No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Understanding the new generation: What the millennial cohort absolutely, positively must have at work
Abstract
This publication contains reprint articles for which IEEE does not hold copyright. You may purchase this article from the Ask*IEEE Document Delivery Service at http://www.ieee.org/services/askieee/.
... Millennials and meaningful work. The pursuit of meaning at and through work is a prevalent theme in the scholarly literature on organizational behavior (Bunderson and Thompson, 2009;Schwartz, 2015;Wrzesniewski, 2003), and millennials in particular (Dries et al., 2008;Rawlins et al., 2008). Millennials tend to prefer a sense of purpose from their jobs over financial compensation (Rawlins et al., 2008) and value work-life balance, social involvement and a sense of well-being at work (Smola and Sutton, 2002;Cennamo and Gardner, 2008;Catano and Hines, 2016). ...
... The pursuit of meaning at and through work is a prevalent theme in the scholarly literature on organizational behavior (Bunderson and Thompson, 2009;Schwartz, 2015;Wrzesniewski, 2003), and millennials in particular (Dries et al., 2008;Rawlins et al., 2008). Millennials tend to prefer a sense of purpose from their jobs over financial compensation (Rawlins et al., 2008) and value work-life balance, social involvement and a sense of well-being at work (Smola and Sutton, 2002;Cennamo and Gardner, 2008;Catano and Hines, 2016). These findings align with prior studies Millennial managers demonstrating that work fulfills a variety of desires apart from money (Hackman and Oldman, 1976), but they also suggest that millennials are more concerned with meaningful work than their older counterparts (Cartwright and Holmes, 2006). ...
... Millennials and motivation. At first glance, millennials' desire for meaningful work (Dries et al., 2008;Rawlins et al., 2008) would seem to correspond with high levels of both intrinsic and prosocial motivation. Yet, millennials also face strong external pressures. ...
Purpose: While considerable scholarly attention has been given to “millennials” (those born between 1981
and 1997), little is known of this generation’s ability to influence healthcare organizations and managerial
roles in particular. This paper aims to clarify why millennials enter the healthcare management field and how
their motivations correlate with preferences for working in various healthcare sectors and with various
patient populations.
Design/methodology/approach: Survey data were collected from 107 millennials pursuing bachelor
degrees in healthcare management by using a modified version of the multidimensional work motivation
scale. Further data were collected on millennials’ preferences for working in various healthcare sectors and
with various patient populations. Correlational analyses were conducted to examine the relationship between
types of motivation and workplace preferences. Cross-cultural differences were also examined within this
generational set.
Findings: Results indicate a significant positive relationship between intrinsic motivation and
preferences for working on the payer side of the industry and within finance and IT functions. Findings
also reveal a significant positive relationship between prosocial motivation and preferences for working
with more vulnerable patient populations. Variance in work motivation among cultural sub-sets of
millennials suggests different upbringings, or alternatively, cultural relativity of the motivational
constructs themselves.
Research limitations/implications: Despite offering key insights into the next generation of
healthcare managers, this study is limited by a sample of millennials from one large, metropolitan university
in the USA and thus may not represent the views of all millennials.
Practical implications: To select, retain and develop the next generation of healthcare managers, it is
incumbent upon organizations to better understanding millennials’ motivations and preferences.
Originality/value: This study is the first of its kind to illuminate the motivations and preferences that
underpin a key and growing segment of the healthcare workforce. Millennials, now the largest and most
diverse generation on the planet, are poised to change the landscape of health care.
... However, their top priorities are interesting work, achievement and advancement. Further, Rawlins, Indvik, and Johnson (2008) established that Millennials pay less attention to financial returns from their jobs and more to working for an organisation that is socially responsible and offers personal satisfaction. According to Dries, Pepermans and De Kerpel (cited in Macky et al., 2008), Millennials value meaningful work more than other generations do. ...
... When it comes to relationships and culture, the young professionals were very specific and the fact that the managers did not even mention any of these aspects may pose a serious threat to the psychological contract fulfilment. In any case, our results also confirm that the young wish to contribute and make a difference, which is similar to what is proposed by Rawlins et al. (2008). ...
... Research shows that younger generation (known as 'Generation Y') employees value development opportunities even if they do not lead to fast upward career moves (Ahmed et al., 2013). Skill acquisition through training is more important to them than upward career growth (Rawlins, Indvik, & Johnson, 2008). Learning is not just a period but a (constant) process of skills improvement and actualization of one's professional qualiÞ cation. ...
... In the younger group the preference for learning and self-development correlates signiÞ cantly with the preference for having various tasks and using various skills at work (r =. 277*). This Þ nding corresponds to results from previous research -young people today want to learn different skills in order to become highly skilled professionals rather than as a way to acquire a higher position within the organization (Rawlins et al., 2008). ...
The changing economic conditions of the current dynamic and insecure labour market make learning a constant preoccupation of the workforce with view of meeting the growing qualifi cation demands. These demands are likely to infl uence the work preferences of both young people now entering the labour market and older people with established career paths. Research fi ndings suggest that the younger generation exhibits a stronger orientation towards learning and skill development as compared to the older generations. Moreover, studies show that the younger people are more ready to leave the organization when they have better learning opportunities elsewhere. The present study aims at establishing how preferences for learning and skill development in the workplace relate to a number of job and organizational characteristics. Particular focus is placed on the predictive capacity of perceived learning opportunities towards the tendency to leave the organization for either of the two generations. The study addresses work preferences of two generations in the Bulgarian labour market. To this aim, 121 respondents answered a55-item questionnaire consisting of newly developed scales as well as scales based on or adopted from standardized instruments such as the Extended Delft Measurement Kit (Roe et al., 2000). Contrary to fi ndings from previous research done in countries with different cultural and socio-economic background, the older people in our sample were more eager to learn and more ready to leave their organization in pursuit of better opportunities, ascompared to the younger generation. Another noteworthy conclusion is that the preferences for learning and development form different patterns in each of the two age groups and are expressed in a different way for each of the two generations.
... For example, there is strong evidence that new graduates endorse organizations based on the training opportunities (Arnold & Mackenzie Davey, 1994;Loughlin & Barling, 2001;Sturges, Guest, Conway, & Davey, 2002) and career management assistance they provide (Pitcher & Purcell, 1998;Wong, Gardiner, Lang, & Coulon, 2008). Furthermore, Rawlins, Indvik, and Johnson (2008) suggested that millennials are less focused on the financial side of their jobs but instead prefer to work for organizations that are responsible and can provide personal satisfaction. Dries, Pepermans, and De Kerpel (2008) found that millennials value meaningful work more than other generations. ...
