Статті в журналах: "Generational differences in the workplace"

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Choudhary, Reema, Younus Ahamad Shaik, Pankaj Yadav, and Ayesha Rashid. "Generational differences in technology behavior: A systematic literature review." Journal of Infrastructure, Policy and Development 8, no. 9 (September 5, 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, and Abd Rahim Jaguli. "Generational differences in workplace communication." Journal of Asian Pacific Communication 28, no. 1 (January 19, 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, and Allison Jones-Farmer. "Generational differences in workplace behavior." Journal of Applied Social Psychology 44, no. 3 (January 14, 2014): 175–89. http://dx.doi.org/10.1111/jasp.12208.

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

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

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

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

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Taylor, Melissa Kempf. "Xennials: a microgeneration in the workplace." Industrial and Commercial Training 50, no. 3 (March 5, 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, no. 7 (July 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, and Ilene F. Gast. "Generational differences in workplace attitudes and job satisfaction." Journal of Managerial Psychology 33, no. 3 (April 9, 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, and Phil Wei. "A Study of Generational Conflicts in the Workplace." European Journal of Business and Management Research 7, no. 2 (March 5, 2022): 7–15. http://dx.doi.org/10.24018/ejbmr.2022.7.2.1311.

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

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Schullery, Nancy M. "Workplace Engagement and Generational Differences in Values." Business Communication Quarterly 76, no. 2 (March 4, 2013): 252–65. http://dx.doi.org/10.1177/1080569913476543.

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Weeks, Kelly Pledger, Caitlin Schaffert, and Nick Long. "Perceptions of Generational Differences in the Workplace." Academy of Management Proceedings 2014, no. 1 (January 2014): 14592. http://dx.doi.org/10.5465/ambpp.2014.14592abstract.

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Strawser, Michael. "Training and Development: Communication and the Multigenerational Workplace." Journal of Communication Pedagogy 4 (2021): 96–102. http://dx.doi.org/10.31446/jcp.2021.1.08.

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Communication practitioners, especially those who facilitate training and development workshops, should focus on generational differences as a subset of their communication training efforts. This article positions the multigenerational workplace and generational differences as a relevant topic for communication trainers and provides cursory information related to different generations. Ultimately, 10 best practices to address generational differences in business contexts are discussed.

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Zane L., Berge, Garcia Kristen M., and Graham Michelle A. "Tailoring workplace training to generational preferences." i-manager's Journal of Educational Technology 19, no. 1 (2022): 35. http://dx.doi.org/10.26634/jet.19.1.18861.

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Given the array of generations in the workplace and the variety of learning theories and technological exposure across those generations, many instructional design professionals argue that training should be tailored to these differences. We were skeptical of this assertion and sought to explore evidence for improved effectiveness in tailoring training based on generational differences. Through a review of literature, we explored the variables creating differences across generations, including learning preferences, teaching methods, learning theories, technology, and motivation. We considered the impact of teaching methodologies during learners' formative years on their preferences for learning as adults. We found a lack of substantive evidence that generational differences supported the assertion that adapted training was necessary. The conclusion is that, while it is always important to conduct an audience analysis and to be familiar with the needs of learners for learning events, tailoring training specifically based on generation does not justify the investment of time and resources to improve the effectiveness of training.

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Kinger, Neha, and Satinder Kumar. "Generational Differences In Work Values In The Workplace." Folia Oeconomica Stetinensia 23, no. 2 (December 1, 2023): 204–21. http://dx.doi.org/10.2478/foli-2023-0027.

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Abstract Research background Generational differences in work values, specifically in India, are now having an impact on organizational effectiveness and workplace environments. Even though a wide range of perspectives, experiences, and skill sets might be valuable to a business, generational mixing can also lead to conflict and a lack of agreement in the workplace. Such disagreements have a negative effect on the workplace since they reduce productivity and negatively damage employee morale. To solve the problems of inefficiency caused by the generation gap, different generations in the workplace must understand the differences between the three generations and be able to get along with each other. Purpose Examining the differences between three generations in the workplace is the purpose of the study. The study also aims to examine how different generations have different work values. Research methodology To examine the current situation in IT companies of Delhi and NCR. A total of 450 employees completed a questionnaire. Baby Boomers were defined as those born between (1946–1964), Generation X was born between (1965-1980) and Generation Y was born between (1981–1996). The values of status and freedom at work were more important to the younger group than to the older group. Results There were significant generational differences, with Baby Boomers having higher status values and extrinsic values in organizations than Generation X and Generation Y. Values have an important role in directing behaviour and improving work motivation. An organization’s work values and expectations must be clarified to workers, and values must be flexible enough to satisfy the demands of various employees. Novelty Furthermore, Generation Y is the first generation that has grown up with the Internet; as a result, they consider working together virtually to be standard procedure.

