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Millennials at Work: What We Know and What We Need to Do (If Anything)
Journal of Business and Psychology
Abstract
There are a lot of opinions about who Millennials are, what they think and value, and how they will behave as they grow older
and gain more experience in the workforce. The relatively sparse empirical research published on Millennials is confusing
at best and contradictory at worst. As noted in this article and others in this special issue, however, there are a few topics
including work attitudes, long-term health outcomes, and personality factors on which we have reasonably solid data to inform
us about current and likely future behavior of Millennials. We address the importance of context for understanding behavior
of people in different generations, a subject often missing from the discussion of generational similarities and differences.
There are implications for practitioners of what we know and for how context affects behavior. We make suggestions for how
practitioners can use the data available to inform decisions they make about working with Millennials. Finally, we discuss
the importance of new directions of research on generational differences to help both practitioners and the research community
better understand the realities of generational similarities and differences and rely less on urban myths or stereotypes.
KeywordsMillennials–Generations–Generational differences–Health–Technology–Generation gap–Leadership
... Millennials have unique character traits that differentiate them from preceding generations (Perkasa & Purwanto, 2024;Buzza, 2017;Deal et al., 2010;Hershatter & Epstein, 2010). This generation (individuals born between 1980 and 2000) is recognized for their enhanced focus on ethics, politics, and environmental concerns, along with higher education levels and digital skills in comparison to earlier generations (PricewaterhouseCoopers, 2011; DeVaney, 2015). ...
... Their propensity for jobhopping (evidenced by Cattermole's (2018) finding that 6 out of 10 millennials in every moment are seeking new job prospects) contributes to their role of "workplace instability culprits". Despite being recognized as the most educated/skilled generation in history, due to unprecedented levels of college enrolment and completion, millennials often face criticism for perceived deficiencies in general knowledge (Deal et al., 2010). ...
... Compared to older generations, millennials may appear more reliant on guidance on what to do, as well as on feedback for performance improvement. Also, they sometimes exhibit behaviors that may be perceived as pretentious, expecting special treatment and exemptions from established workplace norms ( Common work-related perceptions about millennials involve and a variety of negative traits such as laziness, lack of initiative, commitment issues at work, disrespect of authority, difficulty in maintaining focus, distractedness, inadequate preparation for the workplace, neediness, apathy, lack of etiquette, arrogance, abrasiveness, lack of temperance, impatience, narcissism and self-centeredness (Stewart et al., 2017;Deal et al., 2010;Arras-Djabi et al., 2024). To conclude, millennials are a generation that has an attenuated sense of organizational camaraderie, is more inclined to change jobs, is intermittently dissatisfied, and in general less committed to the organization it belongs to. ...
The largest living cohort, the millennial generation, stands at the zenith of its intellectual and physical prowess, dominating the global labor market. Millennials’ behavior in the work environment diverges markedly from previous generations’ behavior, as it is shaped by unique economic, political, and socio-cultural contexts. Accustomed to “living uncertainty”, this generation often neglects organizational togetherness and actively pursues only personal career growth. (Un)expectedly, this has led to a quite controversial work reputation. Stereotyped as disloyal, reliant on constant guidance, with a lack of initiative, having commitment issues, and appearing to be self-centered, millennials are perceived as “challenging” employees. Conducted research endeavors to offer a profound exploration of the millennial generation’s workplace attitudes and behavior, addressing notable knowledge gaps in current (national) labor market literature. The desk method, along with the extensive literature synthesis, provides insight into the complexities of millennials’ organizational loyalty and work ethic, commitment and satisfaction, and advances the general scientific conversation surrounding the mentioned labor market participants’ behavior in Serbia. The research results indicate that millennials are a generation notably distinct from all that preceded it, possessing both strengths and weaknesses that can be debated, but also the generation that undeniably presents the most highly skilled employee group that till today entered the labor market. Expectations are that research will benefit HR managers of public/private organizations in Serbia who have integrated millennials into their work teams. By utilizing research conclusions, organization executives may adeptly identify and timely address negative attitudes and detrimental work behavior among millennial personnel.
... Human resource researchers indicated that with 3.5 million Gen Z young adults graduating high school in 2017, workforce leaders should explore this large and unique population's motivation, values, aspirations, and perspectives (Lanier, 2017;Prund, 2021). The entry of Generation Y into the workforce uncovered newer motivations, values, aspirations, and perspectives that caught older generations off guard (Deal et al., 2010;Stewart et al., 2017). This new generation was labeled as different, "using too much slang, having poor communication skills, and being difficult, entitled, and service-focused" (Deal et al., 2010, p. 192). ...
... This new generation was labeled as different, "using too much slang, having poor communication skills, and being difficult, entitled, and service-focused" (Deal et al., 2010, p. 192). However, researchers in the early 2000s could not consistently prove that Millennials exhibited different traits from individuals of other generations at the same ages (Deal et al., 2010;Easton & Steyn, 2022). Pitt-Catsouphes and Smyer (2007) In 2025, at the writing of this dissertation, Gen Z members range from age 12 to age 28. ...
... Their early youth was significantly influenced by computers and the digital age, leading them to demonstrate greater openness toward non-traditional families and values (Andert, 2011). Moreover, Millennials enjoy using technology, and this generation has always relied on technology at a younger age than other generations, (Deal et al., 2010). ...
... In this regard, due to their awareness of the use of modern technologies, they become creative in doing their work. This is consistent with Smith's (2015) discovery that millennials enjoy using modern technology, which they are dependent on from a young age, leading to quicker language learning (Deal et al., 2010). Additionally, millennials are known for being skilled and innovative due to the integration of technology, becoming excellent in exceeding goals and aspirations (Kaife et al., 2012). ...
This study aimed to explore the prominent characteristics of millennial students and their implications in learning the Filipino Language. The participants were composed of five students, five teachers, and five parents selected using Purposive Criterion Sampling. Data were collected through interviews and Focused Group Discussion (FGD). Data saturation was used as the basis for stopping the collection of qualitative data. Using Colaizzi's Phenomenological Descriptive Method, significant statements were extracted and themes were identified. The findings revealed that millennials are modern, innovative, creative, and gadget-oriented. On the other hand, it has been observed that millennials exhibit weaknesses in the Filipino subject, particularly in vocabulary, study habits, self-confidence, and focus on learning. These challenges are attributed to the influence of technology and various social media platforms that distract them from concentrating on their study. The characteristics discovered require additional support from the education sector and their parents. Furthermore, based on the findings of the study, it is recommended for the school to design or strengthen the existing language proficiency programs, if any, within the curriculum to address specific challenges related to Filipino vocabulary. It is also recommended for the school to design and offer workshops or programs to enhance study skills among millennials. This may involve teaching effective study techniques, time management, and strategies for maintaining focus amid distractions.
... Considera-se que indivíduos pertencem a uma mesma geração quando compartilham a mesma experiência histórica, econômica e social (Gabriel et al., 2020). Vários estudos delimitam e nomeiam as gerações associadas ao calendário ocidental (Deal et al., 2021). Deal et al. (2021) A diversidade na interpretação de eventos por cada geração, resultante de vivências em contextos distintos, métodos de comunicação variados e expectativas de trabalho diferentes, pode gerar conflitos intergeracionais (Flinchbaugh et al., 2018;Pandita et al., 2023;Richards et al., 2023), impactando a organização como um todo. ...
... Vários estudos delimitam e nomeiam as gerações associadas ao calendário ocidental (Deal et al., 2021). Deal et al. (2021) A diversidade na interpretação de eventos por cada geração, resultante de vivências em contextos distintos, métodos de comunicação variados e expectativas de trabalho diferentes, pode gerar conflitos intergeracionais (Flinchbaugh et al., 2018;Pandita et al., 2023;Richards et al., 2023), impactando a organização como um todo. Luzar et al. (2023) mencionam que, dentre as grandes transformações da humanidade, as diferenças intergeracionais tornam-se visíveis quando se trata de competências digitais. ...
O impacto da rápida evolução tecnológica sobre diversas populações, especialmente o segmento em envelhecimento, é um dos desafios do século XXI. Este estudo visa a identificar os principais desafios enfrentados pelos trabalhadores longevos em equipes multigeracionais. A pesquisa preenche uma lacuna na literatura ao compilar de forma abrangente os conhecimentos sobre os desafios dos trabalhadores longevos e oferece insights para a gestão de equipes multigeracionais. Por meio de uma revisão integrativa nas bases de dados Scopus, Web of Science, Ebsco e Scielo, analisaram-se 69 artigos. Como resultado emergiram seis categorias de desafios: etarismo, diminuição de oportunidades de desenvolvimento, adaptação a novas demandas tecnológicas, conflitos intergeracionais, cultura organizacional indiferente à multigeracionalidade, e saúde e bem-estar do trabalhador longevo. O estudo sugere diversas estratégias para enfrentar esses desafios, incluindo políticas de valorização dos trabalhadores longevos, promoção de treinamentos inclusivos, incentivo ao intraempreendedorismo e criação de uma cultura organizacional inclusiva. As sugestões práticas propostas no artigo podem inspirar gestores na criação de políticas inclusivas que valorizem a diversidade etária, promovendo ambientes de trabalho justos e produtivos para organizações e trabalhadores longevos.
... This can help to understand and value the unique contributions of each generation (Mlodzik and Meuse, 2010). Moreover, it is important for businesses to create a culture of diversity and inclusion in the workplace to address intergenerational conflict (Deal et al., 2010). They can also reduce intergenerational conflict by providing equal opportunities for each generation and trying to adapt to the needs 7 of each employees (Dries et al., 2008). ...
... Different generations differ in their preferences for approach and receiving feedback (Aprinar 2022). To create a culture of acceptance and respect, organizations need to focus on including all employees from different generations (Deal et al., 2010). For example, different generations differ in their ...
Objective: Intergenerational conflict can be defined as disagreements in values, beliefs, perspectives and behaviors of different generations. Considering today’s business environment where different generations work together, its importance emerges once again. Methods: Although intergenerational conflict has been discussed from many perspectives in the literature, studies on this type of conflict, especially in the business environment, are limited and even a scale that directly measures this conflict has not been found. Therefore, a scale was developed through a systematic scale development process based on the literature related to this study. Results: The data was collected from 1005 private sector professionals. Consequently, exploratory and confirmatory factor analysis and reliability analysis were performed and the factor structure of the scale was determined. Conclusions: As a result, the two-dimensional perceived level of workplace generational conflict scale developed and the scaleitems presented in the appendix was obtained. Originality/Value: Intergenerational conflict involves differing values, beliefs, perspectives, and behaviors among generations. In today's multi-generational workplace, its significance is clear. Consequently, a two-dimensional scale to measure workplace generational conflict has been developed, with scale items listed in the appendix.
... Their work ethos was influenced by creativity, adaptability, ambition to make a difference, and idealism, which determined their high entitlement expectations, instant recognition and reward. A higher level of self-esteem, aggressiveness, and narcissism than previous generations (Deal et al., 2010), as well as a commitment to working in a team, technological know-how, and multitasking prowess, are just a few of the traits that have been linked across several study investigations (Farrell & Hurt, 2014;Martin & Otterman, 2016). Very often have been mentioned their need for constant feedback from their supervisors, as a consequence of parental support in their childhood (Glass, 2007). ...