... In addition, feelings of being respected and valued by the employer were the most important contributors to the graduates' future commitment (Sturges & Guest, 2001). This findings are also supported by Rawlins et al. (2008), who found that millennial employees do not focus on moneymaking as much as the earlier generations but instead value meaningful work where they can find personal satisfaction. ...
My thesis examines how employees’ psychological contracts form and evolve over time conjointly with their social network ties. It comprises three separate papers, one conceptual and two empirical, written with the purpose of capturing the antecedents of psychological contracts through pre-entry expectations and social relationships of newcomers. Paper 1 is a conceptual piece that theorizes the concurrent formation of newcomers’ social relationships and psychological contracts from a sensemaking perspective. I develop propositions explaining how newcomers make sense of information they gather from pre-entry to post-socialization. The key contribution of this paper is the establishment of a testable two-way process model, which captures the dynamic nature of psychological contracts, and how and why social relationships are important building blocks of the psychological contract. Paper 2 is a qualitative empirical study that investigates the pre-entry expectations and content dimensions of millennial employees’ anticipatory psychological contracts. The key contribution of this paper is the conceptualization of pre-entry time in the psychological contract formation process. The importance of pre-entry expectations in shaping employees’ initial psychological contracts are conceptually acknowledged but widely overlooked in empirical studies. This qualitative study empirically investigates pre-entry expectations and role of these in shaping the content dimensions of anticipatory psychological contracts, which guide millennials’ behavior and sensemaking once they join the organization. Paper 3 is a quantitative empirical study that examines the mechanisms of homophily and assimilation driving the coevolution of newcomers’ psychological contract formation and social network ties. This study challenges earlier views of the unidirectional influence of social interactions on the psychological contract. As a key contribution, through introducing a novel simulation methodology (SIENA), this study shows psychological contracts are both the products and predictors of employees’ social network ties.
... Holding a career anchor on service requires an individual to pay less attention to immediate gain or loss at the job, and care more about the meaningfulness of the work and how one's work contributes to a better world. In a study by Rawlins et al. (2008), support was found for millennials placing more importance on the meaningfulness of work over pay. Millennials look for organizations that are socially responsible and offer jobs that are personally fulfilling (Rawlins et al., 2008). ...
... In a study by Rawlins et al. (2008), support was found for millennials placing more importance on the meaningfulness of work over pay. Millennials look for organizations that are socially responsible and offer jobs that are personally fulfilling (Rawlins et al., 2008). Further support is provided by Role of job crafting and career anchor Dries, Pepermans and De Kerpel (2008), who state that not only do millennials expect meaningful and challenging jobs, but they also expect jobs with learning opportunities that aid in their career advancement. ...
Purpose
Growing up in the technology era and heavily invested in longer full-time education, the millennial workforce holds unique characteristics that may influence important job outcomes. Building on the recent research on workforce generations, this paper aims to investigate not only the overall effect of the millennial generation on organizational citizenship behavior (OCB) but also the nuanced effect of how workforce generations may interact with two factors in career development (i.e. job crafting and career anchor) in predicting OCB.
Design/methodology/approach
An online survey was conducted among full-time workers in the USA, 321 (64 per cent) of whom were millennials. Hierarchical regression was used to test the hypotheses.
Findings
Results indicated that millennials appeared to be less interested in OCB compared to earlier generations in the workforce. Nevertheless, some dimensions of OCB increased when millennials conducted resource-related job crafting or when they held a career anchor on service. In addition, both of these career development factors were positively correlated with OCB.
Research limitations/implications
This study offers important implications to researchers as well as practitioners and highlights the significance of career development factors in motivating millennials toward desired job outcomes.
Originality/value
This research is among the initial attempts to assess the impact of job design and career factors on OCB among millennial workers. The findings highlight millennials’ unique perspectives toward OCB and how job crafting and career anchor may play influencing roles on OCB. With millennials becoming the largest generation in the workforce, such knowledge is critical.
... I This excerpt highlights the importance of meaningful work, which Millennials typically indicate is an important factor in their career choices (e.g., Myers & Sadaghiani, 2010;Rawlins, Indvik, & Johnson, 2008). The student above related his experience in spearheading a project that resulted in broader uptake and utility, which served as positive reinforcement for the student's chosen career path. ...
... This student's stated aspiration to "play a significant role" reflects a common finding in research on Millennials, which notes that they value opportunities to take on meaningful and challenging work (e.g., Myers & Sadaghiani, 2010;Rawlins et al., 2008). More broadly, the students' association of public policy making with accountability, innovation, and program improvement suggests that they view public service work as noble and honourable. ...
Canada's public service workforce is aging, and all levels of government will experience a large number of retirements in the coming years. In an increasingly competitive labour market, governments face challenges in attracting and retaining new recruits, particularly among the " Millennial generation, " who are entering the workforce, and whose outlook on work appears to differ significantly from previous generations. What motivates Millennials to pursue a public service career? What are their expectations concerning the benefits of a career in the public sector? This study explores these questions through a qualitative analysis of written statements of Canadian Master's students seeking a career in the public service. The findings demonstrate that Millennials are motivated both by perceived intrinsic benefits, such as the opportunity to make a difference in society, as well as extrinsic rewards, such as opportunities for career advancement. In addition, many identify a public service career as a " calling " —a sense of obligation to contribute to the public interest— and the analysis reveals various events and experiences that inspire this " call to serve. " Implications for public sector recruitment and retention of Millennials are presented.
... Yet Gen Y users are generally skeptical about leveraging media and social networking sites to streamline the information flow (Miller, 2006). Importantly, Gen Y's work values and beliefs are also known to be different from those of other generations such as Gen X and baby boomers (Boughzala, 2012;Crumpacker & Crumpacker, 2007;Rawlins, Indvik, & Johnson, 2008). Table 1 provides a snapshot of the work values and beliefs of Gen Y employees. ...
... Although an influence of generational cohort characteristics on technology use and adoption seems plausible, not many information systems (IS) studies have examined this important issue (see Anandarajan, Zaman, Dai, & Arinze, 2010;Leidner et al., 2010). The broader domain of management studies, ranging from nursing to hospitality industry, acknowledges the significant role of generational perspectives in influencing organizational issues such as motivation, recruitment, and retention of organizational employees (Gursoy, Maier, & Chi, 2008;Nusair, Bilgihan, Okumus, & Cobanoglu, 2013;Pardue & Morgan, 2008) and teachers (Lee, Hung, & Ling, 2012), leadership preferences, and marketing strategies (Dulin, 2008;Lunsford & Burnett, 1992), yet theoretical insights regarding the specific context of Gen Y are rather limited (see De Hauw & De Vos, 2010;Rawlins et al., 2008). Moreover, a few studies have reported that the integration of Gen Y employees into the organizational fabric is one of the core issues that current human resource managers seem to be facing (see, for example, Han & Su, 2011). ...