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Lamm, Eric, and Michael D. Meeks. "Workplace fun: the moderating effects of generational differences." Employee Relations 31, no. 6 (October 2, 2009): 613–31. http://dx.doi.org/10.1108/01425450910991767.

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Haynes, Barry P. "The impact of generational differences on the workplace." Journal of Corporate Real Estate 13, no. 2 (May 31, 2011): 98–108. http://dx.doi.org/10.1108/14630011111136812.

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Kapoor, Camille, and Nicole Solomon. "Understanding and managing generational differences in the workplace." Worldwide Hospitality and Tourism Themes 3, no. 4 (August 30, 2011): 308–18. http://dx.doi.org/10.1108/17554211111162435.

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Brink, Kyle E., Marcel M. Zondag, and Jeffrey L. Crenshaw. "Generation Is a Culture Construct." Industrial and Organizational Psychology 8, no. 3 (September 2015): 335–40. http://dx.doi.org/10.1017/iop.2015.45.

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Costanza and Finkelstein (2015) question whether there really are generational differences in the workplace. They argue that the generation construct is not properly operationalized (often confounding age, period, and cohort factors) and that generational research is atheoretical and plagued by methodological problems. We agree that generational research is largely guilty as charged. We also share their concern regarding the generationally based interventions that are being sold to, and adopted by, managers—interventions that are often little more than fads based on popular myths and folklore. We are also in full agreement with the potential significant harm that can be associated with stereotyping groups of individuals.

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Nwoko, Charles, and Khashayar Yazdani. "Self-Determination Theory: The Mediating Role of Generational Differences in Employee Engagement." Journal of Business and Management Studies 5, no. 4 (August 3, 2023): 130–42. http://dx.doi.org/10.32996/jbms.2023.5.4.14.

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The fulfilment of basic psychological needs of autonomy, competence and relatedness exists along a continuum from amotivation to intrinsic motivation. Between these extremes is extrinsic motivation. More than ever before, we have more generational gaps in today’s workplace, and it is generally believed that younger employees differ strongly from older generations in values and motivation. Generational differences were used as the mediating variable in this study, which examines the predictive validity of employee engagement using extrinsic and intrinsic motivation. Structural equation modelling was used to analyse data obtained from 564 respondents across different generational cohorts using structured questionnaire. The study found that generational differences do not positively mediate between extrinsic and intrinsic motivation and engagement outcomes. Generational differences in the workplace were found to be mostly exaggerated. Also, intrinsic motivation was more positively related to employee engagement than extrinsic motivation across all generations. Furthermore, we found that even though extrinsic and intrinsic motivation operates on different spectrums, they complement each other. These findings have important implications for managers, particularly because employee engagement is a critical enabler for productivity and employee retention.

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Stockham, Melia K., and Mary Lind. "Digital Natives, Work Values, and Computer Self Efficacy." International Journal of Strategic Information Technology and Applications 9, no. 1 (January 2018): 1–22. http://dx.doi.org/10.4018/ijsita.2018010101.

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Generational differences in the workplace have been the subject of much discussion for the field of management. In many cases, the technology savvy of the youngest generation in the workplace, coined “digital natives,” is the motivation behind organizational decision-making. However, little empirical evidence exists as to whether it is their comfort and confidence using technology that truly sets digital natives apart from their generational predecessors known as “digital immigrants.” Work values, those areas of importance that enhance satisfaction and engagement in the workplace, are rooted in the belief that there is a structure to basic human values. This study connects the theories of work values, generational differences, and computer self-efficacy to investigate if computer self-efficacy interacts with digital native status to influence differences in work values.

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Costanza, David P., and Lisa M. Finkelstein. "Generationally Based Differences in the Workplace: Is There a There There?" Industrial and Organizational Psychology 8, no. 3 (July 17, 2015): 308–23. http://dx.doi.org/10.1017/iop.2015.15.