... A synthesis of timespan and essential traits for USA generation cohortsSource: Author's compilation based onDeal et al., 2010;Farrell & Hurt, 2014;Goleman et al., 2001;Bennett et al., 2012. ...
The Generational Theory, on the other hand, has been used uniformly in numerous studies without taking into account the historical, social, and cultural variations from one place to another. Because Generation X, and Millennials are currently the most significant generational cohorts for the employment market, this study aims to investigate from a historical perspective the fundamental and work value, leadership styles, and work attitudes of these generations, taking into account regional differences between the North America and European nations. The review indicates that an increasing number of studies have adopted the assumption that, regardless differences in social and economic situations of different nations, generational cohorts have the same patterns and biases. The research conducted in this article contributes to enhancing the approach of generational theory in organizational behaviors studies and highlighting the idea of stark disparities across various areas and nations based on various historical occurrences. Keywords: generational theory, work values, work attitudes
... Di sisi lain, kehadiran generasi milenial dan Z menantang pola kepemimpinan lama yang bersifat hierarkis menuju pendekatan yang lebih partisipatif dan berbasis nilai (Deal, Altman, & Rogelberg, 2010). Dengan demikian, pemahaman terhadap kepemimpinan dalam konteks SDM merupakan kunci untuk menjawab tantangan organisasi masa depan. ...
Dalam era persaingan global yang semakin ketat dan dinamis, peran sumber daya manusia menjadi kian sentral dalam menentukan keberhasilan dan keberlanjutan sebuah organisasi. Pengembangan sumber daya manusia bukan lagi sekadar fungsi administratif, melainkan telah bertransformasi menjadi elemen strategis yang krusial. Buku ini hadir untuk menjawab tantangan tersebut dengan mengupas tuntas berbagai aspek penting dalam manajemen pengembangan sumber daya manusia, mulai dari perencanaan kebutuhan SDM, rekrutmen dan seleksi, pelatihan dan pengembangan, manajemen kinerja, pengembangan karier, hingga evaluasi program pengembangan SDM. Pembahasan dalam buku ini dirancang untuk memberikan perspektif yang seimbang antara landasan teoritis yang kokoh dan aplikasi praktis di dunia kerja. Penulis berupaya menyajikan materi secara sistematis, lugas, dan dilengkapi dengan contoh-contoh relevan sehingga mudah dipahami oleh berbagai kalangan pembaca, baik para mahasiswa yang sedang mendalami studi manajemen sumber daya manusia, para praktisi HR di berbagai level organisasi, maupun para pimpinan perusahaan yang ingin mengoptimalkan potensi sumber daya manusianya. Pembahasan pada buku ini meliputi berbagai topik, antara lain: (1) Konsep Dasar Manajemen, (2) Perencanaan Sumber Daya Manusia, (3) Analisis dan Desain Pekerjaan, (4) Rekrutmen dan Seleksi, (5) Orientasi dan Penempatan Karyawan, (6) Pelatihan dan Pengembangan SDM, (7) Manajemen Kinerja, (8) Pengembangan Karier, (9) Kompensasi dan Benefit, (10) Motivasi dan Kepuasan Kerja, (11) Kepemimpinan dalam SDM, (12) Manajemen Talenta, (13) Budaya Organisasi Perusahaan, (14) Manajemen Konflik dan Negosiasi, (15) Hubungan Industrial dan Serikat Pekerja, (16) Manajemen Perubahan dan Pengembangan Organisasi, (17) Sistem Informasi SDM (HRIS), (18) Etika dan Tanggung Jawab Sosial Perusahaan (CSR), (19) Manajemen SDM Internasional, (20) Pengukuran Efektivitas SDM, (21) Outsourcing dan Fleksibilitas Tenaga Kerja, (22) Manajemen Stres dan Keseimbangan Kehidupan Kerja, (23) Tren dan Tantangan MSDM di Era Digital.
... As indicated above, the impact of the application of GEDI on the private sector has been insufficiently studied [51] or from the perspective of different and separate disciplines [52,53]: for example, economics, sociology, psychology or limited and focussed on the gender dimension [54], in many cases such studies are not new or a mixture of all of these. From another point of view, recent studies [55][56][57][58] show that the so-called millennials and subsequent generations tend to leave a secure job if it is not in line with their own and personal values [59], which are mostly associated with GEDI [41,[60][61][62]. Due to the economic instability of recent decades, the reasons why people change jobs more frequently than before [33] have been insufficiently analysed, if only from an economic-financial perspective and not in close connection with the GEDI approach [63], thus neglecting the GEDI aspects [35], which may also not be insignificant [64]. ...
This chapter examines the institutionalisation of gender equality, diversity and inclusion (GEDI) policies in private sector companies, particularly in small and medium-sized enterprises in Europe, with a focus on Italy. Despite formal measures to promote GEDI, persistent biases and structural inequalities continue to limit women’s participation in the labour market. Using an intersectional approach, this chapter examines how organisational, economic, cultural and social factors interact to influence gender inequalities in employment. It emphasises the need for interdisciplinary research, data-driven policy interventions and intersectoral and corporate strategies that go beyond regulatory compliance to promote an inclusive work environment. Furthermore, the study addresses the role of artificial intelligence in measuring and improving GEDI outcomes but also recognises its current limitations. The chapter argues for a paradigm shift that incorporates GEDI into work and organisational life, combining qualitative insights with macroeconomic data, resulting in a holistic model that prioritises equality, diversity and inclusion and sustainability in workforce development.
... Millennials are young people who have been so over-indulged and protected, that they are incapable of handling the most mundane task without guidance (Hershatter & Epstein, 2010), worst face to face interaction and deciphering non-verbal cues (Small, 2008), they are immediate consumers, who think that anything should be available and customize for them, without any effort (thanks to internet). They are most unhappy with limited choices (also in education) as Deal et al. (2010) describe. ...
This study shows how disruptive training methods (DTM) equip students with skills that facilitate intergenerational and intercultural work. Skills and competences of leading international companies and institutions. A review of the literature on disruptive methodology has been carried out. The result shows how traditional education can be adapted to Wikiproducers and Generation Z students, to help them understand and develop some skills that their training is leaving behind, and that can be critical in their early stages of professional and personal life.
... Millennials are young people who have been so over-indulged and protected, that they are incapable of handling the most mundane task without guidance (Hershatter & Epstein, 2010), worst face to face interaction and deciphering non-verbal cues (Small, 2008), they are immediate consumers, who think that anything should be available and customize for them, without any effort (thanks to internet). They are most unhappy with limited choices (also in education) as Deal et al. (2010) describe. ...
This study shows how disruptive training methods (DTM) equip students with skills that facilitate intergenerational and intercultural work. Skills and competences of leading international companies and institutions. A review of the literature on disruptive methodology has been carried out. The result shows how traditional education can be adapted to Wikiproducers and Generation Z students, to help them understand and develop some skills that their training is leaving behind, and that can be critical in their early stages of professional and personal life.
... For instance, younger generations often exhibit lower organizational commitment and are less willing to remain in the same organization compared to their older counterparts (D'Amato & Herzfeldt 2008). Research suggests that Millennials and Generation Z, in particular, prioritize work-life balance, personal development, and meaningful work over traditional markers of career success, which creates potential friction with older generations who value stability and loyalty (Deal et al. 2010). Younger workers are also generally more learning-oriented, which contrasts with the greater organizational commitment and structured approach to work seen in older generations (Cennamo & Gardner 2008). ...
Current approaches in decision making, influenced by rationalist and pragmatist paradigms, offer notable strengths but fail to adequately address human growth, moral depth, and relational dynamics. Rationalist models emphasize universal principles and cognitive processing, offering structured approaches at the expense of human relationality and cultural diversity. Pragmatist approaches focus on adaptability and social context and provide flexibility, but their morally relativistic stance leads to ethical inconsistency. To address these gaps, we integrate Leonardo Polo’s transcendental personalist philosophy and the Inter-processual Self (IPS) Theory to redefine decision making as an opportunity for personal and relational growth. Grounded in anthropological insights, this framework prioritizes the human person as the center of moral action and decision making, fostering personal and relational growth through the transcendentals of personal love, knowledge, and freedom. We argue that this enriched perspective addresses critical limitations of existing models, enabling decision making to serve as a source of systemic wisdom and sustainable growth. By applying this framework to organizational contexts, we show how it enhances personal growth, and the persons’ transcendent motivation for virtues involving inter-relational growth and wisdom. Our approach offers a holistic and transformative lens to rethink decision making as a catalyst for individual and collective flourishing, providing actionable insights to meet contemporary challenges in business and society.
... For example, The Global Report on Agism (World Health Organization, 2021) has dedicated an entire chapter to reviewing the scale, impact, and determinants of agism against younger people. Studies found that younger people are perceived by older people as using too much slang, having poor communication skills, and being difficult, entitled, and self-focused (e.g., Agrawal, 2017;Deal et al., 2010;Stein, 2013). In the work domain, research has started to show the negative consequences of agism targeting younger workers, who report not feeling valued, receiving belittling comments, being perceived as less competent, and receiving fewer development opportunities (Raymer et al., 2017). ...
Workplace agism research has primarily focused on older workers, in spite of the fact that agism can also target younger workers. Given the growing body of research on workplace youngism (agism toward younger workers) and its need for assessment and synthesis, we conducted a scoping review aimed at mapping the range and characteristics of the workplace youngism literature. Unlike previous reviews, we focused exclusively on younger individuals in the workplace. A search of peer-reviewed literature identified 108 articles published between 1976 and 2022, containing 143 empirical studies from 21 countries, including 58,158 participants in total. The review is guided by three broad research questions: (1) How has workplace youngism been assessed?, (2) What are the main theories and conceptual approaches used to investigate workplace youngism?, and (3) What are the main antecedents and consequences of workplace youngism? For each research question, we summarize what is known and well-supported by evidence, identify disagreements and gaps in the literature, and propose directions for future research. This scoping review highlights the need for research on workplace youngism to broaden the range of methodological designs used, develop instruments specifically assessing agism toward younger workers, and extend the research to a wider range of national and cultural contexts. In addition, future research should investigate prescriptive age stereotypes toward younger workers, consider the perspective of middle-aged workers, pay greater attention to consequences of workplace youngism for the enablers, and extend the intersectional identities investigated.
... Encouraging two-way feedback through multiple channels ensures employees feel heard and valued [4]. ...
Organizations today possess a workforce that is diverse not only in terms of gender, race, or culture but also age.
The current multigenerational workforce comprises Baby Boomers, Generation X, Generation Y (Millennials), and
Generation Z, each with distinct expectations and work ethics. Understanding these generational differences and
implementing effective retention strategies is crucial for organizational success. This paper discusses key
strategies, including comprehending generational mindsets, offering flexible work platforms, fostering effective
communication, promoting inclusivity, conducting mentorship programs, recognizing employee achievements,
utilizing survival analytics, and ensuring proper medical management. By addressing these factors, organizations
can enhance employee satisfaction, reduce turnover, and foster a thriving work culture.