With the entry of the contemporary generation (Gen Y) into the workforce, organizations are interested in leveraging Gen Y’s technological preferences when designing their information systems. Specifically, motivated by Gen Y’s dependence on Social Networking Applications (SNAs) in their private lives, organizations have initiated the implementation of Corporate Social Networks (CSNs) to facilitate closer collaboration and knowledge sharing within organizations. However, these initiatives have not been received with the expected enthusiasm from Gen Y employees. To better understand this apparent anomaly, the current study explores the Gen Y cohort’s intended adaptive use of SNAs in organizational settings, as CSNs. This study uses an enriched Delphi technique to examine the perceptions and concerns of members of Gen Y regarding use of CSNs. In addition, employing a structured qualitative approach and contextualizing the needs hierarchy theory to the specific case of Gen Y employees, this study identifies six organizational requirements for successfully implementing CSNs. This work extends the literature on adaptive use of Enterprise 2.0 systems and delineates a set of useful implications for managers intending to implement such systems for Gen Y employees.
... Research shows that younger generation (known as 'Generation Y') employees value development opportunities even if they do not lead to fast upward career moves (Ahmed et al., 2013). Skill acquisition through training is more important to them than upward career growth (Rawlins, Indvik, & Johnson, 2008). Learning is not just a period but a (constant) process of skills improvement and actualization of one's professional qualiÞ cation. ...
... In the younger group the preference for learning and self-development correlates signiÞ cantly with the preference for having various tasks and using various skills at work (r =. 277*). This Þ nding corresponds to results from previous research -young people today want to learn different skills in order to become highly skilled professionals rather than as a way to acquire a higher position within the organization (Rawlins et al., 2008). ...
The changing economic conditions of the current dynamic and insecure labour market make learning a constant preoccupation of the workforce with view of meeting the growing qualification demands. These demands are likely to influence the work preferences of both young people now entering the labour market and older people with established career paths. Research findings suggest that the younger generation exhibits a stronger orientation towards learning and skill development as compared to the older generations. Moreover, studies show that the younger people are more ready to leave the organization when they have better learning opportunities elsewhere. The present study aims at establishing how preferences for learning and skill development in the workplace relate to a number of job and organizational characteristics. Particular focus is placed on the predictive capacity of perceived learning opportunities towards the tendency to leave the organization for either of the two generations. The study addresses work preferences of two generations in the Bulgarian labour market. To this aim, 121 respondents answered a 55-item questionnaire consisting of newly developed scales as well as scales based on or adopted from standardized instruments such as the Extended Delft Measurement Kit (Roe et al., 2000). Contrary to findings from previous research done in countries with different cultural and socio-economic background, the older people in our sample were more eager to learn and more ready to leave their organization in pursuit of better opportunities, as compared to the younger generation. Another noteworthy conclusion is that the preferences for learning and development form different patterns in each of the two age groups and are expressed in a different way for each of the two generations.
... Also, further studies should offer an integrative theoretical approach to ethnocentrism in the international business field. In international business literature Millennials as managers are characterized with a sense of well-being and commitment to social causes (Gerard, 2019;Rawlins, Indvik, & Johnson, 2008), therefore Social Identity Theory might contribute to better insight in various intergroup dynamics in globalized environment and to understanding of decision-making by and within organizations (Tackas-Haynes & Raskovic, 2020). Future studies should observe several markets taking in account a Social Identity Theory in exploration of ethnocentrism to bridging the fields between international business and consumer behavior. ...
Many consumer studies have confirmed that in different international settings ethnocentric consumers mostly prefer domestic products. Consequently, consumer ethnocentrism has been considered as a prominent informal barrier for international trade. Even though an ethnocentrism as a personal trait has been a subject of international management studies, ethnocentrism was rarely observed within a context of managers' or owners' decisions that affect business orientations. The purpose of this study was to explore a link among consumer ethnocentrism and ethnocentric business orientations of graduate students as future managers and business owners. The main goal was to and derive implications relevant for consumer and organizational marketing in international environment. The main motivation behind the study was to explore potential extension of consumer ethnocentrism on managerial ethnocentric decision making, and consequently, on ethnocentric business orientation. Research was conducted on a convenience sample of 219 business economics graduates from the University of Rijeka, Croatia and from the University of Mostar, Bosnia and Herzegovina. Multi-Group Structural Equation Modeling has been employed to explore a linkage among observed concepts. Empirical results indicated a differences among sub-samples from two countries in level of consumer ethnocentrism and its impacts on preferences towards domestic products. However, significant positive relation has been found between consumer ethnocentrism and ethnocentric business orientation in case of both observed groups. Consumer ethnocentrism has been confirmed as predictor of ethnocentric tendencies towards domestic products as well as predictor of ethnocentric business orientations of youth as a future managers and business owners. Research results confirmed that consumer ethnocentrism can be extended from consumer preferences and orientation towards domestic products to managers' ethnocentric decision making, providing ethnocentric business orientation.
... However, in the workplace context, young employees tend to focus more on self-expression (Myers & Sadaghiani, 2010), close communication among team members (Myers & Sadaghiani, 2010), frequent feedback (Gursoy et al., 2008), greater support (Ng et al., 2010), a work-life balance, (Twenge, 2010;Twenge & Kasser, 2013), being reward-driven (Twenge, 2010), and promotions and career progression (Ng et al., 2010). When young employee's expectations cannot be fulfilled, they are likely and willing to pursue a new journey in a different company (Johnson & Ng, 2016;Rawlins et al., 2011). Chaikaew (2016) investigated young inclusive leadership in Thailand using the Deloitte Global Research Model. ...