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Stereotypes about generational differences in the workplace abound, and interventions for helping organizations and managers to deal with these supposed differences are increasing. In addition to popular press articles describing the differences and extolling the practices and strategies to deal with them, there are a growing number of researchers who are attempting to establish that there are such differences. Overall, however, there is little solid empirical evidence supporting generationally based differences and almost no theory behind why such differences should even exist. The purposes of this focal article are to explore the myths surrounding generations, to review the risks in using generations in organizational decisions, and to make recommendations for practitioners and researchers on how to proceed in this area.

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Berge, Zane L. "Designing Workplace Training for Generational Differences: Does It Matter?" Merits 2, no. 4 (November 9, 2022): 400–407. http://dx.doi.org/10.3390/merits2040028.

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There is little to no empirical evidence that designing instruction to match individual learning styles increases learning. Similarly, the same is true when people are grouped into “generations”. If generational differences exist, the size of their effect is small and does not affect the effectiveness of training. Still, educators and trainers overwhelmingly think differentiated design based on learning styles and generational differences cause students to learn more. Why? I argue that there are other outcomes to instruction besides effectiveness. If instruction matches an individual’s preferences, content and skills can often be learned more efficiently and certainly appeal more to the learner than if it does not match their preferences. Both efficiency and appeal outcomes are important design outcomes, even if effectiveness is not significantly affected.

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

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

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Alzuman, Abdulrahman Saad, and Omar Alzouman. "Nurses’ Generational Differences Related to the Workplace and Leadership." Saudi Journal of Nursing and Health Care 6, no. 08 (August 19, 2023): 252–71. http://dx.doi.org/10.36348/sjnhc.2023.v06i08.003.

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Background: Nurses form a professional major group among healthcare providers. Within recent years, providing a system of healthcare delivery that is of high-quality has been a considerable challenge. To reach that level of quality, an efficient level of job satisfaction among the nurses must be fulfilled. Aim: The purpose of this study was to compare nurses at King Faisal Specialist Hospital and Research Centre in terms of gender, age, and level of education in order to determine how these factors influenced the nurses' views of the workplace-related dimensions, nursing productivity, and the leadership practices of their managers. Methods: It was a cross-sectional study. Between July 1, 2022 and February 28, 2023, researchers at King Faisal Specialist Hospital and Research Centre in Riyadh, Saudi Arabia, gathered the necessary data. Socio-demographic variables such as gender, education level, age, and employment status were gathered via a self-administered anonymous computerised questionnaire. The second section of the survey was the 28-item McCloskey/Mueller Satisfaction Scale, which was broken down into 8 categories. The SPSS 24 program was used to examine the data. Results: Of the total respondents, 82% were females mostly within the middle age category between 26-41 years old, with the majority of the participants (N=84) belonging to Generation Z and A. Furthermore, there were no significant associations detected regarding educational level. On the other hand, there was a significant association between gender and control and responsibility and a significant association between age and scheduling. Also, there was significant association between work schedule and interaction opportunities. Conclusion: This research has significance for the hospital management and nurse educators as well as managers, prompting them to reconsider their management competences in order to establish effective techniques for managing a multigenerational workforce.

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Dokadia, Afsha, and Sasmita Palo. "Exploring Key HR Challenges in Managing a Multigenerational Indian Workforce." NHRD Network Journal 15, no. 2 (April 2022): 143–55. http://dx.doi.org/10.1177/26314541221076916.

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The present study aims at understanding practitioners’ perspectives on managing generational differences at workplace. Participants included 30 HR manages from varied organisations in Mumbai and Delhi. In-depth interviews were conducted, transcribed and analysed to generate themes. Seven key challenges emerged from the discussion which HR managers reckon with while managing a multigenerational team: ‘understanding the generational markers unique to the Indian context’, understanding generational groups’ perspectives on ‘career’, ‘learning’, ‘leadership’, ‘communication and technology’, ‘attitudes towards work’ and ‘understanding generational differences in blue-collared workers’. While generational differences may cause conflicts and tensions, understanding and appreciating them would help managers to deal with these differences in a gainful manner.

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Egerová, Dana, Lenka Komárková, and Jiří Kutlák. "GENERATION Y AND GENERATION Z EMPLOYMENT EXPECTATIONS: A GENERATIONAL COHORT COMPARATIVE STUDY FROM TWO COUNTRIES." E+M Ekonomie a Management 24, no. 3 (September 2021): 93–109. http://dx.doi.org/10.15240/tul/001/2021-03-006.