... Furthermore, the positive effects of inclusive leadership can be found at team and organizational levels in various aspects, including performance (Qi and Liu, 2017), climate (Li and Peng, 2022) and team-level identity (Mitchell et al., 2015). Although organizations believe that inclusive leadership may ensure micro and meso-level performance, the high turnover rate among young employees in organizations due to the pandemic and financial crises break their assumptions (Deal et al., 2010;Ng et al., 2010). Employees have turnover intention due to a lack of sense of work meaning. ...
Introduction
While the concept of career calling has garnered attention for its role in inspiring employees’ sense of purpose and engagement, the literature on its developmental aspects, especially the influence of leadership styles, has not been fully paid attention to. Furthermore, the association between leadership styles and career calling still needs further exploration. Therefore, this study narrows this gap through testing the mediating role of belongingness in the relationship between inclusive leadership and career calling and its variation across different levels of organization-based self-esteem. Drawing upon the Need-to-Belong Theory, we propose a moderated mediation framework to elucidate the relationship and its variations between inclusive leadership and career calling among employees.
Methods
Data was collected from 337 employees across various industries in Guangdong, Zhejiang, and Beijing, China, using a two-wave lagged questionnaire. We used Inclusive Leadership-9, Belongingness-12, Organization-Based Self-Esteem-10 and Career Calling-12 measurement variables. Later, we used SPSS and PROCESS to verify five hypotheses.
Results
Statistical testing revealed that (1) there is a positive relationship between inclusive leadership and career calling. (2) Belongingness plays a mediating role in the relationship between inclusive leadership and career calling. (3) Organization-based self-esteem moderates the association between inclusive leadership and career calling, both directly and indirectly through belongingness.
Conclusion
This study provides insights into the conversation about inclusive leadership and career calling, revealing a deeper understanding of the associations between leadership styles and employees’ vocational fulfillment, and suggesting practical implications for encouraging an inclusive work environment that supports career development.
... Furthermore, while the results demonstrate considerable overlap between Generation Z and Millennials' job attribute preferences, past research -and the results of this study -suggest that these same attributes are increasing in importance as newer generations emerge. For example, previous research posits that Millennials view competitive salary and career advancement opportunities as important employment conditions (Broadbridge et al., 2009;Deal, Altman, & Rogelberg, 2010;Lyons & Kuron, 2014;Wayne & Casper, 2012). Brink and Zondag (2021) examined whether job attribute preferences differ across three generational cohorts (i.e. ...
Understanding how to attract prospective employees to an organization has been a hot topic in academic literature and in the popular business press. However, a new generation is now entering the labour market: Generation Z (those born between 1997-2012). Relatively little is known about this generation's job attribute preferences and how certain individual differences may influence the attributes they prefer when seeking employment. The purpose of this study was to test the relationship between certain demographic characteristics and the job attributes Generation Z prefers when seeking employment. An online cross-sectional survey was conducted to test the effects of gender, race, academic major, proactive personality, and residency status on participants' preference for training and development, career advancement opportunities, pay, corporate social responsibility, and flexible work practices. The survey was completed by 108 undergraduate students pursuing an Engineering or Industrial Relations and Human Resources (IRHR) major at a large Canadian university. The average age was 21 years-old and 48 percent of participants were each male and female. The results indicate that there is a significant gender difference for training and development; proactive personality predicts training and development, career advancement opportunities, and corporate social responsibility. Additionally, there are significant age differences for pay and flexible work practices, and there is significant year of study differences for training and development, pay, and flexible work practices. The implications of these findings for organizations, recruiters, and hiring managers are discussed.
... The millennial generation, born after 1980 and reaching adulthood around the 2000s, is characterized by its familiarity with rapidly advancing digital technology (Deal et al. 2010). This generation is often referred to as "millennials" because they came of age in the new millennium, a period marked by significant technological growth (Smith & Nichols 2015). ...
The emergence of smartphones with all their advanced features has not only had a positive impact but also a negative impact on human life. One of the negative impacts of using smartphones is phubbing behavior. This chapter aims to determine the relationship between smartphone addiction and phubbing behavior in Generation Z (Gen Z) social media users. The hypothesis in this study is that there is a significant positive relationship between smartphone addiction and phubbing behavior in Gen Z social media users. The tool for measuring phubbing behavior used in this chapter is the SAS-SV (Smartphone Addiction Scale-Short Version) which was developed by Mumtaz (2019) based on the smartphone addiction theory of Kwon and Yang (2013). The subjects of this chapter were 281 people. From the results of the hypothesis test, it is known that the significance value (p) is 0.000 (p<0.05), which indicates that there is a significant positive relationship between smartphone addiction and phubbing behavior in Gen Z social media users. This research contributes to the development of science which strengthens the importance of managing smartphone use, especially in the use of social media, so as not to make people behave more individualistically when in groups.
... Many companies are starting to invest more and more in digital tools (Verhoef et al., 2021), whether we refer to means of electronic communication (such as e-mail and instant messaging), solutions for online conferences (such as video conferences and chat), platforms for remote collaboration (such as file sharing and shared calendars), and social networks (such as Facebook or Yammer) (Oldham & Da Silva, 2015). These digital solutions can play an important role in cooperation between companies by gathering, storing, and an-generations, flexibility is very important (Deal et al., 2010) along with the existence of opportunities for the development of their digital skills (Kane et al., 2017). During this period, employees want more than just to spend their lives working until retirement, so organizations must create a work environment that provides them with perspectives and opportunities for the future (Gratton, 2022). ...
In a dynamic context, where market requirements and needs change often, it is important for companies to adapt to new demands as quickly as possible to continue to be successful. To be able to face numerous challenges, however, organizations need to focus on the needs of their employees, with their satisfaction being an intermediate objective in achieving performance. Since technology is a pillar of each business field, the aim of this study is to explore employees’ perspectives on the use of technology at work, analyzing its main roles within the company, the benefits it provides from the employees’ viewpoint and its implications for satisfaction and performance. To achieve this objective, the authors used existing results in the literature that indicated several methods for the analysis of this subject, and continued with qualitative focus group research that involved six employees working both in hybrid and remote setups, within companies providing services in the engineering area. Thus, in this qualitative study, the needs and preferences of engineering employees are analyzed towards the efficiency of work activities, the improvement of team collaboration, as well as the role of digital technologies in facilitating communication and collecting feedback. Also, the research results address the support of personal and professional development and emphasize the importance of balance between personal and professional life through workplace flexibility—an aspect relatively unexplored in the specialized literature. Apart from the theoretical contributions that the study offers for the development of the literature, the results of this research offer a practical perspective for companies in the field of engineering, suggesting future research directions and recommendations for optimizing performance and increasing the level of employee satisfaction through the implementation of appropriate and personalized digital solutions.
... For millennials, work is more than a means to an end; it is an opportunity to contribute to meaningful goals and personal fulfilment (Twenge & Campbell, 2008). This alignment with intrinsic motivators suggests millennials are more likely to experience job satisfaction and loyalty when their roles contribute to ethical and social objectives (Barron & Hulleman, 2015;Deal et al., 2010). In comparison to these generations, Gen Z views intrinsic rewards as particularly important. ...
Millennials and Gen Z now dominate the global workforce, each with distinct reward preferences influencing motivation and creativity. Understanding these distinctions is critical for improving employee retention and performance. This research aims to evaluate the efficacy of intrinsic and extrinsic rewards for both cohorts. The main goals are to determine reward preferences, examine the mediation effects of moral importance of work and learning attitudes, and assess their impact on creative performance. Using online survey, data were collected from 319 individuals in India and analysed using confirmatory factor analysis and structural equation modelling. Results show that while intrinsic rewards were not significantly related to the moral importance of work for either generation, extrinsic rewards were linked to moral importance only for Gen Z. Extrinsic rewards also had no significant impact on learning attitudes for Gen Z, but they did for millennials. Additionally, the moral importance of work was unrelated to creative performance for millennials, but it had a significant impact on Generation Z. By examining these dynamics, this study aims to provide insights into generational shifts in workplace values in the Indian context, highlighting implications for employee’s creative performance that align with each generation’s unique priorities and ethical considerations.
... Communication styles-such as assertive, aggressive, and passive-also play a crucial role in enhancing workplace satisfaction and performance (Mikkelson et al., 2015;Rouco et al., 2021;Salisbury et al., 2016). Our findings indicate that Baby Boomers place particular importance on applying appropriate communication styles, aligning with the observations of Deal, Altman and Rogelberg (2010), who noted that older generations emphasize interpersonal trust and clear communication. In contrast, Generation Z applies a more flexible approach to communication, preferring interactive and direct channels that support rapid information flow and dynamic work processes. ...
Generational differences shape technological preferences and fundamentally influence workplace motivation and interactions. Our research aims to examine in detail how different generations assess the importance of workplace communication and leadership styles and how these diverse preferences impact workplace motivation and commitment. In our analysis, we studied the behavioral patterns of four generations—Baby Boomers, Generations X, Y, and Z—through anonymous online questionnaires supplemented by in-depth interviews conducted with a leader and a Generation Z employee. To verify our hypotheses, we employed statistical methods, including the Chi-Square test, Spearman’s rank correlation, and cross-tabulation analysis. Our results clearly demonstrated that different generations evaluate the importance of applied leadership and communication styles differently. While Generations Y and Z highly value flexible, supportive leadership styles, older generations, such as the Baby Boomers prefer more traditional, structured approaches. The study confirmed that aligning leadership and communication styles is crucial, as it significantly impacts the workplace atmosphere and employee performance. Our research findings hold both theoretical and practical significance. This research highlights how understanding generational preferences in leadership and communication styles can enhance workplace cohesion and efficiency. The results provide specific guidance for leaders and HR professionals to create a supportive and adaptable environment that effectively meets the needs of diverse generations.
... Two perspectives of knowledge transfer are associated with age-related norms: one-sided and two-sided. According to the first approach, based on a one-sided perspective, preliminary theoretical and empirical evidence suggests that older workers seem to be perceived as knowledge providers, while younger workers appear to play the role of knowledge recipients (Deal et al., 2010;Voelpel et al., 2012). These observations seem to operate independently of the length of tenure, experience, and specialized knowledge of employees, which may indicate expectations regarding the roles that individuals should play at a certain age when engaging in knowledge transfer (Schmidt and Muehlfeld, 2017;Burmeister et al., 2018a). ...