Inclusive leadership has recently become an active topic in the literature on leadership and in the field of organizational behavior. However, there is currently a lack of consensus regarding whether the younger generation of inclusive leaders perceive and behave differently from the older generation. This study seeks to determine the traits, characteristics, attitudes, and behaviors of young inclusive Thai leaders who today play an increasingly influential role in various sectors of the Thai economy. The ultimate intent is to develop a theoretical framework for young inclusive leadership. Building on relational leadership theory and adopting the framework of Kouzes and Posner’s Leadership Practices Inventory (LPI) and Hollander’s 4Rs of Inclusive Leadership, the authors use interviews with 12 young Thai leaders to classify the crucial attributes of young inclusive Thai leaders into five categories: role model, luminary, pioneer, motivator, and nurturer. These attributes reflect how young leaders express their inclusiveness in conjunction with relational, entrepreneurial, and transformational leadership and serve as the basis for a holistic framework for young inclusive leadership.
... Este estilo de convivencia, les permite crear comunidades sin la necesidad de establecer relaciones formales o de largo plazo. Existen opiniones contradictorias sobre la generación Y (Hoover, 2009;Rawlins, Indvik, y Johnson, 2008;Twenge, Konrath, Foster, Campbell y Bushman, 2008). Los temas comunes entre los estudiosos, que examinaron la generación Y señalaron que las diferencias en la nueva generación incluyen baja aptitud mecánica y una mayor necesidad de apoyo y aliento (Ferri-Reed, 2010). ...
This study analyzes with a qualitative design and a phenomenological approach the reactions to change of three generations of employees working in the maquiladora industry in Ciudad Juárez. The empirical study was conducted through the interview of 27 employees in 2019. From this analysis, five key elements emerged in the acceptance or resistance to organizational change: generational perception, perception of change, communication, impacts and impacts Studies analyzing different generational cohorts and reactions to change have not been carried out in Mexico. The managers of the companies and academics could benefit from the results of this study and adjust the strategies of change based on the predicted behavior of the different generational cohorts. Given that this study focuses on employees of the maquiladora industry only, the size of the sample is small and limited to a geographical location. Additionally, the results can not be generalized to all companies. The qualitative method of interviews limits the possibility of generalizing its results. The analysis for future research is presented.
... To gain a competitive edge in the war for talent, firms increasingly adapt to the needs of millennials. This involves providing employees with workplaces that help them find meaning in their work (Hauw & Vos, 2010), and accommodating an increasingly diverse set of needs regarding the balance between work and private life (Rawlins, Indvik, & Johnson, 2011). ...
How to organize work is a topic at the core of routine dynamics, and studying novel forms of organizing constitutes a prime occasion for theory development. Though self-managed forms of organizing (SMOs) have held perennial interest by scholars and practitioners alike, contemporary SMOs are larger, and more rule driven than their earlier counterparts. Our chapter offers a primer on contemporary SMOs and identifies key issues that a routine dynamics perspective can lend towards seeing, tracing and understanding contemporary SMOs.
... The general business research show the efforts understanding the rationale underlying the younger generations' work choices and behaviors, primarily focusing on millenials. Those scholars found millennials' work expectation as being realistic about pay and benefits, but seeking rapid advancement, development of new skills, challenging self, interesting tasks, and ensuring a meaningful and satisfying quality of life (Holt, Marques, & Way, 2012;Rawlins, Indvik, & Johnson, 2011). Moreover, even millenials can lower their expectation for work-life balance and social atmosphere, their expectation for meaningful work and self-development opportunities remains high regardless of conditions (De Hauw & De Vos, 2010). ...
... The general business research show the efforts understanding the rationale underlying the younger generations' work choices and behaviors, primarily focusing on millenials. Those scholars found millennials' work expectation as being realistic about pay and benefits, but seeking rapid advancement, development of new skills, challenging self, interesting tasks, and ensuring a meaningful and satisfying quality of life (Holt, Marques, & Way, 2012;Rawlins, Indvik, & Johnson, 2011). Moreover, even millenials can lower their expectation for work-life balance and social atmosphere, their expectation for meaningful work and self-development opportunities remains high regardless of conditions (De Hauw & De Vos, 2010). ...
In response to the existing concern among hospitality practitioners about attracting and retaining the millenial/post-millenial labor market, the current paper proposes a promising research agenda of character-strength deployment in the hospitality industry. The proposed research agenda informs the hospitality practitioners the potential of character-strength deployment as a promising tool to optimize the millennial/post-millennial employees' job satisfaction, performance, and wellbeing, and the investigation following the agenda can guide the effective job design/assignment/training to attract/retain the talented millennial/post-millennial employees.
... On the other hand, millennials have shown to integrate technology into their lives and expect accommodations by organizations because of experiences, needs, and desires [17]. They also exhibit self-important, impatient, and disloyal [18], [19]; demonstrate ambition, value organizational training and development, prefer meaningful work, and seek for personal fulfillment on the jobs [20], [21], [22]. This study suggested that because of those observed differences in character expression towards work; millennials are likely to feel stressful at work when Xers are leaders. ...
This study investigated the predictive influence of Xer-leaders' characters on millennial-followers' job stress. In study 1, 456 university staff (millennials = 55%, aged from 22 to 36, M age = 28.50, SD = 2.34; Xers = 45%, aged from 37 to 57, M age = 47.0, SD = 3.84) participated. Compared to Xers, millennials rated job stress significantly higher. In study 2, 316 millennial-followers (university employees), aged from 22 to 36 (M age = 30.53, SD = 3.84) participated. Leaders' interest and behavioural integrity predicted millennial-followers' job stress. Humility is a nonsignificant predictor of millennial-followers' perceived job stress whereas forgiveness and gratitude negatively predicted millennial-followers' job stress. This study is the first to suggest the framework for understanding the generational difference between millennials and Xers and prediction of millennial-followers' job stress.
... This is consistent with earlier research that has shown that enjoyment and fun are very important to Milennials. After all, Rawlins, Indvik, and Johnson, 2008 suggested that the avoidance of burnout is of more importance than overall satisfaction. ...
The purpose of this study was to examine if perceived stress moderated the relationship between both adaptive and maladaptive perfectionism and two main outcomes, job satisfaction and burnout, among a sample of 131 Millennials in the hospitality industry. Millennial students enrolled in various hospitality management programs in the United States and employed at least part-time in the hospitality industry completed self-administered questionnaires on their perfectionism, perceived stress, job satisfaction, and three subtypes of burnout (personal, work-related, and customer-related). The results of this study indicated that while perceived stress did not have a moderating effect in regards to either dimension of perfectionism and job satisfaction, perceived stress did moderate the relationship between adaptive perfectionism and all three subtypes of burnout. The implications for hospitality employees with high levels of adaptive perfectionism are discussed.
