi.org/10.4324/9780429852886-7.

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Marks, Laura. « Understanding the Multi-Generational Workplace ». Dans The Handbook of Continuing Professional Development for the Health Informatics Professional, 157–67. 2^e éd. New York : Productivity Press, 2022. http://dx.doi.org/10.4324/9780429398377-22.

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Actes de conférences sur le sujet "Generational differences in the workplace"

Varga, János, et Ágnes Csiszárik-Kocsir. « Generational Differences in Environmental Awareness and Responsibility ». Dans 2024 IEEE 22nd Jubilee International Symposium on Intelligent Systems and Informatics (SISY), 137–42. IEEE, 2024. http://dx.doi.org/10.1109/sisy62279.2024.10737544.

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Ozolina, Jana, Sanita Saitere et Elina Gaile-Sarkane. « Bridging Generational Gaps : Reducing Conflict and Enhancing Collaboration in the Workplace ». Dans 28th World Multi-Conference on Systemics, Cybernetics and Informatics, 147–54. Winter Garden, Florida, United States : International Institute of Informatics and Cybernetics, 2024. http://dx.doi.org/10.54808/wmsci2024.01.147.

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Szatmáry, Rozália Hanna. « Generational Differences in Online Behavior - Exploring Attitudes Towards Privacy, Trust, and Social Interaction ». Dans 2024 IEEE 18th International Symposium on Applied Computational Intelligence and Informatics (SACI), 000077–82. IEEE, 2024. http://dx.doi.org/10.1109/saci60582.2024.10619730.

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Srivastava, Siddhi Jitendra. « Insights on Managing Generational Diversity at Workplace ». Dans ADIPEC. SPE, 2024. http://dx.doi.org/10.2118/222297-ms.

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In the fast-moving, globalized, and competitive environment of today, four distinct generations are active in the workforce: Baby Boomers, Generation X, Millennials, and Generation Z. Ranging in age from 18 to 74 years, these groups span over 50 years and each has its unique challenges, strengths, and expectations. Recognizing and adapting to these generational differences is crucial for successfully managing a diverse team. Generations can be thought of as age cohorts—groups of people who have had similar life experiences due to growing up during the same period. There are five recognized and documented age cohorts with their commonly accepted classifications as given below: Traditionalists / Silent Generation – Born before 1946Baby Boomers – Born between 1946 and 1964Generation X – Born between 1965 and 1980Millennials – Born between 1981 and 1998Generation Z – Born after 1998

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Ardiansyah, Norse Indraswati, et Noviaty Kresna Darmasetiawan. « Psychological well-being and workplace relations gaps on generational differences ». Dans Proceedings of the 16th International Symposium on Management (INSYMA 2019). Paris, France : Atlantis Press, 2019. http://dx.doi.org/10.2991/insyma-19.2019.24.

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Martin, Jennifer L., et Owen Peters. « Embracing the Generational Differences to “Bridge the Gap” in the Workplace ». Dans 2019 IEEE IAS Electrical Safety Workshop (ESW). IEEE, 2019. http://dx.doi.org/10.1109/esw41045.2019.9024721.

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Kršinar, Tea, et Mojca Bernik. « Dejavniki zaposlitve generacij X, Y in Z ». Dans Interdisciplinarity Counts. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.fov.3.2023.41.

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Today, there are three generations in the labour market, Generation X, Generation Y and Generation Z. These generations differ in their characteristics and values, both in their personal and professional lives. Successful recruitment requires an understanding of the characteristics of those generations in the workplace, taking into account the employment factors that influence their employment decisions and the factors that matter to the generations in the workplace and affect their job satisfaction and job tenure. This paper presents the results of a survey that examined the employment factors of Generations X, Y and Z, the characteristics of Generations X, Y and Z in the workplace, and the characteristics of Generations X, Y and Z. The results show that there are no significant differences between Generation X and Generation Y, while on the other hand the younger Generation Z differs from them in some factors and attaches significantly more or less importance to them. Hypothesis testing revealed that the financial situation of the employer is more important to Generation X than to Generation Y, as are relationships with colleagues, and that Generation X is more resourceful at work than Generation Z.

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Bowe, Brian J., et Donghee Yvette Wohn. « Are there generational differences ? » Dans the 2015 International Conference. New York, New York, USA : ACM Press, 2015. http://dx.doi.org/10.1145/2789187.2789200.