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Generational differences in work values and workplace expectations have become a widely discussed research and intervention topic in recent years. However, little is known about Generation Z, who are now entering the labour market, and this presents challenges to both researchers and companies. Therefore, the primary purpose of the present study is to extend generation research by examining generational cohort differences in workplace expectations, specifically between Generation Z and the previous closest generation, Generation Y. The study is also intended to add to the limited empirical evidence of the workplace expectations of the most recent Generation Z. The theoretical framework guiding this study includes generational cohort theory and anticipatory psychological contract dimensions: job content, career development, social atmosphere, the fairness of organisational policies and rewards. The study was based on an online questionnaire survey. Data was collected from a sample of 1,000 respondents for the Czech Republic and 600 for the Slovak Republic including Generations Y and Z in the ratio 1:1. The generational differences in the workplace expectations, controlling the effects of gender and country, were investigated using multiple linear regression. The overall findings of the study indicate that both generations are more similar than different regarding their future employment expectations. We also find that those preferences may be more heterogeneous within a homogeneous group than across generational cohorts. The findings specifically indicate that some characteristics, such as geographical environment, professional experience and gender may shape employment expectations more than generational difference. The study suggests that companies also need to appreciate heterogeneity within a homogeneous generational group instead of treating current or prospective potential employees simply as members of one generation. The directions of future research, as well as the limitations of the study, are discussed.

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Stevanin, Simone, Ari Voutilainen, Valentina Bressan, Katri Vehviläinen-Julkunen, Valentina Rosolen, and Tarja Kvist. "Nurses’ Generational Differences Related to Workplace and Leadership in Two European Countries." Western Journal of Nursing Research 42, no. 1 (April 3, 2019): 14–23. http://dx.doi.org/10.1177/0193945919838604.

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A cross-sectional study was conducted with a convenience sample ( N = 3,093) of Finnish and Italian registered nurses to identify differences related to generation, country, gender, and educational level in their perceptions and opinions about workplace-related dimensions of nursing and their managers’ leadership practices. The Multidimensional Nursing Generations Questionnaire (MNGQ) and two subscales of the Transformational Leadership Scale (TLS), “Feedback and Rewards” and “Professional Development,” were used as survey tools. Data were analyzed with descriptive and inferential statistics. Statistically significant ( p < .05) generational and country differences emerged in the MNGQ components “Conflicts between generations,” “Patient safety view,” “Relationships between generations,” “Working as a multigenerational team,” “Orientation to change,” “Intention to leave,” and “Flexibility and availability.” Generational and country differences also emerged for the two TLS subscales. Generational differences existed between registered nurses of different generations and countries, and should be considered in leading multigenerational nurses’ workforces.

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D.A., Ogolla, Kidombo H., and Senaji T.A. "RELATIONSHIP BETWEEN GENERATIONAL DIFFERENCES AND EMPLOYEE RETENTION IN KENYAN TELECOMMUNICATIONS FIRMS." International Journal of Research -GRANTHAALAYAH 6, no. 7 (July 31, 2018): 348–67. http://dx.doi.org/10.29121/granthaalayah.v6.i7.2018.1315.

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Employee retention is a major challenge facing many organizations today. The understanding of Generational differences at the workplace has been identified as a key requirement in implementing measures for effective employee retention. Within the telecommunications firms in Kenya, the problem of employee retention is a major challenge to the telecommunications firms. This paper thus examines the effect of generational differences on the retention of engineers in telecommunications firms in Kenya from the generational theory and generational cohorts theory perspective. This study used the cross-sectional and descriptive survey research design. Data were analyzed using descriptive and inferential statistics. We found that there exist a statistically significant variation in employee retention across the generational cohorts as observed through employee engagement, job satisfaction and organizational commitment (continuance commitment, affective commitment and normative commitment). These findings extend the theory regarding employees’ retention and have implication for employee retention practices which should be differentiated across the generational cohorts.

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Mwondela, Mujing’a D. "Diversity Management for Competitive Advantage: A Multigenerational Perspective during the COVID-19 Pandemic." Scholars Journal of Economics, Business and Management 8, no. 6 (June 6, 2021): 154–56. http://dx.doi.org/10.36347/sjebm.2021.v08i06.001.