It is increasingly recognized that managing organizations with an age-diverse workforce is a prevalent and significant organizational issue (Avery et al., 2007; Kunze et al., 2011). Consequently, one of the critical challenges currently facing HR managers is the effective utilization of the potential of various age groups and the selection of appropriate human resource management (HRM) tools and practices (Smolbik-Jęczmień and Żarczyńska-Dobiesz, 2017). Existing research highlights differences in the approach to older and younger employees. Older workers are often perceived as reluctant to acquire new skills (Armstrong- -Stassen and Schlosser, 2008; Ng and Feldman, 2012a; Gross-Gołacka, 2016), whereas very young employees are considered to lack substantive knowledge and professional experience (Hysa, 2016). Therefore, awareness of the capabili- ties and limitations of each group is crucial for achieving high financial and non- -financial performance, partly due to the complementary competencies of em- ployees from different age groups (Kilduff et al., 2000). Most managers in organizations claim to recognize the benefits of multi- -faceted employee diversity, including age diversity (Kossek and Zonia, 1993; Kossek et al., 2003). However, few organizations take action to increase the age diversity of their workforce (Houkamau and Boxall, 2011; Shen et al., 2014). Nevertheless, the benefits of diversity management are well-documented by numerous scholars (e.g., Subeliani and Tsogas, 2005). Publications emphasize that greater diversity can lead to better market and customer understanding, at- tracting and retaining top talent, problem-solving, and greater organizational flexibility. Additionally, diversity policies can help employ and retain the most talented employees, improve productivity, efficiency, and creativity, enhance staff trust, increase job satisfaction and employee engagement, improve relations with customers and suppliers, and create a positive company image (Özbilgin and Tatli, 2011). One method to increase diversity is the implementation of age-inclusive HR practices. Age-inclusive HR practices (Kunze et al., 2013), also known as age- -friendly organizational practices (Appannah and Biggs, 2015) or diversity- -friendly HR policies (Kunze et al., 2013), aim to overcome age-related barriers, promote age diversity, and ensure an environment where everyone can develop their potential regardless of age (Walker, 1997; Taylor and Walker, 1998). This means that age-inclusive HR practices establish universally accepted principles of cooperation (Bowen and Ostroff, 2004). Every employee group should have a sense of belonging to the organization, be treated equally by supervisors when assigning tasks, and be informed about their work outcomes (Armstrong-Stassen and Schlosser, 2011). Such a sense of coexistence within the organization is based on the need for recognition by others, acknowledgment of individual con- tributions to the common good, and group membership. The sense of organiza- tional belonging depends on employees’ perception of their group membership. Differential treatment of employees may lead to perceptions of favoritism among some employees (Armstrong-Stassen, 2008). Age-inclusive HR practices can thus facilitate the creation of teams consisting of employees of different ages, complementing each other with their skills and experience (Walker, 2005a, 2005b), thereby achieving better outcomes. For these reasons, companies facing an increasing shortage of employees while striving for excellent performance should consider increasing the age diversity of their workforce through appro- priate HR practices. However, the literature does not explain in detail the extent to which organizations implement age-inclusive HR practices, whether these practices affect the age diversity of employees, and how this relationship influ- ences organizational performance. An important factor contributing to the increase in age diversity among em- ployees, as highlighted in the literature, is the presence of a supportive climate for such diversity in the workplace. This climate is defined as the collective per- ception of practices and procedures applied to employees of different ages (Herdman and McMillan-Capehart, 2010). Furthermore, this climate can mani- fest in the respect for employees’ dignity and their age diversity (Wegge et al., 2012; King and Bryant, 2017). Therefore, managers should be interested in cre- ating a climate that supports age diversity in the workplace, as this can lead to the integration of organizational processes with employee behaviors and atti- tudes, ultimately resulting in favorable financial and non-financial outcomes (Bowen and Ostroff, 2004). The literature indicates the risk that age diversity among employees may contribute to processes of categorization based on age group membership (Kunze et al., 2011). Awareness of a supportive climate for age diversity can be leveraged to mitigate the undesirable consequences of age diversity, such as discrimination, stereotyping, and related barriers to potential employee development (King and Bryant, 2017). Enhancing mutual respect among employees of different ages may be key to increasing age diversity and improving both financial and non-financial performance (Dovidio et al., 2010). Thus, the workplace climate can indeed relate to the perception of the strength with which the group influences company practices, within the social context of organizational belonging (Avery et al., 2007). As indicated above, age diversity among employees can positively impact organizational performance − financial outcomes such as return on assets, sales growth, and equity profitability (Richard and Shelor, 2002), as well as non- -financial outcomes like creativity and business decision-making processes (Goll et al., 2001). Additionally, the literature provides evidence that employees of similar ages may often compete with each other, exhibiting low task perfor- mance (Cho and Mor Barak, 2008). Therefore, age polarization among employees can negatively affect both financial and non-financial organizational outcomes. It is worth considering the relationship between the degree of age diversity at the organizational level and the corresponding financial and non-financial results, as these relationships, particularly when accounting for mediating and control vari- ables, are not yet fully explored in the literature (e.g., Harrison and Klein, 2007), especially within the context of domestic literature. It is hypothesized that a mediating factor in the relationship between age diversity and organizational performance is knowledge transfer (Skuza, 2018). According to D.A. Garvin, A.C. Edmondson, and F. Gino (2008), knowledge transfer is understood as learning from internal and external experts, other teams, and departments. In the contemporary economy, knowledge is increasingly val- ued by managers, as possessing key knowledge for the organization can influ- ence its competitiveness (Shen et al., 2014). However, the transfer of knowledge among employees of different ages has only recently become a focus of re- searchers (Kulik et al., 2014). The literature suggests that knowledge transfer can be significant for organizations with age-diverse employees. Preliminary empirical evidence indicates that knowledge transfer between younger and older employees can be valuable, as it allows for leveraging the comprehensive knowledge of others. However, age diversity can also hinder knowledge transfer, as individuals tend to prefer interacting with peers of similar characteristics, particularly sociodemographic traits like age. Therefore, there is concern that age differences may pose obstacles to communication, collaboration, and knowledge transfer. Thus, the relationships between diversity and knowledge transfer, as well as its mediating role in shaping the link between diversity and performance, require further investigation. The issue of effectively managing employees of various ages within an or- ganization is significant both theoretically and empirically due to several reasons: insufficient research on organizational context − while age diversity is an area of interest for researchers, the context of the entire organization has not been adequately studied, particularly in Poland (Shemla et al., 2016); focus on organizational climate and HR practices − previous research has concentrated on how age diversity influences the organizational climate and HR practices; however, the antecedents of diversity have been underexplored, especially regarding how age-inclusive HR practices and workplace climate affect age diversity (Armstrong-Stassen and Schlosser, 2011); overemphasis on financial outcomes − while previous studies have shown that age diversity improves financial outcomes, non-financial outcomes have often been overlooked or minimally analyzed (Kunze et al., 2013); neglect of knowledge transfer − factors that enhance age diversity, such as knowledge transfer, have been largely ignored (Kulik et al., 2014). The current state of knowledge on age diversity remains underexplored and reveals numerous research gaps, despite its importance to all organizations. Much of the literature has focused on intergenerational diversity (Kirton and Greene, 2010). Additionally, researchers are examining the process of inclusion related to social groups or categories within the broader societal context (Marcut, 2014). However, age diversity lacks a clear theoretical framework. This mono- graph aims to present theoretical frameworks for each variable in the model, particularly age diversity. The developed research model includes many new and significant relationships, based on which ten main hypotheses were formulated and tested. The findings and scientific considerations in this work contribute to the de- velopment of the research field and the scientific discipline by: defining age diversity and management − clarifying what age diversity is and how it can be managed; understanding influencing factors − identifying what influences age diversity and how these variables affect organizational functioning; measurement tools − confirming the applicability of measurement tools for vari- ous variables; effective management strategies − presenting effective ways to manage younger and older employees by identifying factors influencing age diversity. The theoretical-cognitive objectives of the study were formulated as follows: systematizing knowledge in the areas of age diversity among employees, age- -diversity-supportive workplace climate, knowledge transfer, and HR practic- es supporting age diversity among employees; determining the influence of age diversity among employees on organizational outcomes considering the potential mediation of individual variables; identifying antecedents of age diversity among employees; developing a conceptual model of the relationship between age diversity among employees and organizational outcomes, HR practices supporting age diversity among employees, knowledge transfer, and age-diversity-supportive workplace climate. The cognitive-explanatory objectives of the study were formulated as follows: investigating the level of age diversity among employees and the application of HR practices supporting age diversity among employees, age-diversity- -supportive workplace climate, and knowledge transfer processes in the sur- veyed organizations; empirically examining the impact of age-diversity-supportive workplace climate on age diversity; empirically examining the impact of HR practices supporting age diversity among employees on age diversity; empirically examining the impact of HR practices supporting age diversity among employees on age-diversity-supportive workplace climate; empirically examining the mediating role of age-diversity-supportive work- place climate in the relationship between HR practices supporting age diver- sity among employees and age diversity; empirically examining the impact of age diversity among employees on organizational outcomes: financial and non-financial; empirically examining the impact of knowledge transfer on organizational outcomes; empirically examining the mediating role of knowledge transfer in the rela- tionship between age diversity among employees and organizational out- comes; empirically examining the mediating role of age diversity among employees in the relationship between HR practices supporting age diversity among em- ployees and age-diversity-supportive workplace climate as well as knowledge transfer. The practical objectives of the study include: formulating guidelines for practice regarding strengthening age diversity among employees and increasing its impact on firm outcomes. The methodological objectives include: confirming the feasibility of using research tools to measure all variables, especially the variable related to age diversity. Therefore, the main objective of the study can be formulated as follows: to explain age diversity among employees in the context of antecedents and organi- zational outcomes. The scientific monograph is divided into five chapters, preceded by an in- troduction and followed by a conclusion. The first chapter presents the theoreti- cal foundations of the concept of age diversity among employees. It starts with a general understanding of employee diversity and highlights its importance not only in human resource management but also in the broader context of corporate social responsibility. The chapter also classifies employee diversity, discusses theoretical foundations of age diversity, and presents theories related to age. It further emphasizes two approaches to describing employees: generational context and groups of younger and older employees. The second chapter charac- terizes the antecedents of age diversity, focusing on age-inclusive HR practices and a supportive workplace climate. It also highlights the relationships between these practices and workplace climate. The third chapter discusses the effects of age diversity at the organizational level, focusing on its impact on financial and non-financial outcomes and the mediating role of knowledge transfer. The fourth chapter introduces the research methodology, including methods, sample selec- tion, variables, measurement, and data analysis. The fifth chapter presents and interprets empirical findings. In conclusion, the study addresses the scientific problem and the extent to which the objectives were achieved, identifies main limitations, proposes practical implications for the business sector, and suggests directions for further research.
... Millennials, like employees from other generations, seek work engagement, yet their workplace preferences and expectations may diverge from those of preceding cohorts (Deal et al., 2010). Work engagement denotes a state of positive fulfillment and energy derived from deep involvement and investment in job responsibilities, characterized by high levels of enthusiasm, dedication, and absorption (Schaufeli, 2013). ...