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Lina Dameria, Siregar, Santati Parama et Meitisari Nia. « Conflict of Generational Gap in the Workplace ». Dans 7th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2021). Paris, France : Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220304.048.

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Heinzman, Joseph. « Generational Differences : Retaining Critical Skills ». Dans SAE 2010 World Congress & Exhibition. 400 Commonwealth Drive, Warrendale, PA, United States : SAE International, 2010. http://dx.doi.org/10.4271/2010-01-0675.

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Rapports d'organisations sur le sujet "Generational differences in the workplace"

Özek, Umut, et David Figlio. Cross-Generational Differences in Educational Outcomes in the Second Great Wave of Immigration. Cambridge, MA : National Bureau of Economic Research, mai 2016. http://dx.doi.org/10.3386/w22262.

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Ferguson, Lauren. Examining Generational and Gender Differences in Parent-Young Adult Child Relationships During Co-residence. Portland State University Library, janvier 2000. http://dx.doi.org/10.15760/etd.3024.

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Lavy, Victor. Gender Differences in Market Competitiveness in a Real Workplace : Evidence from Performance-based Pay Tournaments among Teachers. Cambridge, MA : National Bureau of Economic Research, septembre 2008. http://dx.doi.org/10.3386/w14338.

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Calónico, Sebastián, et Hugo R. Ñopo. Returns to Private Education in Peru. Inter-American Development Bank, mars 2007. http://dx.doi.org/10.18235/0010873.

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The private provision of educational services has been representing an increasing fraction of the Peruvian schooling system, especially in recent decades. While there have been many claims about the differences in quality between private and public schools, there is no complete assessment of the different impacts of these two type of providers on the labor markets. This paper attempts to provide such a comprehensive overview by exploring private-public differences in the individual returns to education in Urban Peru. Exploiting a rich pair of data sets (ENNIV 1997 and 2000) that include questions on type of education (public vs. private) for each educational level (primary, secondary, technical tertiary and university tertiary) to a representative sample of adults, this paper measures the differences in labor earnings for all possible educational trajectories. The results indicate higher returns to education for those who attended private schools than those who attended the public system. Nonetheless, these higher returns also show higher dispersion, reflecting wider quality heterogeneity within the private system. The private-public differences in returns are more pronounced at the secondary than at any other educational level. On the other hand, the private-public differences in returns from technical education are almost nonexistent. A cohort approach paired with a rolling-windows technique allows us to capture generational evolutions of the private-public differences. The results indicate that these differences have been increasing during the last two decades.

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Contreras Salamanca, Luz Briyid, et Yon Garzón Ávila. Generational Lagging of Dignitaries, Main Cause of Technological Gaps in Community Leaders. Analysis of Generation X and Boomers from the Technology Acceptance Model. Universidad Nacional Abierta y a Distancia, mai 2021. http://dx.doi.org/10.22490/ecacen.4709.

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Community and neighborhood organizations are in the process of renewing the organizational culture, considering technological environments in the way of training, and advancing communally, being competitive in adaptation and learning, creating new solutions, promoting change, and altering the status quo, based on the advancement of technology over the last few years, currently applied in most organizations. The decisive factor is the ability of true leaders to appropriate the Technological Acceptance Model –TAM– principles, participating in programs and projects, adopting new technologies from the different actors involved, contributing to the welfare of each community. There is, however, a relative resistance to the use of technology as support in community management, due to the generational differences in leaders and dignitaries, according to collected reports in this study, in relation to the age range of dignitaries –Generation X and Baby Boomers predominate–. They present a challenge to digital inclusion with difficulties related to age, cognitive, sensory, difficulty in developing skills, and abilities required in Digital Technologies, necessary to face new scenarios post-pandemic and, in general, the need to use technological facilities.

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Howard, Jo. Practical Guides for Participatory Methods : Mapping and Power Analysis. Institute of Development Studies, janvier 2023. http://dx.doi.org/10.19088/ids.2023.002.

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This method enables participants to create a visual map of the key resources and assets in their community, organisation, workplace etc, that are important for their wellbeing and thriving. It is designed to encourage marginalised groups to visually represent and reflect on these resources and the power relations that shape who accesses and controls resources. They map and rank the actors who have more/less power, control and access, and discuss the reasons behind these differences. Finally, a discussion of possible strategies and actions for change can be facilitated.