... A recent study found that ''pre-career'' millennials, those who are currently enrolled in post-secondary education, and are likely to be in the exploration stage of their career, value interesting work, achievement, good co-workers, and doing work that helps people (Kuron, Lyons, Schweitzer, & Ng, 2015). Similarly, other researchers support this view by showing that millennials want meaningful and fulfilling work that allows for selfactualization (Rawlins, Indvik, & Johnson, 2008). Indeed, social connections at work are highly valued, as millennials prefer a psychological contract that focuses on social involvement (Cennamo & Gardner, 2008). ...
As an increasing number of emerging adults enter university as undergraduate students, and the relationship between higher education and the graduate employment market becomes ever more interconnected, it is critical to examine how this population can navigate their career development effectively in today's ever-changing world. This paper draws attention to the influence of uncertainty on the career development of emerging adults as undergraduate students. Three critical challenges that are related to uncertainty are examined, including: (a) ambiguity in the external environment; (b) inadequate management of uncertainty due to executive function deficits; and (c) mental health implications – specifically, anxiety—that arise from uncertainty. Then, I address these challenges with three postmodern career development approaches and their related interventions, including the Chaos Theory of Careers, the narrative approach, and the spiritual approach.
... However other authors do, although sometimes modest. Other authors (Cogin, 2012;Kowske, Rasch, & Wiley, 2010;Twenge et al., 2010;Westerman & Yamamura, 2006;Wong et al, 2008;Twenge, 2010;Smola & Sutton, 2002;Cennamo & Gardner, 2008;Twenge & Campbell, 2008;Gursoy, Maier, & Chi, 2008;Terjesen et al, 2007;Rawlins, Indvik, & Johnson, 2008;Lyons et al., 2007;Loughlin & Barling, 2001) found that generation Y differs in how they judge values, for them work is less important and a less central part in life, they score lower on work ethic, leisure and work life balance are more important, they are individualistic and at the same time value teamwork and a pleasant work environment highly, they value a supportive culture and the opportunity to develop themselves and of course they are technology adapt. Whereas for other values that are assumed to be valid for generation Y such as altruism and intrinsic or extrinsic motivation and job security results are more conflicting. ...
... Some studies conducted utilized soon-to-be graduates instead of individuals who are already employed (e.g. Hauw & Vos, 2010;Rawlins, Indvik, & Johnson, 2008). While it is good to understand what a Millennial is expecting when they become employed, this type of study does little to show a realistic interpretation as to what motivates and drives them during their career over a lifetime. ...
This article reviews the literature on the Millennial generation and their effects on the workplace. This review examines a sampling of articles to define generational differences and the importance of these studies. There are clearly common beliefs and opinions, both flattering and unflattering, about the Millennial generation. As more of this generation takes control, greater research will need to be conducted to understand what can motivate and lead this new generation. The large number of trade articles and low number of empirical studies show that there is a need for further understanding between the multiple generations in the workforce.
... Third, a trend towards viewing work and organizations as places for personal meaning, given that some traditional sources of meaning play a declining role in many parts of society, has fostered interest in improving employee experiences at work (Podolny, Khurana, & Hill-Popper, 2004). This trend may have gained increased attention with the entrance of so-called "millenials" into the workforce, who, according to some recent research, seek or expect personal fulfillment and mission through their work more than did prior generations (De Hauw & De Vos, 2010;Ng, Schweitzer, & Lyons, 2010;Rawlins, Indvik, & Johnson, 2008). Although millennial work preferences are unlikely to be homogenous (Ng, Johnson, & Burke, 2015), subjugation to managerial power and the hierarchical speaking rules that tend to accompany formal hierarchy, such as not criticizing the manager's ideas or not bypassing one's boss upward (Detert & Edmondson, 2011), is seen by many as antithetical to millennial work preferences. ...
... In recent years, it has also become the subject of much discussion in the public arena, with increasing concern about the need for "balance" between work and non-work activities and growing recognition of the impact of the lack of balance on individual and familial well-being. Indeed, some scholars have reported that opportunities for work-life balance and flexible work hours are "non-negotiable" for the next generation of workers (Rawlins, Indvik, & Johnson, 2008). A recent review of workfamily/work-life scholarship (Gattrell, Burnett, Cooper, & Sparrow, 2013) indicates a dominant focus on themes such as role conflict, work-home conflict, work-family conflict and adopting more composite approaches to conceptualizing work-life balance. ...
... Millennials need to adapt and negotiate their roles in the organization and acclimate to the type of assessment performed by their peers and supervisors ( Campione, 2015). According to Rawlins, Indvik, & Johnson (2008) since the beginning of the 21 st century employers have begun to realize that new recruits are different to their predecessors. They do not seem to be interested in the same things or be motivated by the same rewards as previous generations of working people. ...
The research objective is to compare the differences in self-perception of organizational pride and loyalty between millennials and generation x, considering the variables of gender and seniority. The reason for this study is the importance of millennials’ influence in the business sector, and the effect it is having in terms of turnover toward companies. The study was conducted on 432 employees working in a cluster of companies located in northeastern Mexico. For statistical purposes, an analysis of variance (ANOVA) was performed on the different groups compared. Based on the findings, there is a generational difference in terms of organizational loyalty between male millennials and generation × males, when both have recently joined their respective organizations. The differences withdraw when both groups have stayed more than 3 years at their organization. On the other hand, there are no variances between millennial men and millennial women, independently if they just arrived to the organization or have more than 3 years tenure working for their company. This reaffirms the existing similarities amongst millennials, specifically in the way this generation thinks about organizational culture, where there is no gender distinction.
... Third, a trend towards viewing work and organizations as places for personal meaning, given that some traditional sources of meaning play a declining role in many parts of society, has fostered interest in improving employee experiences at work (Podolny, Khurana, & Hill-Popper, 2004). This trend may have gained increased attention with the entrance of so-called "millenials" into the workforce, who, according to some recent research, seek or expect personal fulfillment and mission through their work more than did prior generations (De Hauw & De Vos, 2010;Ng, Schweitzer, & Lyons, 2010;Rawlins, Indvik, & Johnson, 2008). Although millennial work preferences are unlikely to be homogenous (Ng, Johnson, & Burke, 2015), subjugation to managerial power and the hierarchical speaking rules that tend to accompany formal hierarchy, such as not criticizing the manager's ideas or not bypassing one's boss upward (Detert & Edmondson, 2011), is seen by many as antithetical to millennial work preferences. ...