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This paper is an examination of generational diversity in the workplace and how organisations can leverage the benefits of these differences during the Covid -19 pandemic to build resilient teams for sustainable competitive advantage. The salient points are that multigenerational differences do exist and if managers overly emphasize them they tend to negatively affect the workplace compared to when the differences are highlighted for team motivation and building reasons. Due to the effects of the Pandemic on the workplace, most notable - the working from home arrangements, social distancing, etc., organisations now need managers who can build crisis resilient teams by blending the likely generational traits through team work, team building activities for improved employee engagement and communication, and last by not the least, match employee rewards with employee expectations during the Pandemic.

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Clark, Danielle. "Are U.S. Millennials Really Disengaged at Work? A Review of the Academic and Practitioner Literature." Muma Business Review 3 (2019): 147–56. http://dx.doi.org/10.28945/4402.

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This is a generational workplace engagement article focused on millennials. The article introduces a variety of academic and practitioner information and research relating to millennial disengagement in the workplace. Concepts covered include employee engagement and disengagement, generational differences and specifically millennial engagement and disengagement. The goal of the article is to review the evidence thus far addressing the question, “Are U.S. millennials working in a corporate environment more disengaged than other generations?”

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Preena, Rushna, and Saroja Wanigasekara. "The Generational Differences in Work Values and its Impact on Workplace Conflicts of Operational Level Employees in Pharmaceutical Companies of Western Province, Sri Lanka." Journal of Education and Vocational Research 10, no. 2(V) (May 23, 2020): 41–46. http://dx.doi.org/10.22610/jevr.v10i2(v).3018.

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The primary purpose of this study was to identify whether there is a significant impact of generational differences in work values on workplace conflicts. This study is cross-sectional and explanatory research in nature. A standard questionnaire was used to collect primary data through a survey. The respondents were the 120 operational level employees who are working in Pharmaceutical companies in the Western Province of Sri Lanka. Descriptive statistics, correlation analysis, and one-way ANOVA were used to analyze data and make conclusions. Findings revealed that there is no significant impact of generational differences in work values on workplace conflicts. Further analysis done using one-way ANOVA revealed that there is a significant difference in work values between generations and workplace conflicts among generations

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Stark, Ernie, and Paul Poppler. "Considering heterogeneity within assumed homogenous generational cohorts." Management Research Review 41, no. 1 (January 15, 2018): 74–95. http://dx.doi.org/10.1108/mrr-06-2017-0193.

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Purpose This study aims to address demographic variables believed likely to restrain or modify homogeneous attitudes and values purported as inherent in each generational cohort and associated with divergence of workplace preferences and expectations. Design/methodology/approach Using a subsample of data collected from a larger study conducted as part of the General Social Survey and supported by the National Science Foundation, this study contributes to the emerging generational differences in literature by using Kruskal–Wallis tests in the analysis of five generational research questions. Findings In one sense, the results of this study appear to reflect the mixed and confusing disarray of evidence regarding the influence of generational differences on job preferences and workplace behaviors. On only two of the five job characteristics in this study did generational cohort membership demonstrate beyond random chance divergence in generational preference. However, the analysis of the interaction of cohort membership and demographic covariates on these two job characteristics points toward merit in further examination of relationship of subgroup differences relative to overarching assumptions about generational attitudes and norms of behavior. Research limitations/implications A number of limitations to the interpretation of this study merit reflection. First, given that the data for this study were cross-sectional in nature, the relationships in our study may be subject to temporal change. Second, the data were secured by self-report and is subject to all the limitations of self-reported data. Third, some of the demographic variables in this study were the result of aggregation in an attempt to secure adequate observations in each cell, and as such, important variance may have been concealed. Fourth, the study did not control for the confounding influence of age difference on cohort preferences. Practical implications In a rush to adapt and develop different approaches to human resource management in hope of meeting the needs of successive generational cohorts, it behooves scholars and practitioners alike to acknowledge the confused state of research on generational cohorts and to question the assumed monolithic model of generational cohort job-related likes and dislikes. Social implications This study would suggest that the assumed homogeneity of generational values and attitudes and their influence on the US workplace frequently fails to consider the heterogeneity evolving from the rural/urban characteristics where cohort members experienced adolescence. Originality/value Scholars will appreciate the broad perspective presented in this study and the potential new avenues for research. For practitioners, the study provides valuable insights into the three dominant generational cohorts currently in the workplace, thus enabling practitioners to understand the underpinnings of performance and work climate with greater depth and breadth of perspective.

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Mehra, Payal, and Catherine Nickerson. "Organizational communication and job satisfaction: what role do generational differences play?" International Journal of Organizational Analysis 27, no. 3 (July 8, 2019): 524–47. http://dx.doi.org/10.1108/ijoa-12-2017-1297.