This study aims to evaluate interventions and strategies used to retain junior doctors, with a specific focus on the roles of organizational climate, supportive leadership, and work engagement influenced by effective knowledge management practices. We examine how knowledge management—the systematic process of creating, sharing, using, and managing the knowledge and information of an organization—contributes to creating a favorable organizational climate and supportive leadership strategies. Engaging in a quantitative study with a sample of 950 junior doctors across four Central European countries, we explore the impact of an integrated approach that combines traditional performance-oriented climate models (rational goals model) with knowledge management practices tailored to the unique demands of healthcare settings influenced by current healthcare reforms and bureaucratic systems. Our findings suggest that not only do supportive leadership and a positive organizational climate enhance work engagement among junior doctors, but robust knowledge management practices also play a crucial role in improving retention rates by facilitating continuous learning and effective information sharing. To the best of our knowledge, our research is the first to draw on the synergy between rational goals, organizational climate, supportive leadership, and knowledge management practices to explain the antecedents of junior doctor work engagement and retention. This approach offers new insights into the dynamics of employee retention and underscores fundamental factors influencing junior doctors’ retention, paving the way for a more resilient and thriving healthcare workforce amidst the ongoing turbulence in global healthcare.
... Even after recuperating from corporate scandals, corporate crimes, and the 2008 financial crisis (Burke & Stashevsky, 2006;Williams et al., 2013), mistrust in leadership continues to be an issue today. Moreover, the environments in which leaders operate have grown more complex over time (Bennett & Lemoine, 2014;Deal et al., 2010;Fry, 2015). The emphasis on traditional organizational values (e.g. ...
... They are open to change and adapt quickly to a new environment. In addition to the demands for opportunities for intensive development and challenges at work, they also emphasise a balance between personal and professional life and a clear development path (Deal et al., 2010;Kaźmierczak, Kocur, 2009). Characteristics attributed to Generation Z include self-confidence, openness, individualism, optimism, tolerance, commitment, search for novelty and change, accumulation of experiences and proximity to social media. ...
The digitalization of the aesthetic experience influences the quality of participation in musical arts. Due to differences in perception among consumers of musical arts belonging to particular generations, this study aims to assess the influence of the participation form (in-person or digital) in the aesthetic situation. The COVID-19 pandemic forced the common digitalization of the aesthetic situation and catalyzed broad research on all art disciplines. Qualitative data analysis (based on ten criteria) constructed on an international sample concludes that the form in which one participates in musical arts determines the perception of quality in the aesthetic situation, which is assessed differently depending on one's generation. Significant determinants exist among generations in participation in musical arts and between particular forms of participation. The research results should interest musical arts creators, managers, marketers, recipients, and researchers.
... Seperti yang telah diulas pada artikel-artikel sebelumya, generasi milenial lahir setelah tahun 1980 dan memasuki tahun 2000 (Deal, Altman, & Rogelberg, 2010). Generasi ini akrab disebut milenial karena lahir menjelang milenium baru saat pengaruh teknologi digital berkembang begitu pesat (Smith & Nichols, 2015). ...
Manusia menjadi manusia seutuhnya dengan kehadiran orang lain. Seindependen apapun seseorang, tetaplah ia memiliki dorongan menjalin dan merawat relasi sosialnya. Jika kita adalah seorang anak, maka kita butuh sentuhan kasih sayang orangtua dan kehangatan tawa bersama saudara. Jika kita pengembara, maka kita butuh tempat persinggahan untuk mencukupi bekal makanan dan minuman serta bekal isian diri yang kosong dengan keramaian. Sementara jika kita adalah sepasang kekasih, maka kita butuh mencintai dan dicintai, memaknai pasangan sebagai anugerah meski setiap hubungan mempunyai dinamika dan tantangan masing-masing yang sejatinya tidak akan melebihi batas kemampuan.
Dalam kajian relasi sosial, kita mengenal wilayah intrapersonal, yang berbicara tentang diri (self), wilayah interpersonal yang bercerita tentang hubungan antara dua orang, wilayah intragroup yang mengulik seputar hubungan seseorang dan kelompoknya, serta wilayah intergroup yang mengkaji bagaimana seseorang berhubungan dengan orang lain yang berbeda kelompok. Kajian relasi sosial ini akan kita diskusikan dalam beberapa fenomena pada kehidupan sehari-hari milenial.
... The date 27 April is now a public holiday in South Africa, Freedom Day. Generation Y grew up with technology and in the era of social media and cyber space, and in terms of technological skills, Generation Y have a significant advantage over the Baby Boomers (Deal, et al., 2010;Hoole & Bonnema, 2015). Job security in the workplace is a less important factor and they are comfortable with change (Hart, 2006). ...
Constant learning to adapt and evolve is a strategic imperative for organisations that wish to remain competitive. But do managers from different age groups agree on the importance of organizational learning? This study focused on agricultural businesses as learning organisations to determine whether different generational cohorts of managers would characterise their organisations as learning organisations. The results obtained were compared to determine trends and biases in this regard. The Learning Organization Survey was distributed among 200 managers from three different agricultural organisations in South Africa and 136 responses were received. The results showed that, overall, managers in agricultural organisations do not perceive their organisational units to be learning organisations. Although the magnitude of differences between age cohorts varied, it was furthermore clear that managers from different generational cohorts might be susceptible to biases affecting aspects of organizational learning and which may influence their strategies to drive innovation. This study brings new insights that can contribute towards the more effective management of food production as a strategic resource. Managers are sensitised to valuable information on how to become a learning organisation and how to develop strategies to maximise the involvement and contribution of managers from all the different generational cohorts.
... 259-264). An analysis of stereotypes showed that each generation considered the next generation entitled and hard to work with (Deal et al., 2010;Huyler et al., 2015, p. 4). ...
This investigation explores a framework for multi-generational preferences, leadership styles, and employee motivation, using the Path-Goal Theory of Leadership and FourSight™ Thinking Preferences. When applying the Path-Goal Theory of Leadership, how do the FourSight™ Creative Thinking preferences and intergenerational perceptions affect the relationships between leaders and their direct reports? Do intergenerational leadership style preferences correlate to underlying psychological cognitive preferences, and if so, can the FourSight™ model be used as a predictor of leadership style preferences and therefore aid Path-Goal leaders in choosing an appropriate leadership style? Understanding how and what is influencing leadership/follower motivation is critical as the generational makeup of the workforce continues to change. This knowledge is important in both professional practice and in academia for business continuity, change, and leadership succession.
Penelitian ini berfokus pada tingkat literasi digital mahasiswa dalam menganalisis berita hoaks. Tujuan utama dari penelitian ini, yaitu untuk mengukur tingkat literasi digital mahasiswa dalam menganalisis berita hoaks di media sosial. Penelitian ini menggunakan pendekatan kuantitatif dengan desain penelitian deskripstif kuantitatif. Teknik pengumpulan data dalam penelitian ini menggunakan teknik angket atau kuesioner yang diisi oleh mahasiswa Jurusan Bahasa dan Sastra Indonesia. Teknik analisis data dalam penelitian ini, yaitu deskriptif kuantitatif. Hasil penelitian menunjukkan bahwa tingkat literasi digital mahasiswa dalam menganalisis berita hoaks berada pada kategori menengah hingga tinggi. Mahasiswa umumnya sudah memiliki pemahaman dasar tentang literasi digital, seperti kemampuan mengenali sumber informasi yang kredibel, memahami cara verifikasi informasi, dan penggunaan media sosial dengan lebih bijak. Namun, masih terdapat sebagian mahasiswa yang mengalami kesulitan dalam mengidentifikasi berita hoaks secara cepat dan tepat.
This study explores the impact of micromanagement by Generation Z on Baby Boomer employees at PT XYZ, a maritime shipping company. Through surveys and interviews, findings reveal that Zoomers’ micromanagement practices significantly affect Baby Boomers' physical and mental well-being
Generative AI can be described as an evolution of business consulting, which is characterized by record innovation, productivity, and decision-making. Employing superior sophisticated models that can produce, interpret, and combine information, consulting firms are recasting the conventional paradigms to match the ongoing business environment. The possibility of generative AI as a force of change in the consulting proposition is discussed in this paper in terms of several operative themes, namely efficiency, client relations, and future vision. Another example of generative AI is its application in machinery consulting services to minimize or cut the time and expenses required for consulting interventions because it automates labor-intensive processes like data analysis and processing, report generation, and strategy modeling. Thus, it can enable firms to provide a large amount of complicated data, make better decisions, and improve the efficiency of predictions. In addition, by creating value by replicating market conditions, evaluating different strategies, and exploring latent opportunities and potentialities, AI-driven tools increase innovation rates. Practice examples illustrate how generative AI improves reasoning in real-life situations connected to market entry strategies, supply chain management, and customer journey customization. The technology has been proven to deliver significant advantages, yet drawbacks include ethical issues, possible prejudice, and the requirement to remain supervised by people. Consulting activities that relate to generative AI must incorporate technological aspects with professional features proportionately. As this sector increasingly adopts this shift as the wave of the future. Generative AI can establish new standards for value creation and new ways of working and partnering with clients. This paper, hence, calls for responsible AI adoption, ethical practices, and encouraging more innovation to realize the potential of the technology in its highest capacity.
In the wake of the pandemic, workplace dynamics have changed significantly, particularly the integration of digital technologies. The new workplace is also experiencing changes in its demographics as this is the first time in history that five generations are working together, causing generational disparities leading to misperceptions, stereotypes, and intergenerational biases when adapting to and utilizing digital tools. The lack of systematic literature reviews analyzing digital technologies and artificial intelligence (AI) among multigenerational employees in the fourth industrial revolution context demands further investigation. The chapter adopts a systematic literature review approach to explore the adoption of digital technologies including AI among a multigenerational workforce, highlighting the factors affecting the adoption. The chapter also provides several strategies that organizations can employ to bridge generational gaps and foster a more agile, productive and cohesive multigenerational workforce.
Concerns about the declining importance of work have inspired numerous studies in recent decades. Explanations for this alleged decline have not the least been sought in the entrance of new generations into the labour market. The main objective of this article is to assess and distinguish generational and period effects on the importance of work, or so-called work centrality. With this in mind, the results of two population surveys on work centrality conducted in 2012 and 2022 among VR members, the largest union in Iceland, are compared. The results are compared between surveys, age groups and generations: Boomers, Generation X (GenX), Millennials (GenY) and Generation Z (GenZ). The results reveal a strong period effect and that work centrality declines between the two surveys – across age groups and generations. Generational effects are also notable in both surveys. The results also show that work is more central to the oldest generation (Boomers) compared to the younger ones, but small differences are found in work centrality among the younger generations.
Bu çalışma, sağlık sektöründeki teknolojiye yönelik kaygı düzeylerini kuşaklar bazında incelemeyi amaçlamaktadır. Araştırmada, bilişsel kaygı, duygusal kaygı ve davranışsal kaygı olmak üzere üç boyutta teknoloji kaygısı ele alınmıştır. Veriler, İstanbul’da sağlık sektöründe görev yapan 600 sağlık çalışanına gönderilen anket yoluyla toplanmış ve 270 katılımcının yanıtları analiz edilmiştir. Sonuçlar, X kuşağının bilişsel ve duygusal kaygı düzeylerinin Y kuşağına göre anlamlı derecede daha yüksek olduğunu, ancak davranışsal kaygı düzeylerinde anlamlı bir fark bulunmadığını göstermektedir. Bulgular, dijital dönüşüm sürecinde kuşaklar arasındaki farklılıkların, özellikle X kuşağının teknolojik adaptasyona yönelik zorlukları ve Y kuşağının dijital teknolojilere yatkınlığı ile şekillendiğini ortaya koymaktadır. Çalışma, bu farklılıkların dijital okuryazarlık ve uyum süreçlerinin yönetimi açısından önemli çıkarımlar sunduğunu vurgulamaktadır. Gelecek araştırmalar için kuşaklar arası teknoloji kaygısının boylamsal olarak incelenmesi ve daha geniş örneklem gruplarıyla çalışılması önerilmektedir.
