Using the kaleidoscope career model to examine generational differences in work attitudes (original) (raw)
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Corporate Ownership and Control, 2016
The paper assesses how the generations differ, if they in fact do, and the impact of their biographical profiles, in terms of six critical factors that define the organisational context. These organisational dimensions include extrinsic values/rewards, an interesting and motivating work environment, a flexible and efficient work environment, workplace fun, learning and diversity and, constant growth and advancement in the workplace. The population comprises of all staff in a local municipal department consisting of 300 employees from which a sample of 93 employees was drawn using cluster sampling. Data was collected using a self-developed questionnaire and analysed using both descriptive and inferential statistics. The psychometric properties (validity and reliability) of the questionnaires were statistically determined using Factor Analysis and Cronbach's Coefficient Alpha respectively. The results of the study reflect that generational differences exist in terms of an interesting and motivating work environment, a flexibile and efficient work environment and, opportunities for learning and diversity. Furthermore, between the generations, biographical impacts also exist relating to gender, position, tenure and education in terms of the organisational dimensions except for workplace fun where no significant biographical differences were noted amongst the generations, implying that all generations irrespective of biographical profiles crave for workplace fun. Hence, the generations are significantly different in some respects and similar in others. Based on the results of the study, recommendations are made to ensure that generational differences are effectively accommodated to ensure optimal cohesion amongst the various generations and the skillful integration of their strengths that will optimise the realisation of organisational goals.
Actual Versus Perceived Generational Differences at Work : An Empirical Examination
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.
Generational differences at work: introduction and overview
Journal of Managerial Psychology, 2008
Purpose -This introduction seeks to provide a brief background to the notion that there are generational differences at work and to introduce the papers included in this special issue of the Journal of Managerial Psychology. Design/methodology/approach -The current context concerning generational differences at work is briefly outlined followed by a description of the core theory underpinning the notion of generational cohorts. Criticisms of this theoretical premise are provided before a brief outline is given to each article in the special issue. Findings -There is evidence for changes in personality profiles across generations, and for differences in attitudes towards work and careers. However, effect sizes tend not to be large, and some findings are inconsistent with popular stereotypes regarding generational differences. Little support was found for differences in work values or motivation. Practical implications -Contrary to popular hype concerning generational differences at work, managerial time may be better spent considering employee needs relating to age (maturity), life-cycle and career stage differences than developing generationally specific management policies and practices. Significant methodological problems remain in generational research. Originality/value -The papers facilitate a critical understanding of the challenges facing generational research and its limitations, and provide a litmus test against which popular stereotypes can be compared.
Generational Differences In The Workplace: Personal Values, Behaviors, And Popular Beliefs
Journal of Diversity Management (JDM), 2011
This paper uses popular and academic literature to describe the distinguishing characteristics that differentiate Baby Boomers, Gen X and Gen Y. The authors then further examine these differences by comparing the results of a survey of 5,057 members of these cohorts, using the Rokeach Value Survey, to the previously generated profiles. Both terminal and instrumental values of the respondents were analyzed. Results generally confirm the popular profiles and suggest that managers should take these profiles into consideration when leading, motivating, and communicating with employees belonging to these generations.
2019
Purpose: In thispaper, a modest attempt was made to check whether there are significant differences in work values among different generations at workplace. This paper will give detailed view about differences in work motivators of different generations, leadership styles preferred by different generations their impact on organisational goals.Design /Methodology /Approach: Secondary Research based on existing studies.Findings: This research gives us the insight about work values, work motivators and leadership styles preferred by different generations at workplace. From the analysis we can say that all the generations possess different characteristics.Originality/Value: This research paper studies the impact of different work values, work motivators and leadership styles preferred by different generations on the organizational goals.
Different Generations and the Management of Their Careers: Importance and Potentiality
Revista GESTO: Revista de Gestão Estratégica de Organizações
This paper proposes a debate about the importance of multi-generational conviviality on organizations and the potentiality of career management to attract and retain different generations. The presence of different generations on the work environment consists on an immutable reality. Differences between people always existed and team work, mainly when there is no integration and a propitious environment, independently of generational differences, make the environment proper to the eclosion of conflicts. The conflicts do not have to be necessarily destructive, the divergence of opinion might be beneficial for employees and organizations, as long as there is an appropriate management. Therefore, by means of politics and practices of people management it becomes necessary the awareness towards generations, attracting and retaining them, aiming for a good conviviality between the different generations. Career management practices may allow insertion, the good conviviality, and the reten...