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Purpose The purpose of this paper is to examine the influence of the generational category that managers in India belong to on their job satisfaction and on their satisfaction with organizational communication; the authors defined organizational communication as the communication that occurs in interactions between employees. The authors wanted to see whether there would be differences between the generations in the attitudes to and expectations of organizational communication, and whether this, in turn, would influence their job satisfaction. Design/methodology/approach A total of 400 managers working in public and private listed companies in India were surveyed using a questionnaire over the period of a year, from August 2016 to July 2017. This resulted in 334 responses. The questionnaire measured the respondents’ choice and comfort with communication media, their satisfaction with the communication at their workplace and the type of interactions that took place. It also measured the respondents’ job satisfaction. The study was inter-disciplinary in nature, in that it drew on several theories of communication, e.g. accommodation theory and media richness theory, alongside the findings from empirical studies that have looked specifically at intergenerational differences. Findings The authors found that organizational communication was positively related to job satisfaction, and also that generational category moderated the relationship between these two factors. In addition, the results show that Gen Y managers in particular were the least satisfied generation at work, and that they frequently used avoidance while communicating with older adults. The conclusion is that job satisfaction may be enhanced, by focusing on the development of a positive communication environment; in addition, employees who belong to different generations may define what constitutes a positive communication environment in very different ways. Originality/value Despite receiving some attention in other contexts, such as in the family, the impact of intergenerational differences in the workplace has not been widely investigated. A few studies do exist on the influence of generational differences on work outcomes and on attitudes and behaviors, but much still remains to be done. In addition, while there have been many studies on job satisfaction, as well as on levels of attrition in workplace settings, very few have looked specifically at non-Western contexts such as India. The present study attempts to contribute to this debate, by providing a comparison of the workplace communication preferences and experiences within multi-generational organizations in India.

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Veingerl Čič, Živa, and Simona Šarotar Žižek. "Intergenerational Cooperation at the Workplace from the Management Perspective." Naše gospodarstvo/Our economy 63, no. 3 (September 1, 2017): 47–59. http://dx.doi.org/10.1515/ngoe-2017-0018.

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AbstractThe labor market is currently experiencing employees of four generations. Each generation has different behavior patterns, attitudes, expectations, habits, and motivational mechanisms. As generational gaps play an important role in the business process, organizations have to find ways to balance the needs and views of different age groups. To overcome the negative outcomes arising from generational differences and to use the strengths of each generation, the implementation of comprehensive and proactive model of intergenerational cooperation, presented in the paper, is becoming the necessity for each organization because of the benefits.

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Whitney Gibson, Jane, Regina A. Greenwood, and Edward F. Murphy, Jr. "Generational Differences In The Workplace: Personal Values, Behaviors, And Popular Beliefs." Journal of Diversity Management (JDM) 4, no. 3 (July 1, 2009): 1–8. http://dx.doi.org/10.19030/jdm.v4i3.4959.

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Hutchins, Boyd. "Understanding the Generational Differences Between “Boomers” and “Xers” in the Workplace." Biomedical Instrumentation & Technology 36, no. 1 (January 2002): 43–46. http://dx.doi.org/10.2345/0899-8205(2002)36[43:utgdbb]2.0.co;2.

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Twenge, Jean M., and Stacy M. Campbell. "Generational differences in psychological traits and their impact on the workplace." Journal of Managerial Psychology 23, no. 8 (November 7, 2008): 862–77. http://dx.doi.org/10.1108/02683940810904367.

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Twenge, Jean, and Stacy Campbell. "Generational differences in psychological traits and their impact on the workplace." IEEE Engineering Management Review 39, no. 2 (2011): 72–84. http://dx.doi.org/10.1109/emr.2011.5876178.

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Lyons, Sean, Michael Urick, Lisa Kuron, and Linda Schweitzer. "Generational Differences in the Workplace: There Is Complexity Beyond the Stereotypes." Industrial and Organizational Psychology 8, no. 3 (September 2015): 346–56. http://dx.doi.org/10.1017/iop.2015.48.