Fascination with organizations that eschew the conventional managerial hierarchy and instead radically decentralize authority has been longstanding, albeit at the margins of scholarly and practitioner attention. Recently, however, organizational experiments in radical decentralization have gained mainstream consideration, giving rise to a need for new theory and new research. This paper reviews the literature on less-hierarchical organizing and identifies three categories of research: post-bureaucratic organizations, humanistic management and organizational democracy. Despite this extensive prior work, scholarly understanding of radical decentralization remains limited. Using the term self-managing organizations to capture efforts that radically decentralize authority in a formal and systematic way throughout the organization, we set forth a research agenda to better understand less-hierarchical organizing at its limits.
... There are several studies available revealing specificities of Generation Y regarding their work-related expectations, attitudes and behaviours. That research highlights the importance of job content (De Hau and De Vos, 2010), training and development (), social connections and cooperation at work (), meaningful work (Rawlins et al., 2008), work-life balance (), job security (De Hau and De Vos, 2010), career advancement (De Hau and De ), selfactualisation , intrinsic benefits, and a work environment that is nurturing and supportive (). However, noted that young employees are ready to sacrifice their work–life balance in the short term or even to relocate in order to find a satisfying career. ...
Changing demographics mean the number of Millennials—or members of Generation Y—found in working life will increase in the coming years. Born between 1979 and 1995, the changing situation could pose a challenge to supervisors and human resource management and affect working life in general. Currently, there is a lack of empirical evidence on Generation Y especially in the Finnish context.
Drawing on 1004 stories collected via the method of empathy-based stories and social media (Facebook) from 252 Millennials, this study seeks to improve understanding of the role of Generation Y in working life and adopts different perspectives related to describing satisfactory working life to do so. Thus, the study also contributes to working life literature. The aims of the study are theoretical, methodological, and managerial.
Based on this research, it is possible to state the following. In the light of different theoretical perspectives, Generation Y appears to value having the room and facilities for growth at work. The role of the supervisor is seen as especially important, and Millennials value being respected, heard, and coached by their supervisor. Thus, the role of HRM will increase as well, as supervisors need to be provided with sufficient skills, tools, and time. HR practices should also support Millennials in their career paths and enable their professional development.
The implications of this study are threefold. Theoretically, the results both support and extend existing literature on Generation Y. Methodologically, this study adopted the method of empathy-based stories for the first time in business research, and utilized social media in the completely digital data collection process. The findings also provide useful information for human resource management practitioners and supervisors working with Generation Y.
... Millennial priorities include: employer-sponsored possibilities for learning, a flexible and caring workplace environment and chances for promotion. Both baby boomers and millennials placed great value on the aforementioned high ethical standards and strong leadership within the organisation (Arsenault, 2004;Rawlins et al, 2008). Additionally, frontline jobs in the non-profit human services workforce are strongly populated by women (White House Project, 2011) who are still found to be the primary family caregiver. ...
Employees choosing careers with community-based non-profit human services organisations engaged in meeting human needs expecting intrinsic satisfaction often find that the same care and commitment espoused in mission statements are not reflected internally as a commitment to employee satisfaction. These frontline workers are at risk of becoming disillusioned by increasing demands for compliance, internal and external disparities in salaries, unpaid work hours and difficulties in achieving outcomes. Using Herzberg's two-factor theory as a framework, this article incorporates a systematic review of literature per the discipline of evidence-based research to examine the potential of applying non-monetary satisfiers to invigorate the human services workforce. The article, which includes recommendations for management, focuses on the environment for frontline workers and includes creating a flexible workplace as well as implementing best practices for intentionally engaging employees in decision making and problem solving. The article has global relevance for staff retention and job satisfaction issues.
... In a survey of nearly 25,000 Millennials, approximately 70% of them held the expectation that they should be promoted within two years at a firm (Ng, et al., 2010). Instead of valuing a reward system based on loyalty and "waiting your turn", Millennials are more apt to value leader recognition and rapid advancement (Ng et al., 2010), including lateral promotions (Kowske et al., 2010), and they are willing to leave their current organization to meet those expectations (Rawlins, Indvik, & Johnson, 2008). This inclination to obtain external rewards strains the application of the transformational leadership model. ...
Scholars and practitioners alike have recognized that younger workers, collectively known as Millennials or GenMe, are different from workers in prior generations. Employees of this generation hold different expectations regarding the centrality of work to their lives and bring different personalities and attitudes to the workforce. As the number of Millennials in the workforce grows each year, the divide between them and their older counterparts become more salient and pose unique challenges for organizational leaders. In this paper, we explore how these changes may force the need for reconsideration of five of the most frequently used leadership theories in an effort to understand important boundary conditions and how leadership research must evolve to keep pace with a changing workforce.
... As regards research question 1, we found that the Belgian Generation Yers that took part in the current study were mostly motivated by interesting work, continuous learning and a good social atmosphere. These fi ndings are in line with Cennamo and Gardner (2008) and Lyons et al. (2005) who found that social and affi liation values are of central importance to the youngest generation in the labor market, as well as with studies that concluded that opportunities for learning and intrinsic values are most important (Ng et al., 2010;Rawlins et al., 2008;Twenge et al., 2010;Wong et al., 2008). These fi ndings inspired Withers (1998) to label Generation Yers as "skill-hungry employees" whose desire for (2010) and De Vos and colleagues (2009). ...
... Rawlins, Indvik and Johnson 2008). Others point to the sense of entitlement and narcissism of Generation Y, which would suggest that extrinsic rewards are more important to Generation Y than to other generations(Twenge and W.K. Campbell 2009;Twenge et al. 2010). ...
This paper investigates generational differences in the relations between psychological contract fulfillment and work attitudes. Data were collected from a sample of 909 employees in the Dutch service sector. Structural equation modeling analyses were used to test the moderating effects of generational differences on the influence of psychological contract fulfillment on affective commitment and turnover intention. The relationship between psychological contract fulfillment and these work outcomes was moderated by generational differences. Furthermore, results indicate that different generations respond differently to different aspects of psychological contract fulfillment, such as career development, job content, organizational policies, social atmosphere and rewards. The study provides evidence that generational differences impact the reciprocal relationship between employer and employee. Results from this study suggest that Baby Boomers and Generation X may be more motivated by social atmosphere, whereas Generation Y may be more motivated by job content and career development. Fair organizational policies are particularly motivating to Generation X, and providing rewards, though more important to Generation Y, seem mostly unrelated to work outcomes. This article is the first to study the moderation of generational differences in the relationships between psychological contract fulfillment and work outcomes.