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Papí-Gálvez, Natalia, et Daniel La Parra-Casado. Informe 2022. Càtedra de Bretxa Digital Generacional. Les persones majors en l’era de la digitalització a la Comunitat Valenciana (Dades 2021). Càtedra de Bretxa Digital Generacional, 2022. http://dx.doi.org/10.14198/bua.2022.papi.infv.

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The Research Chair in the Generational Digital Divide undertakes activities aimed at furthering knowledge about the causes, consequences and solutions to the digital divides caused by age gaps. This report shows the research project carried out in 2021 to learn more about how the digital divide affects over 54s living in the Valencia Region, by province, with a focus on intergenerational relationships. To this end, an exploratory survey targeted at over 54s years old and over 39s years old in the Valencia Region, based on primary sources and combining quantitative and qualitative techniques, has been conducted. The data reveals that, while a large percentage of over 54s declare that they have access to and are users of new technologies, much remains to be done for access and usage to become universal, especially at older ages. The report analyses how technology is used, considering its purpose and context, according to age and other significant variables. Differences in technology usage have been found across age groups and between women and men. The report contains information on, among other relevant aspects, online services, and especially on e-banking, the healthcare system and e-administration. Differences between age groups have been found for all indicators, shedding light on intergenerational relationships within the family that are crucial for older people. The Research Chair is an initiative by the Valencia Region Government’s Directorate General for the Fight Against the Digital Divide and stems from the collaboration between the Regional Department for Innovation, Science, Universities and Digital Society and the University of Alicante.

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Papí-Gálvez, Natalia, et Daniel La Parra-Casado. Informe 2022. Cátedra de Brecha Digital Generacional. Las personas mayores en la era de la digitalización en la Comunidad Valenciana (datos 2021). Cátedra de Brecha Digital Generacional, 2022. http://dx.doi.org/10.14198/bua.2022.papi.infc.

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Díaz Escobar, Ana María, Luz Magdalena Salas Bahamón, Claudia Piras et Agustina Suaya. Gender Disparities in Valuing Remote and Hybrid Work in Latin America. Inter-American Development Bank, mars 2024. http://dx.doi.org/10.18235/0005683.

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This study sheds light on the growing trend and gender dynamics of workplace flexibility in Latin America, underscoring the importance of remote work options in the regions labor market. We explore gender differences in willingness to pay (WTP) for remote work arrangements in Latin America, using a discrete choice experiment across five countries: Colombia, Peru, Mexico, Chile, and Argentina. Results reveals a general trend among Latin American workers to trade off some wage in exchange for more remote work options, both fully and partially remote, in two male-dominated occupations: Manufacturing and information technology. On average, participants agreed to sacrifice around 10% of their wage for hybrid jobs (80% remote, 20% on-site). The WTP for fully remote work was slightly lower, at about 6% of the wage. Women exhibit a higher WTP for flexibility compared to men, with a 62.5% higher willingness across estimates for hybrid arrangements. Moreover, women's inclination towards fully remote options was distinct, as they showed a positive WTP (up to 10% of their salary) for such arrangements, whereas men exhibited no willingness to reduce their wages for fully remote roles.

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Patston, L. L. M., A. N. Henry, M. McEwen, J. Mannion et L. A. Ewens-Volynkina. Thinking While Standing : An exploratory study on the effect of standing on cognitive performance. Unitec ePress, septembre 2017. http://dx.doi.org/10.34074/ocds.32017.

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Sedentary behaviour is extremely prevalent in Western societies and is significantly associated with an elevated risk of all-cause mortality that cannot be mitigated by physical activity. The introduction of standing desks into the workplace offers a solution to this inactivity, but there is limited investigation regarding the effects of standing on cognition, which is a major consideration in much office-based work. In this study we aimed to provide an exploratory investigation on the effect on cognitive performance of standing while working. We tested 30 office-based adults on a battery of 19 cognitive tasks (tapping five cognitive domains) in a randomised, repeatedmeasures crossover design study. Two conditions (standing versus sitting) were investigated over two 7.5-hour work days including morning, midday and afternoon sessions (Time of Day). Effects were analysed using multivariate two-way repeated-measures ANOVAs (Condition by Time of Day) for five cognitive domains. Overall, after correcting for multiple comparisons, there were no differences in performance between sitting and standing. At an uncorrected level, however, significant effects of Condition were found in three of the 19 tasks, with all demonstrating better performance while standing. Importantly, these results suggest that there is no detriment to cognitive performance through standing. They also provide an initial indication that there may be cognitive benefits of standing in the attention and working memory domains, which may be a promising avenue for future inquiry.

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