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The topic of generational differences in the workplace has been immensely popular over the past decade, spawning a large number of academic publications and a far greater number of consulting reports, popular press books, magazine articles, media reports, blogs, and infographics. Indeed, a new industry of consultants and public speakers seems to have emerged primarily to capitalize on the popularity of this topic. As Costanza and Finkelstein (2015) note, the research on this “hot topic” has often seemed opportunistic, lacking rigor and depth. The relative ease of cutting existing cross-sectional data by age and calling it a generation study has tempted researchers to hop on the bandwagon, resulting in a large number of empirical studies with nearly identical literature reviews that overrely on popular press and opinion-based literature. There has been a lamentable tendency toward blind empiricism with little or no connection to theory, as has been stated elsewhere (Lyons & Kuron, 2014; Parry & Urwin, 2011).

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Kwiecińska, Monika, Katarzyna Grzesik, Anna Siewierska-Chmaj, and Anna Popielska-Borys. "Generational differences in values and patterns of thinking in the workplace." Argumenta Oeconomica 2023, no. 2 (2023): 95–118. http://dx.doi.org/10.15611/aoe.2023.1.05.

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The aim of this article is to empirically identify and analyse the differences between generations X, Y and Z in terms of values and patterns of thinking in the workplace. For the purposes of achieving the set objective, quantitative studies were performed. Data were obtained with the use of the MindSonar psychometric test. The results were subjected to a statistical analysis, and 435 economically active respondents took part in the study. The study shows that there are numerous statistically significant differences in preferred values and patterns of thinking among representatives of various generations (the differences occur in 2 out of the 7 measured levels of existence and their corresponding values, and in 9 out of the 32 measured patterns of thinking, or metaprograms). The obtained results may help HR managers and specialists focus on real, diagnosed differences in employees, which may be used for determining and communicating organisational priorities for current and future employees.

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Lowe, Sidney, and Susie Skarl. "Talkin’ ‘bout my generation: Exploring age-related resources." College & Research Libraries News 70, no. 7 (July 1, 2009): 400–403. http://dx.doi.org/10.5860/crln.70.7.8218.

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In the past few years, as technology has radically changed how we find and use information resources, library staff have begun to notice significant generational differences in the information-seeking behavior of library patrons. These frequent observations at the reference desk and in library instruction classes planted the first small seeds of our interest in this topic. Internet sites and online articles about generational differences are plentiful and focus on a wide range of subjects, such as learning styles, social behaviors, moral values, technological skills, marketing, communication, and workplace performance. Generational categories are based on the time period in which a . . .

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FAPOHUNDA, Tinuke Moradeke, Foluso Ilesanmi JAYEOBA, and Tope-Philips AIKHUEMELO. "Generational Cohort Differences and Employee’s Commitment in Dangote Flour Mills Plc." LASU Journal of Employment Relations & Human Resource Management 4, no. 1 (July 28, 2023): 204–17. http://dx.doi.org/10.36108/ljerhrm/3202.04.0141.

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This study investigated generational cohort differences and commitment among employees of Dangote Flour Mills Plc. Specifically, it examined the differences in the affective, normative and continuance commitment of baby boomers, Generation X and Generation Y employees in Dangote Flour Mills Plc. The study used the descriptive survey research design. With the aid of the purposive sampling technique, 152 respondents were selected and copies of questionnaires were administered to them. Three hypotheses were formulated and tested at 0.05 significance level using the Analysis of Variance (ANOVA) statistics. Results of tested hypotheses showed that there exist a significant difference in the affective commitment of the three generational cohorts [F(2, 122) = 3.178, p<0.05]. Hypothesis two revealed that there exist no significant difference between in the normative commitment of the three generational cohorts [F(2, 122) = 1.263, p>0.05]. Also, hypothesis three showed that there exist a significant difference in the continuance commitment of the three generational cohort [F(2, 122) = 4.301, p<0.05]. Consequently, this study concluded that an understanding of generational cohorts’ values, and other divergent generational attitudes that affects’ employees’ commitment will ostensibly guide managers and leaders of organisations. Therefore, it recommended amongst others that management of Dangote Flour Mills Plc should increase awareness of generational differences and improve communication between the generations of employees with sensitivity to one another’s differences with a view to improving the workplace environment for everyone.

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Perry, Elissa L., Frank D. Golom, and Jean A. McCarthy. "Generational Differences: Let's Not Throw the Baby Boomer Out With the Bathwater." Industrial and Organizational Psychology 8, no. 3 (September 2015): 376–82. http://dx.doi.org/10.1017/iop.2015.53.