Bu çalışmada, farklı kuşaklar arasında kariyer anlayışının nasıl ve neden değiştiği derinlemesine incelenmektedir. Geleneksel, hiyerarşik kariyer anlayışlarından esnek, anlam arayışına dayalı modern kariyer yaklaşımlarına doğru bir geçiş olduğu vurgulanmaktadır. Özellikle Y ve Z kuşaklarının kariyer hedefleri ve beklentileri, önceki kuşaklara kıyasla teknolojiye daha fazla bağımlılık göstermektedir. Teknoloji, bu kuşaklar için hem iş yapma biçimlerinde hem de kariyer tercihlerini şekillendirmede merkezi bir rol oynamaktadır. Çalışma, kuşaklar arası bu farklılıkların işverenler için hem meydan okuma hem de fırsatları beraberinde getirdiğini belirtmektedir. Farklı kuşakların kariyer anlayışlarının doğru yönetilmesi, iş yerinde uyum, verimlilik ve yenilikçiliği artırma potansiyeline sahiptir. Bu bağlamda, özellikle mentorluk ve işbirliği programları, iş yerinde kuşaklar arası sinerjiyi güçlendirme ve yenilikçi bir çalışma ortamı yaratma açısından büyük önem taşımaktadır. Sonuç olarak, işverenlerin farklı kuşaklardan çalışanları çekme, elde tutma ve onların yeteneklerinden en iyi şekilde faydalanma kapasitelerini geliştiren stratejiler oluşturması, daha uyumlu ve verimli bir iş ortamı yaratmak için kritik bir gereklilik olarak sunulmaktadır.
Günümüz çalışma yaşamında hem sayısal hem de etki bakımından önemli bir yer tutan Y kuşağı, dijital teknolojilerle olan etkileşimleri ve yatkınlıklarıyla önceki kuşaklardan ayrılmaktadır. Literatür incelemesi tekniğinin kullanıldığı bu çalışmanın amacı Y kuşağının çalışma kültürünü esnek çalışma kapsamında değerlendirmektir. Teknolojik gelişmeler ve esnek çalışmanın yaygınlaşmasındaki hız dikkate alınarak özellikle son 10 yıllık literatüre odaklanılmıştır. Literatür incelemesinin sonuçları, Y kuşağının değişen ihtiyaçlarına istinaden işverenlerin çalışma kültürüne ilişkin stratejilerini yenilemelerinin gerekliliğini ortaya koymaktadır. Y kuşağının esnek çalışma tercihleri, gig ekonomisinin sunduğu özgürlük ve kontrol imkânlarıyla örtüşmektedir. Bu kuşaktakiler için meslek, sabit bir beceri setinden ziyade sürekli öğrenme, uyum sağlama ve kişisel değerlerle şekillenen bir süreç olarak algılanmaktadır. Y kuşağı klasik ofislerden ziyade esnek çalışma alanlarını ve sosyal etkileşim odaklı mekânları tercih ederken, bu tercihler hem bireysel yaratıcılığı hem de sektörler arası işbirliklerini desteklemektedir. Esnek çalışma, çalışanlar için iş-özel hayat dengesini sağlamada avantajlar sunsa da izolasyon hissi, iş-ev sınırlarının bulanıklaşması gibi zorluklar yaratmakta ve iş güvencesi ile gelir istikrarını koruyan politika ihtiyacını doğurmaktadır. Çalışmada, işverenlerin ve politika yapıcıların çalışma yaşamında Y kuşağının ihtiyaçlarını nasıl karşılayabileceklerine dair öneriler sunulmaktadır.
Businesses have been so preoccupied with figuring out how to recruit and retain millennial workers that many have missed a key recent development. The following generation of workers has now officially started working. Ten years have passed since the newest workforce members began working in organizations. It has been six years since the first member of Generation Z, sometimes referred to as Generation, attained the status of a highly educated professional. Although it's simple to believe that Gen Z employees will be only a Millennial extension, investigations reveal that's not actually the case. The forthcoming workforce is expected to undergo a significant transformation as a result of the Z Generation. To capitalize on the unique benefits this generation will offer to the production levels and public faces of enterprises globally, workplaces are expected to adopt a variety of distinctions by the end of this decade. A significant chunk of the existing workforce's changing demands and expectations will be revealed by the study. It will make it clearer how business owners, executives, or even middle managers should approach recruiting, supervising, and keeping members of Generation Z. Understanding Generation Z's perspective and how their job views will differ from those of their forebears is the key to finding the solution.
The present study investigates the variations in learning and development preferences among different generations at ABC Apparel Company, Sri Lanka, with a specific focus on Generation X, Y (Millennials), and Z. Employing qualitative approaches, including in-depth interviews, the study examines how each generation values and participates in learning activities using a sample of 18 employees (6 from each generation). The results indicate that Generation X places a higher importance on professional progression and job stability delivered through traditional educational techniques. In contrast, Millennials focus on personal growth, digital learning, and blended learning environments. Generation Z exhibits a pronounced propensity for technology-driven, self-paced learning to adjust to swift industry transformations. The observed discrepancies underscore the diverse motives and preferences among different generations, which has significant implications for the design of focused development initiatives. This research highlights the significance of matching learning opportunities with the specific requirements of other generations to improve employee engagement and productivity. The recommendations include the integration of flexible learning alternatives and resolving technology resistance to cater to the varied preferences of different generations. The present study enhances the comprehension of generational dynamics in the context of learning and offers practical insights for improving learning and development methods inside the organization.
As one of the world's largest economic sectors, travel and tourism creates jobs, drives exports, and generates prosperity across the world. Comprising a wide range of industries, it supports one in every ten jobs on the planet, has accounted for one in five of all jobs created across the world over the past five years, and is a dynamic and complex engine of employment opportunities. Its companies are inside a competitive arena and must ensure its sustainability on the basis of its greatest asset: its employees. Nowadays in the workplace there are a great diversity of cultures, ages, and generational differences, and employers have to explore new ways to motivate people to efficiently work. Each generation is unique and usually this variety does not work without supervision. The study will be conducted on two Portuguese Polytechnic Institutes with Masters Students from Hospitality and Tourism. As a methodology, it will be used a quantitative research. Conclusions may help companies to better understand the reasons why employees abandon them or are attracted by them.
Badanie przeprowadzone na 155 osobach powyżej 16. roku życia analizowało stosunek do pracy w kontekście wieku i doświadczenia zawodowego. Wyniki wykazały różnice w postrzeganiu pracy jako wartości, źródła utrzymania, obowiązku społecznego, źródła radości, aspektu samorealizacji, źródła statusu społecznego, formy ucieczki od rodziny, wartości rodziny, znaczenia sławy i prestiżu, roli pieniędzy oraz znaczenia rozwoju. Młodsze osoby (poniżej 30. roku życia) traktowały pracę jako wartość samą w sobie, źródło radości, aspekt samorealizacji i formę nawiązywania relacji, nie uznając jej za obowiązek społeczny. Osoby w wieku 30–50 lat przejawiały zróżnicowane podejście do pracy, uznając ją za główne źródło utrzymania, ale mniej jako źródło radości. Osoby powyżej 50 lat częściej postrzegały pracę neutralnie lub negatywnie, a także rzadziej jako źródło radości czy samorealizacji. Niezależnie od wieku rodzina była ceniona, pieniądze miały znaczenie, a sława i prestiż były mniej ważne. Rozwój był uznawany za istotną wartość przez większość respondentów. Badanie dostarcza wglądu w postrzeganie pracy przez różne grupy wiekowe, co ma implikacje dla polityki społecznej i pracodawców
This research paper explores the spatial design parameters critical for accommodating the lifestyles and preferences of millennials in global urban environments. Millennials, characterized by their unique social behaviors, technological adeptness, and value for community, demand living spaces that reflect their dynamic and flexible lifestyles. This study investigates key design elements such as adaptability, communal integration, visual connectivity, and spatial diversity. By analysing contemporary architectural practices and case studies from diverse global contexts, the paper provides insights into creating residential environments that enhance social interaction, adaptability, and a sense of belonging for millennial residents. Key Words: millennial; shared living; flexible design; adaptable design; community engagement; spatial parameter; urban dwelling; social sustainability; participatory design; millennial living; spatial privacy
This paper used a sample of 194 students at public service graduate schools in the United States to compare Millennial students with Generation X students on public service motivation and its antecedents, prosocial behaviors, perceptions of the three sectors, and career plans. It found few differences between Millennial and Generation X students. Millennials reported higher levels of parental education and more volunteer work in college, but were less involved in religion and politics than older students. There were few differences in the generations’ opinions of the non-profit and public sectors. While scholars have found differences between Millennials and older generations in the general population, this survey shows that there are few differences between Generation X and Millennial students who choose to pursue a Master's degree in a public service career.
The workforce of today, in the age group of 20-35, whom we call Millennials share a unique composition of characteristics VIZ; attitudes, behavior, values, beliefs and way of life. They are different from the characteristics of earlier generations. Under this context it is important to understand their (millennials) mindset, needs and expectations so that we can align and adapt our education policy and practices to meet their requirements (physical, mental, emotional and cultural). Attempt has been made in this paper to discuss the implications of this paradigm shift on education which has to reorient with a strong emphasis on skilling-reskilling-upskilling with an entrepreneurial mindset than just bombarding the learners with information, which we call as New Age Education.
The study aims to evaluate the relationship between the use of nine financial instruments and the usage of two fintech applications with the four pillars of financial literacy, namely financial knowledge, advanced financial knowledge, financial behaviour, and financial attitude. A mixed-method analysis is conducted, proceeding with primary research through online surveys of 189 respondents and consequently phenomenology-based interviews with select respondents. A series of logistic regression estimates are specified to evaluate the relationships. Financial behaviour is identified as the pillar that explains the usage of the majority of instruments, while financial knowledge and financial attitude have the lowest explanatory power. The study makes important contributions by adapting OECD’s financial literacy construct to evaluate its relationship with different instruments and fintech uses for millennials, a demographic that is a key focus for policymakers, financial services firms, and startups in the post-pandemic digital native world.
The purpose of this research was to investigate the challenges of skills transfer when grooming millennials for succession roles in Bank X in the Information Technology (IT) Department, South Africa. This was a qualitative research design using semi structured, open ended interview questionnaires. Purposefully selected participants included organisational succession planners, organisational mentors and, specifically the millennial employees. The findings revealed that stereotyping by the older employees of millennials and vice-versa, led often to ineffectiveness of the mentoring relationship. Older employees deemed millennials lazy, noting young employees unrealistically anticipate moving through the bank ranks very quickly. Millennials' saw the older employees as rigid and not willing to explore new technologies. Managerial recommendations are made to organisational succession planners to find common ground between the generational cohorts to drive successful succession planning. This research draws attention to the need for more information to fully understand and plan succession planning in the IT workplace .