A Review on Generational Differences and Work-related Attitude
International Journal of Academic Research in Business and Social Sciences, 2018
Over the years, there is a growing attention on generational differences and work attitudes among academician and practitioners. Researchers have investigated generational differences on organizational commitment, job satisfaction and turnover intention, yet the issue concerning generational differences on these work attitudes is still debatable. Hence, this article reviews the past studies concerning generational differences and their work-related attitudes in the period of fifteen years. Based on the review, we found that younger generation tends to have lower overall commitment, affective commitment as well as normative commitment compared to older generations. We also found a decrease in job satisfaction and a noticeable upward trend in turnover intention among younger generations. The review also found that generational differences and work-related attitudes also vary across different context of research setting.
Generational Differences in Work Values: A Review of Theory and Evidence
International Journal of Management Reviews, 2011
This paper presents a critical review of the theoretical basis and empirical evidence for the popular practitioner idea that there are generational differences in work values. The concept of generations has a strong basis in sociological theory, but the academic empirical evidence for generational differences in work values is, at best, mixed. Many studies are unable to find the predicted differences in work values, and those that do often fail to distinguish between 'generation' and 'age' as possible drivers of such observed differences. In addition, the empirical literature is fraught with methodological limitations through the use of cross-sectional research designs in most studies, confusion about the definition of a generation as opposed to a cohort, and a lack of consideration for differences in national context, gender and ethnicity. Given the multitude of problems inherent in the evidence on generational differences in work values, it is not clear what value the notion of generations has for practitioners, and this may suggest that the concept be ignored. Ultimately, it may not matter to practitioners whether differences in the values of different birth cohorts reflect true generational effects, provided one can reliably demonstrate that these differences do exist. However, at present this is not the case, and therefore significant research is required first to disentangle cohort and generational effects from those caused by age or period. The suggestion that different groups of employees have different values and preferences, based on both age and other factors such as gender, remains a useful idea for managers; but a convincing case for consideration of generation as an additional distinguishing factor has yet to be made. The authors would like to acknowledge financial support from the Chartered Institute of Personnel and Development and helpful comments from a number of staff.
Journal of Business and Psychology, 2010
Purpose The purpose of this study is to contribute to the sparse empirical literature on generational differences at work by examining (1) the effect of generation on work attitudes (e.g., job satisfaction, job security, and turnover intentions) and (2) how Millennials’ work attitudes differ from prior generations. Design/Methodology/Approach Data were collected from a diverse sample of U.S. employees (N = 115,044) obtained from 18 years of repeated administrations of the Kenexa WorkTrends™ employee opinion survey. The data were analyzed using a hierarchical age-period-cohort regression model which has been recommended for the analysis of generational effects using repeated cross-sectional data. Findings In general, work attitudes differed across generations, although effect sizes were relatively small and depended on the work attitude. Compared to Boomers and Gen Xers, Millennials reported higher levels of overall company and job satisfaction, satisfaction with job security, recognition, and career development and advancement, but reported similar levels of satisfaction with pay and benefits and the work itself, and turnover intentions. Implications While generational differences do exist, whether they warrant special programs for Millennials is debatable. The cost of tailoring an intervention to each generation should be weighed against the potential benefits of considering generational differences. Originality/Value To our knowledge, no study has empirically examined differences in work attitudes across five generations while controlling for the confounding effects of age and time period.
The Baby Boom Generation and Career Management: A Call to Action
Advances in Developing Human Resources, 2008
The problem and the solution. The aging and ultimate retirement of the baby boom generation represents a major demographic and sociological phenomenon that has far reaching implications for organizations, the government, and society as a whole. For organizations, the baby boom workforce is a paradox, simultaneously representing both a critical success factor and potential drag on corporate performance and financial resources. Given this paradox, this article first provides a description of the significant issues and challenges that the baby boom generation presents to organizations currently and in the future. It then discusses contemporary organizational attitudes toward the baby boom workforce as well as the related career management programs aimed at this cohort. In a “call to action” for organizations, we conclude by recommending a number of career management and human resource development actions that should, collectively, allow organizations to proactively respond to the chall...