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Although we agree with Costanza and Finkelstein (2015) that current research has failed to find consistent evidence of actual generational differences and that this research is limited methodologically, we suggest that at least some of these limitations could and should be addressed by future research before any firm conclusions are drawn. Further, the authors make an important but empirically untested assumption that generational stereotypes exist. We discuss why it is important to rigorously test this assumption. Finally, the authors assert that generational stereotypes are being “sold” as business strategy to organizations and managers and that that they should be neither sold nor used in the workplace. However, the authors’ recommendation is based on the premise that individuals acquire stereotypes from others and that they can easily suppress the use of their stereotypes. This advice runs counter to what research suggests about stereotypic processes. We more fully discuss each of these three points next.

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Rudolph, Cort W., Rachel S. Rauvola, David P. Costanza, and Hannes Zacher. "Answers to 10 Questions About Generations and Generational Differences in the Workplace." Public Policy & Aging Report 30, no. 3 (2020): 82–88. http://dx.doi.org/10.1093/ppar/praa010.

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Moore, Sarah, Leon Grunberg, and Alan J. Krause. "Generational Differences in Workplace Expectations: A Comparison of Production and Professional Workers." Current Psychology 34, no. 2 (August 31, 2014): 346–62. http://dx.doi.org/10.1007/s12144-014-9261-2.

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REDEKOP, Bruce D. "IT Security Training and Awareness in the Multigenerational Workplace." International Journal of Information Security and Cybercrime 10, no. 2 (December 29, 2021): 9–15. http://dx.doi.org/10.19107/ijisc.2021.02.01.

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For many organizations, increased cybersecurity training and employee aware-ness building have already played an increasingly significant role in their cyber-security strategies as a means of ensuring their policies are being followed, yet such organizations tend to offer generic, “one size fits all” training and awareness packages that do not sufficiently recognize important differences among employees. Among these are differences in attitude and outlook associated with generational cohorts. Through an examination of how these cohorts view various fac-tors that influence cybersecurity awareness, as well as the cohorts’ receptivity to different training methodologies, organizations can exploit generational characteristics to maximize the effectiveness of cybersecurity training for Baby Boomers, Generation X, Millennials, and imminently, Generation Z. A clear understanding of the intrinsic relationship between end-users and cybersecurity technology can help cybersecurity professionals act effectively to protect organizations’ critical IT infrastructure. Such effectiveness is more important than ever now, as sudden, massive increase in teleworking brought on by the COVID-19 pandemic, as well as the security challenges associated with this shift, will undoubtedly outlast it.

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Cadiz, David M., Donald M. Truxillo, and Franco Fraccaroli. "What Are the Benefits of Focusing on Generation-Based Differences and at What Cost?" Industrial and Organizational Psychology 8, no. 3 (September 2015): 356–62. http://dx.doi.org/10.1017/iop.2015.49.

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We agree with and expand on the points made by Costanza and Finkelstein (2015) regarding the definition of “generation” and its measurement, the lack of theory in this area; the harmful effects of propagating generationally based differences to organizations, society, and individuals; and the future directions to make this line of research more applicable to organizations and the workplace. Examining age differences at work through the lens of well-established within-person changes in physical ability (e.g., Maertens, Putter, Chen, Diehl, & Huang, 2012), cognition (e.g., Schaie, 1994), motivation (e.g., Kooij, De Lange, Jansen, Kanfer, & Dikkers, 2011), personality (e.g., Roberts, Walton, & Viechtbauer, 2006), and lifespan development theories (e.g., Baltes & Baltes, 1990; Carstensen, Isaacowitz, & Charles, 1999) would likely be more productive than using loose, relatively atheoretical generational stereotypes to understand age differences at work.

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

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

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Macovei, Crenguța Mihaela, and Fabiana Martinescu-Bădălan. "Managing Different Generations in the Workplace." International conference KNOWLEDGE-BASED ORGANIZATION 28, no. 2 (June 1, 2022): 191–96. http://dx.doi.org/10.2478/kbo-2022-0071.

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Abstract In an ageing society, intergenerational management is becoming increasingly important for organizations. The strategies used by managers in managing the work of the different generational groups working at a particular time in an organization must focus on reducing the differences between them while maintaining their diversity. Choosing the most effective strategies starts with knowing and understanding the characteristics of each generation; implementing them can be done both by exercising appropriate leadership styles and by incorporating them into organizational policies and practices. In this way, a climate of intergenerational cooperation can be built which can only support the achievement of organizational objectives.

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

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

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