Framing the socio-cultural and economic revolution brought about by cognitive technologies, the chapter aims to discuss the redefinition of workers’ identities and the meaning they attach to work. Yet, authoritative studies in the field show that work experience represents a symbolic space for the development of personal and social identity. The emergence of new technology-based working modalities, more rapidly diffused after the pandemic, has concretely redesigned the role played by people at work. Moreover, this change is also framed within the discussion about an unavoidable clash between different generations of workers (namely baby boomers, Gen X, millennials and Gen Z) who are animated by different values, different expectations, and technological skills. Therefore, the chapter discusses challenges and potentialities associated with this revolution, highlighting how the questions posed by technologies will also impose a redefinition of HRM practices.
A meta-analytic review finds that college students' self-esteem increased substantially between 1968 and 1994 when measured using the Rosenberg Self-Esteem Scale (RSE). Children's scores on the Coopersmith Self-Esteem Inventory (SEI) show a curvilinear pattern over time, decreasing from 1965 to 1979 and increasing from 1980 to 1993. Children's SEI scores are directly correlated with social statistics (e.g., divorce rate, unemployment) for the corresponding years. Analyses for age differences find that SEI scores decrease slightly during the transition from elementary school to junior high and then rise progressively through high school and college. RSE scores increase steadily with age. Results are discussed in terms of the antecedents of self-esteem, including social acceptance, competencies, and the culture of self-worth.
Organizations are currently facing the retirement of many older workers and the challenge of recruiting and retaining young talent. However, few studies have empirically substantiated generational differences in work values. This study examines the work values of a nationally representative sample of U.S. high school seniors in 1976, 1991, and 2006 (N = 16,507) representing Baby Boomers, Generation X (GenX), and Generation Me (GenMe, also known as GenY, or Millennials). With data collected across time, these analyses isolate generational differences from age differences, unlike one-time studies, which cannot separate the two. Leisure values increased steadily over the generations (d comparing Boomers and GenMe = .57), and work centrality declined. Extrinsic values (e.g., status, money) peaked with GenX but were still higher among GenMe than among Boomers (d = .26). Contrary to popular press reports, GenMe does not favor altruistic work values (e.g., helping, societal worth) more than previous generations. Social values (e.g., making friends) and intrinsic values (e.g., an interesting, results-oriented job) were rated lower by GenMe than by Boomers. These findings have practical implications for the recruitment and management of the emerging workforce.
As we enter the new millennium and face the entrance of another generation of workers into the changing world of work, managers are encouraged to deal with the generational differences that appear to exist among workers. This paper revisits the issue of generational differences and the causes of those differences. Data were obtained from more than 350 individuals across the country who responded to a request to complete a survey. Current generational differences in worker values are analysed and the results are compared to a similar study conducted in 1974. Results suggest that generational work values do differ. To a lesser degree, the results suggest that work values also change as workers grow older. Finally, the results indicate an increasing desire among American workers to balance work and personal goals. This change in attitude was reflected even within the same cohort group. Copyright © 2002 John Wiley & Sons, Ltd.
PurposeThis article reviews the evidence for generational differences in work values from time-lag studies (which can separate generation
from age/career stage) and cross-sectional studies (which cannot). Understanding generational shifts is especially important
given the coming retirement of Baby Boomer workers and their replacement by those born after 1982 (GenMe/GenY/Millennials).
FindingsMost studies, including the few time-lag studies, show that GenX and especially GenMe rate work as less central to their lives,
value leisure more, and express a weaker work ethic than Boomers and Silents. Extrinsic work values (e.g., salary) are higher
in GenMe and especially GenX. Contrary to popular conceptions, there were no generational differences in altruistic values
(e.g., wanting to help others). Conflicting results appeared in desire for job stability, intrinsic values (e.g., meaning),
and social/affiliative values (e.g., making friends). GenX, and especially GenMe are consistently higher in individualistic
traits. Overall, generational differences are important where they appear, as even small changes at the average mean that
twice or three times as many individuals score at the top of the distribution.
ImplicationsTo recruit GenMe, companies should focus on work–life balance issues and flexible schedules. Programs based on volunteering,
altruistic values, social values, or meaning in work will likely be no more successful than they were for previous generations.
The lack of generational differences in job hopping suggests that GenMe workers who are satisfied will be retained.
Originality/valueNo previous review has summarized all of the available studies examining generational differences in work values.
KeywordsWork values-Generations-Work ethic-Leisure-Extrinsic values
Purpose
The purpose of this study was to examine the differences across three generational cohorts (Millennials, Generation X, and Baby Boomers) on dimensions of the work ethic construct using the multidimensional work ethic profile (MWEP).
Design/Methodology/Approach
Data were collected from multiple samples and combined into a large database (N = 1860). Measurement equivalence was examined using Raju et al.’s (1995) differential functioning of items and tests (DFIT) procedure.
Findings
Several dimensions of the MWEP were not equivalent across cohorts, indicating that item content may not operate in the same manner across groups. When equivalent, several significant mean differences were detected across cohorts, indicating that respondents do differ in important work-related attitudes and behaviors.
Implications
Despite several reviews of generational differences across cohorts, relatively few empirical examinations have been undertaken, and no studies have yet examined the measurement equivalence of constructs across generational cohorts. These findings provide evidence that differences do exist across cohorts on dimensions of work ethic, and some differences may be a result of respondents interpreting content in different ways. Managers of multigenerational employees should consider these differences in managing employees and conflict that may arise as a result.
Originality/Value
This is one of the first studies to provide empirical evidence of generational differences in the work ethic construct. In addition, this is the first study to evaluate the measurement equivalence of a work ethic inventory or any other work related individual difference construct across generational cohorts.
Purpose
This study investigated the career expectations and priorities of members of the “millennial” generation (born in or after 1980) and explored differences among this cohort related to demographic factors (i.e., gender, race, and year of study) and academic performance.
Design/Methodology/Approach
Data were obtained from a national survey of millennial undergraduate university students from across Canada (N = 23,413). Data were analyzed using various multivariate techniques to assess the impacts of demographic variables and academic achievement on career expectations and priorities.
Findings
Millennials placed the greatest importance on individualistic aspects of a job. They had realistic expectations of their first job and salary but were seeking rapid advancement and the development of new skills, while also ensuring a meaningful and satisfying life outside of work. Our results suggest that Millennials’ expectations and values vary by gender, visible minority status, GPA, and year of study, but these variables explain only a small proportion of variance.
Implications
Changing North American demographics have created a crisis in organizations as they strive to recruit and retain the millennial generation, who purportedly hold values, attitudes, and expectations that are significantly different from those of the generations of workers that preceded them. A better understanding of the Millennials’ career expectations and priorities helps employers to create job offerings and work environments that are more likely to engage and retain millennial workers.
Originality/Value
This is a large-sample study that provides benchmark results for the millennial generation, which can be compared to results from other generational cohorts, and to millennial cohorts in the future as they progress through their life-cycle. This is one of the few studies that examines demographic heterogeneity within the millennial cohort.
PurposeThe purpose of this article is to provide a contextual overview that illustrates and illuminates some of the defining characteristics
of the Millennial generation. This study offers a framework for understanding the most compelling issues organizations face
in their efforts to effectively incorporate the generation currently entering the workforce.
Design/Methodology/ApproachThis is a review and commentary that links together current research on Millennials in the workplace into a cohesive narrative,
supplemented by several short business case studies and the authors’ own research, insights, and experiences working with
Millennials in a university.
FindingsThis article explores the ways in which college-educated members of the Millennial generation approach the world of work,
especially in the context of their particular relationships with technology and institutions. Drawing on our experience as
educators, we share our observations, along with those of others, highlighting organizational best practices when we have
encountered them. We have grounded our thinking in the context of research and surveys about this population, including our
own work, and examined the particular behaviors that seem to be most relevant to the tasks of recruiting, managing, and developing
the generation now entering the workforce.
ImplicationsWhile cross-generational workplace tensions are neither new nor likely to dissipate, we believe that additional insights gained
by exploring this complex and sometimes paradoxical generation will facilitate the ability to tap into their many abilities
and talents.
Originality/ValueThis article sets aside the question of whether there are genuine differences in values across generations and instead examines
two compelling factors that differentiate Millennial behaviors in the workplace. The first is their incorporation of technology
as a “sixth sense” and as a fully integrated means of interacting with the world. The second is their expectation of organizational
accommodation, stemming from their prior experiences and the degree to which institutions have made themselves malleable to
the needs and desires of this cohort. Although much has been written about Millennials in the workforce, this approach provides
a unique and nuanced understanding of the genesis of certain sets of behaviors and expectations.
KeywordsGenerational differences-Millennials-Workplace interaction-Technology-Organizational culture
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.
Do generations growing up during recessions have different socio-economic beliefs than generations growing up in good times? We study the relationship between recessions and beliefs by matching macroeconomic shocks during early adulthood with self-reported answers from the General Social Survey. Using time and regional variations in macroeconomic conditions to identify the effect of recessions on beliefs, we show that individuals growing up during recessions tend to believe that success in life depends more on luck than on effort, support more government redistribution, but are less confident in public institutions. Moreover, we find that recessions have a long-lasting effect on individuals' beliefs.
Purpose
Thirty states now report one in three children between 10–17 years of age are either overweight or obese. This disturbing trend will have lasting implications for our children, specifically those known as the Millennial generation born between 1982 and 1993.
Approach
Utilizing evidence in the existing literature, we created an economic model to predict the impact of obesity on the aggregate lifetime earnings for the Millennial generation and the consequences for employers and employees. We provide case reports on successful business strategies that speak to the classic characteristics of the Millennials.
Findings
The lifetime medical expenditure that is attributable to obesity for an obese 20-year-old varies from 29,460, increasing proportionally with rising weight. If the model’s assumptions hold true, Millennial American women will earn an average of 43 billion less due to obesity.
Implications
As Millennials enter the workforce, the growing prevalence of obesity among their generation may negatively impact their productivity and resulting economic prosperity. Given that most of one’s adult life is spent on the job, employers have a unique opportunity to contribute to the solution by creating an environmental culture of health.
Originality/Value
This is the first assessment, which we know of, that examines the potential economic impact of obesity on the Millennial generation. We propose a unique approach applying a common health framework, the Chronic Care Model, to business strategies to contain costs and maximize Millennial workers’ health and productivity.
Stereotypes about Millennials, born between 1979 and 1994, depict them as self-centered, unmotivated, disrespectful, and disloyal, contributing to widespread concern about how communication with Millennials will affect organizations and how they will develop relationships with other organizational members. We review these purported characteristics, as well as Millennials' more positive qualities-they work well in teams, are motivated to have an impact on their organizations, favor open and frequent communication with their supervisors, and are at ease with communication technologies. We discuss Millennials' communicated values and expectations and their potential effect on coworkers, as well as how workplace interaction may change Millennials.