... Expectations, we argue, are the beliefs one holds regarding what he or she thinks the company will provide in terms of areas such as pay, benefits, career development, training, and job security. Although related to constructs such as motivational drivers (Wong et al. 2008), values (Cennamo and Gardner 2008), desires (Ng et al. 2010), or what they "absolutely, positively must have from work" (Rawlins et al. 2008), expectations differ to the extent that they focus more on what the individual thinks is probable or likely rather than what the individual prefers or wants. These areas where workers have expectations (e.g., health benefits) are salient components of the psychological contract, and many authors have speculated that these have shifted in recent decades, both in response to long-term changes in the economy over the past three decades (Rubin 2012) as well as to the recent recession that began in 2008 (DeHauw and DeVos 2010). ...
Much of the extant literature regarding generational cohort differences has been conducted on college-educated participants, a potential bias noted by previous researchers. The present study therefore examines generational cohort differences in workplace expectations between professional (i.e., “white-collar,” largely college educated) and production (i.e., “blue-collar,” largely non-college educated) workers. Using online survey data from 2,799 union workers employed by the same organization, we compared expectations when first hired as well as current workplace expectations between professional and production workers from three different generational cohorts (i.e., Gen Y, Gen X, and Baby Boomer). We found evidence for generational differences that confirms some of the common characterizations of Gen Y workers; however, this characterization was principally found within our professional subgroup of Gen Y employees. Further, the data suggest that other factors (e.g., workplace experiences, maturation effects) may shape current workplace expectations more than do generational differences. These results suggest that concern over generational differences may be limited to certain workplace expectations and to specific subgroups of employees.
... Nevertheless, there are certain features, which have been discussed to be characteristic of Millennials in the work context, for example: l Technology: they are familiar with technology and are able to communicate (online) in several different ways (Smith, 2010;Welsh & Brazina, 2010); l Meaningful work (Rawlins et al., 2008) and job content (De Hau & De Vos, 2010); l Work-life balance (WLB;Cennamo & Gardner, 2008;Smith, 2010); l Social relationships: they enjoy social connection, cooperation, and working in teams (Cennamo & Gardner 2008;Jamrog, 2002;Wong et al., 2008), and they value a work community that is nurturing and supporting (Solnet & Hood, 2008). In this article, I will briefly present the findings obtained in a study that examined Millenials' descriptions of motivation. ...
[I APOLOGIZE THE FULL TEXT IS UNAVAILABLE = PSYCHOANALYSIS + POLITICS.]
... Numerosos artículos y notas de prensa dan cuenta de las diferencias generacionales en los rasgos de personalidad, actitudes y comportamientos (Cennamo y Gardner, 2008;Dries et al., 2008;Rawlins et al., 2008;Thornton y Young-De Marco, 2001;Twenge et al., 2004). Twenge et al. (2010), en el mismo sentido que Smola y Sutton (2002), afirman que los valores vinculados al tiempo libre y al ocio, es decir a la vida privada, se incrementan a ritmo constante a través de las generaciones mientras que la centralidad del trabajo declina. ...
Generation Y differs in its beliefs, aspirations and attitudes from previous generations. This study explores the expectations of the present generation with regards to personal and work life balance, considering parents and gender influence, as well as their impact on professional choices. A self-administered questionnaire was answered by 217 undergraduate students. The results allow observing that these youngsters give priority to intrinsic work aspects and are interested in developing and balancing their professional careers and private life demands. Gender does not have a significant influence. This study provides a guide to understanding the expectations of the youth in face of the labor market.
... Additionally, it was reported that this group is the most visually sophisticated of any generation, the group's use of text messaging is up while their email usage is down, and 69% have cell phones that are used largely to receive and deliver content, watch videos, play games, and surf the internet (Stamats, Inc, 2008). Studies have shown that this digital generation prefers to stay connected and multitask through the use of technology (Rawlins et al., 2008). ...
Word-of-mouth has long been an important concept in marketing communications. In today's world of Web 2.0, electronic word-of-mouth has materialized as a phenomenon of critical interest to marketers. Within the context of electronic word-of-mouth has emerged consumer-generated content in which consumers can quickly and easily create and distribute messages via the worldwide web. Given that today's college students are considered digital natives and comprise the Generation C market segment, one might suspect that this group would be active in creating and disseminating product/service content within their social groups. This research reports on an exploratory study that examined college student behaviors in the vast world of social media. On the basis of a content analysis of self-report behaviors, these digital natives are content with current technology and capabilities for their general role as spectators. They appear content with what they know and what they are doing. The research raises identity questions as to who the active innovators in marketing's social media ecosystem might be. Copyright © 2012 John Wiley & Sons, Ltd.
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.
The workforce excellence of the new generation which is labelled as the "iGeneration" with the "i" representing technologies are mostly "individualized". This young generation includes all children and teenagers born in the new millennium and characterized by their electronics and media consumption, their appreciation of online networking and their desire for multitasking. In the proposed research, we should evaluate and label specific individuals' fares on the basis of age requirements for coping with citizens and entrepreneurial problems and skills.
How to organize work is a topic at the core of routine dynamics, and studying novel forms of organizing constitutes a prime occasion for theory development. Though self-managed forms of organizing (SMOs) have held perennial interest by scholars and practitioners alike, contemporary SMOs are larger, and more rule driven than their earlier counterparts. Our chapter offers a primer on contemporary SMOs and identifies key issues that a routine dynamics perspective can lend towards seeing, tracing and understanding contemporary SMOs.
Over the last two decades, Routine Dynamics has emerged as an international research community that shares a particular approach to organizational phenomena. At the heart of this approach is an interest in examining the emergence, reproduction, replication and change of routines as recognizable patterns of actions. In contrast to other research communities interested in those phenomena, Routine Dynamics studies are informed by a distinctive set of theories (especially practice theory and related process-informed theories). This Handbook offers both an accessible introduction to core concepts and approaches in Routine Dynamics as well as a comprehensive and authoritative overview of research in different areas of Routine Dynamics. The chapters of this Handbook are structured around four core themes: 1) Theoretical resources for research on the dynamics of routines, 2) Methodological issues in studying the dynamics routines, 3) Themes in Routine Dynamics research and 4) Relation of Routine Dynamics to other communities of thought.