Purpose
This article considers some important questions faced by youth as they enter and adapt to paid work. We focus on two key questions: (1) how many hours should teenagers work during the school year and (2) what available jobs are desirable?
Design/Methodology/Approach
To help answer these questions, we review studies that have examined the effects of early work experiences on academic achievement, positive youth development, and health-risk behaviors. We also draw upon nationally representative data from the Monitoring the Future (MTF) study to illustrate some new findings on youth employment.
Findings
Moderate work hours, especially in jobs of higher-quality, are associated with a broad range of positive developmental outcomes.
Implications
These questions are not only important to teenagers and their parents, they also reflect key debates among scholars in sociology, developmental psychology, and economics regarding the potential short- and long-term consequences of early work experiences for social development and socioeconomic achievement.
Originality/Value
Although work intensity is an important dimension of adolescent work experience, it is clearly not the only one and we argue that it may not even be the most important one. By focusing on types and qualities of jobs, more can be gained in terms of understanding for whom and under what conditions teenage work does provide benefits for and detriments to youth development.
Across four studies, narcissists were more angry and aggressive after experiencing a social rejection than were nonnarcissists. In Study 1, narcissism was positively correlated with feelings of anger and negatively correlated with more internalized negative emotions in a self-reported, past episode of social rejection. Study 2 replicated this effect for a concurrent lab manipulation of social rejection. In Study 3, narcissists aggressed more against someone who rejected them (i.e., direct aggression). In Study 4, narcissists were also more aggressive toward an innocent third party after experiencing social rejection (i.e., displaced aggression). Narcissists were not more aggressive after social acceptance. Self-esteem plays little role in predicting aggression in response to rejection. These results suggest that the combination of narcissism and social rejection is a powerful predictor of aggressive behavior.
A cross-temporal meta-analysis found that narcissism levels have risen over the generations in 85 samples of American college students who completed the 40-item forced-choice Narcissistic Personality Inventory (NPI) between 1979 and 2006 (total n=16,475). Mean narcissism scores were significantly correlated with year of data collection when weighted by sample size (beta=.53, p<.001). Since 1982, NPI scores have increased 0.33 standard deviation. Thus, almost two-thirds of recent college students are above the mean 1979-1985 narcissism score, a 30% increase. The results complement previous studies finding increases in other individualistic traits such as assertiveness, agency, self-esteem, and extraversion.
In this commentary, we identify several methodological and conceptual issues that undermine Twenge, Konrath, Foster, Campbell, and Bushman's (this issue) claim that narcissism levels have been rising over the past few decades. Specifically, we discuss (a) the limitations of convenience samples for making inferences about generational differences, (b) our failure to replicate other cross-temporal meta-analytic findings using data from a nationally representative sample, and (c) issues surrounding the interpretation of the Narcissistic Personality Inventory. It is important to consider these issues given the extensive media coverage of Twenge et al.'s claim that today's youth are particularly narcissistic, which has wide-ranging implications for how this generation of young adults views itself and is viewed by society at large.
This paper studies the labor market experiences of white-male college graduates as a function of economic conditions at time of college graduation. I use the National Longitudinal Survey of Youth whose respondents graduated from college between 1979 and 1989. I estimate the effects of both national and state economic conditions at time of college graduation on labor market outcomes for the first two decades of a career. Because timing and location of college graduation could potentially be affected by economic conditions, I also instrument for the college unemployment rate using year of birth (state of residence at an early age for the state analysis). I find large, negative wage effects of graduating in a worse economy which persist for the entire period studied. I also find that cohorts who graduate in worse national economies are in lower-level occupations, have slightly higher tenure and higher educational attainment, while labor supply is unaffected. Taken as a whole, the results suggest that the labor market consequences of graduating from college in a bad economy are large, negative and persistent.
Purpose
The objective of this study is to investigate the extent to which generational differences exist among skilled workers within a single construction trade. Although Millennials have been the focus of attention in media reports and popular management literature, little attention has been paid to empirical examinations of skilled trade workers.
Design/Methodology/Approach
This study examined the workplace beliefs and values of three generations of workers within a national sample of skilled construction workers in the United States. A random sample (N = 2,581) of workers belonging to a national building trades union responded to a survey about work ethics, job values, and gender beliefs. Additionally, focus groups were conducted in five U.S. cities in order to develop a richer understanding of this phenomenon.
Findings
Results from this study found few meaningful quantitative differences between generations. Millennial workers were more similar than different from other generations in their work beliefs, job values, and gender beliefs. Differences elicited in focus groups were more likely the result of experience, position, or age than generation.
Implications
These findings suggest that construction firms should avoid policies and procedures based on generational differences for their skilled trade workers. Instead, firms should focus on practical strategies directed toward communicating and working with younger workers.
Originality/Value
The results point to the importance of occupational communities, social class, and other factors in understanding Millennials. These workers are different from the college students or white collar workers used in much prior generational research.
Purpose
The purpose of this study was to investigate the effect of generational, contextual, and individual influences on Millennials’ career expectations.
Design/methodology/approach
Two matched samples of Millennials graduating in 2006 (n = 787) and 2009 (n = 825) filled out a questionnaire regarding their psychological contract expectations, career strategy, and optimism about the labor market in completely different socioeconomic contexts.
Findings
Recession is related to lower levels of optimism. During times of recession, Millennials lower their expectations regarding the work-life balance and social atmosphere. However, their expectations regarding job content, training, career development, and financial rewards remain high, suggesting that these expectations are largely embedded within the generation. Moreover, Millennials’ expectations are significantly influenced by individual variables, careerism, and optimism.
Implications
This study suggests that managers need to focus their limited resources during times of recession on meeting Millennials’ high expectations regarding their development and careers. Because violating these high expectations can have detrimental effects on a number of outcomes, organizations are encouraged to discover creative and inexpensive ways to provide Millennials with meaningful work, plenty of learning opportunities and career development.
Originality/value
By comparing two matched samples of Millennials in two different situations, this study was able to disentangle generational, contextual, and individual influences on Millennials’ psychological contract expectations.
This article uses an economic approach to address whether and how the Millennial generation is significantly different from
its predecessors. Particular attention is paid to the normal life cycle stages through which all generations pass, and the
implications for forecasting how the Millennials’ relationship with the world of work will evolve. A second key issue is the
extremely large differences in economic opportunity that exist among the members of each generation, and which have increased
for more recent generations, particularly those with lower levels of education. Other key issues include the rise in international
competition for jobs, and the rising cost of a college education. These factors together imply that simple stereotypes about
Millennials taking a privileged view of the world of work may be simplistic at best, and likely are significantly off target.
KeywordsGenerational differences-Life cycle-Careers-Labor market trends-Work life balance
This paper studies the labor market experiences of white-male college graduates as a function of economic conditions at time of college graduation. I use the National Longitudinal Survey of Youth whose respondents graduated from college between 1979 and 1989. I estimate the effects of both national and state economic conditions at time of college graduation on labor market outcomes for the first two decades of a career. Because timing and location of college graduation could potentially be affected by economic conditions, I also instrument for the college unemployment rate using year of birth (state of residence at an early age for the state analysis). I find large, negative wage effects of graduating in a worse economy which persist for the entire period studied. I also find that cohorts who graduate in worse national economies are in lower-level occupations, have slightly higher tenure and higher educational attainment, while labor supply is unaffected. Taken as a whole, the results suggest that the labor market consequences of graduating from college in a bad economy are large, negative and persistent.
We test for differences across the two most recent NHANES survey periods (1988–1994 and 1999–2004) in self-perception of weight status. We find that the probability of self-classifying as overweight is significantly lower on average in the more recent survey, for both men and women, controlling for objective weight status and other factors. Among women, the decline in the tendency to self-classify as overweight is concentrated in the 17–35 age range, and, within this range, is more pronounced among women with normal BMI than among those with overweight BMI. Among men, the shift away from feeling overweight is roughly equal across age groups, except that the oldest group (56–74) exhibits no difference between surveys. In addition, overweight men exhibit a sharper decline in feeling overweight than normal-weight men. Despite the declines in feeling overweight between surveys, weight misperception did not increase significantly for men and decreased by a sizable margin among women. The shifts in self classification are not explained by differences between surveys in body fatness or waist circumference, nor by shifting demographics. We interpret the findings as evidence of a generational shift in social norms related to body weight, and propose various mechanisms to explain such a shift, including: (1) higher average adult BMI and adult obesity rates in the later survey cohort, (2) higher childhood obesity rates in the later survey cohort, and (3) public education campaigns promoting healthy body image. The welfare implications of the observed trends in self-classification are mixed.
We projected future prevalence and BMI distribution based on national survey data (National Health and Nutrition Examination Study) collected between 1970s and 2004. Future obesity-related health-care costs for adults were estimated using projected prevalence, Census population projections, and published national estimates of per capita excess health-care costs of obesity/overweight. The objective was to illustrate potential burden of obesity prevalence and health-care costs of obesity and overweight in the United States that would occur if current trends continue. Overweight and obesity prevalence have increased steadily among all US population groups, but with notable differences between groups in annual increase rates. The increase (percentage points) in obesity and overweight in adults was faster than in children (0.77 vs. 0.46-0.49), and in women than in men (0.91 vs. 0.65). If these trends continue, by 2030, 86.3% adults will be overweight or obese; and 51.1%, obese. Black women (96.9%) and Mexican-American men (91.1%) would be the most affected. By 2048, all American adults would become overweight or obese, while black women will reach that state by 2034. In children, the prevalence of overweight (BMI >/= 95th percentile, 30%) will nearly double by 2030. Total health-care costs attributable to obesity/overweight would double every decade to 860.7-956.9 billion US dollars by 2030, accounting for 16-18% of total US health-care costs. We continue to move away from the Healthy People 2010 objectives. Timely, dramatic, and effective development and implementation of corrective programs/policies are needed to avoid the otherwise inevitable health and societal consequences implied by our projections .
When humans attempt to perform two tasks at once, execution of the first task usually leads to postponement of the second one. This task delay is thought to result from a bottleneck occurring at a central, amodal stage of information processing that precludes two response selection or decision-making operations from being concurrently executed. Using time-resolved functional magnetic resonance imaging (fMRI), here we present a neural basis for such dual-task limitations, e.g. the inability of the posterior lateral prefrontal cortex, and possibly the superior medial frontal cortex, to process two decision-making operations at once. These results suggest that a neural network of frontal lobe areas acts as a central bottleneck of information processing that severely limits our ability to multitask.
The freedom to be idealistic Fastest growing demographic on facebook: Women over 55 Inside facebookfastest-growing-demographic-on-face book-women-over-55 Generational differences: Revisiting generational work values for the new millennium
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Seligman, D. (1969). The freedom to be idealistic. Fortune, January, 1969. Smith, J. (2009). Fastest growing demographic on facebook: Women over 55. Inside facebook, February 2, 2009. http://www.inside facebook.com/2009/02/02/fastest-growing-demographic-on-face book-women-over-55/. Smola, K. W., & Sutton, C. D. (2002). Generational differences: Revisiting generational work values for the new millennium. Journal of Organizational Behavior, 23, 363–382.
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