In this chapter, we present how youth, called the millennium generation, construct their professional identities in social media. Standing on symbolic interactionism and identity theories, we constructed a framework for millennial professional identity development in mediated environments. Following Goffman’s tradition, we called young person, who constructs his or her professional identity virtually, a performer. A performer plays for the audience. The third actor – a curator of performances and exhibitions. This curator is social media technology. The social network the performer chooses could influence the type of performance he or she will produce. For example, on Facebook or Instagram a performer can create their own photo galleries, post texts and comment. These galleries can be seen for a long time. Meanwhile, Snapchat stories could quickly disappear. WhatsApp or Viber audiences are available in real-time, while YouTube videos can be watched anytime and from any point forward. The performer creates cyber performances and live interactions. Additionally, two types of exhibitions could be developed: museums of historical artifacts and photo galleries. In our framework, we show the strategies performer and audience apply and challenge both sides face. The conceptual framework is based on empirical samples developed through observation and active involvement into social media activities.
This research is commissioned to identify how five star hotels in Dubai are able to accommodate the set of values of Millennials employed in Guest Services roles. Generation Y or Millennials are those humans born between 1980 and 1999. They are characterized as most technologysavvy, driven and yet seeking a work-life balance. High mobility levels result in low organizational commitment. This research shows that millennials Guest Services Managers rank meaningful work, teamwork and a work-life balance higher than other values. Work-life balance is only of mid importance in Dubai, thus employers need to provide informal and relaxed working conditions with flexibility in scheduling. It is important to follow a transformational leadership style through leading by example and empowering line employees and middle management. Millennials in Dubai want to have fun despite being highly goal-driven, as to be reflected in the work structure through teambuildings, outings and socializing with co-workers. As millennial employees in the UAE are identified to be highly career-driven, continuous learning enabling rapid promotions are desired. Individualized Career Plans and lateral career moves are to answer the career drive of Generation Y. However, findings are not concurrent whether Emiratis are extrinsically or intrinsically motivated. This research shows that women, traditionally seen as more family-oriented, are increasingly directed towards a career. As to remuneration packages, salaries are seen to be too low to satisfy Millennials. However, Millennials in Dubai expect less than their counterparts worldwide. Benefits are more sought after, particularly accommodation and insurance provided by the employer. New findings are the expectation of hotel and F&B discounts as well as family incentives. Overall a change in human resources management strategies is to better recruit, satisfy and retain Millennials in the operational hospitality workplace in Dubai.
Purpose
The purpose of this paper is to present a study on the antecedents of turnover intentions (TOI) of millennial Colombian employees. A theoretical model in which positive work-family interaction, professional respect (PR) and meaning predicted TOI is simultaneously tested in Millennials and Xers.
Design/methodology/approach
The authors used a multigroup structural equation approach to analyze the data provided by 2,157 Millennials and 279 Xers. Participants work in 11 companies from five Colombian cities. City, age, sex, tenure and wage are included as control variables to respond to some limitations of previous research and isolate the effects of age cohorts.
Findings
The results show differences in terms of some of the variables under study. Further, the effects of positive work-family interaction and PR on TOI were different from one age cohort to the other. The influence of meaning on the outcome variable was equal in Millennials and Xers but resulted positive.
Research limitations/implications
The authors studied an under-researched population, used rigorous analytical procedures to simultaneously test the hypotheses across generations, analyzed data from a large sample size and control for confounding variables identified by researchers inquiring generational differences at the workplace. By these means, the study contributes to literature on millennial employees and age diversity.
Originality/value
By studying an under-reseach population and using suitable analytical techniques, the study contributes to literature on millennial employees and age diversity.
The meaning people attribute to working is a multidimensional construct, accounting for personal values, expectations, beliefs and attitudes towards work, which originates and develops because of life cycle experiences. The main aim of this paper is to contribute to the investigation of the ‘meaning of working’ by focusing on the causal relationships between the core components of the construct in a sample of young people – namely the Millennials – who have not yet entered the labour market. Participants, 466 high school and 357 university students, selected from different educational domains, were invited to fill in a questionnaire encompassing the central variables of the ‘meaning of working’ protocol (that is, work centrality, work goals, valued working outcomes and societal norms about work). Results showed a direct relationship between work centrality and valued working outcomes, and a partial mediation effect of work goals and societal norms about work, in the relationship with work centrality. The results raise several research questions which need to be answered by further investigation, both as regards the current evolution of the construct of the meaning of working and as regards its measurement. The results can also be useful in helping to plan tailor‐made vocational guidance programmes as well as organizational training and development interventions targeted on the specific features of this new workforce.
Framing the socio-cultural and economical revolution brought about by cognitive technologies, the chapter aims to discuss the redefinition of workers’ identity 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 has concretely redesigned the role played by people at work. Moreoever, this change is also framed within the discussion about an unavoidable clash between different generations of workers (namely baby boomers, gen x and millenials) 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.
This study draws from interviews with HIV-negative gay men to show how they are doing sexual responsibility online and how their actions uphold moralizing discourses around HIV. The analysis shows how gay men often engage in boundary work through stating their HIV status and “safe sex” practices on their online profile and through screening other people’s profiles for similar information. The gay men also avoid interactions with HIV-positive people, maintaining the stigmatization of HIV-positive people and constructing an HIV-positive serostatus as a status distinction. However, although the HIV-negative gay men are often invested in doing sexual responsibility, they eschew condom use with people they trust. This study then demonstrates the limitations and unintended consequences of discourses that often focus on risk and individual responsibility. These discourses ignore the relational and emotive components of sexual interactions, and hence fail to capture the complexities of people’s lives.
The majority of gay men are now meeting online; however, little is understood about how body presentations in cyberspace affect gay men’s intimate contacts. In this article, I develop the concept of the quantifiable-body discourse to illuminate how a dating Web site’s infrastructure measures the body, impacting how gay men interact with one another. Through in-depth interviews and analyzing profiles on a top gay personal Web site, I show how gay men numerically discuss and compare bodies online. Bolstered by Connell’s concepts of hegemonic masculinity and cathexis, I reveal how this quantification of bodies leads to the valuing and desiring of fit bodies and discriminating against fat bodies in cyberspace and off-line. I also illuminate how dating and “hookup” Web sites perpetuate hegemonic norms around bodies, beauty, and biopower.
In this article, I examine how race impacts online interactions on one of the most popular online gay personal websites in the United States. Based on 15 in-depth interviews and an analysis of 100 profiles, I show that the filtering system on this website allows users to cleanse particular racial bodies from their viewing practices. I use Patricia Hill Collins’s concept of the “new racism” and Sharon Holland’s ideas on everyday practices of racism within one’s erotic life to explain how these social exclusionary practices toward gay men of color in cyberspace are considered not to be racist acts. Specifically, I show how the neoliberal discourse of “personal preference” effaces the larger cultural assumptions that are influencing people’s interpersonal and psychic racial desires, furthering an erotic new racism in this digital age. By also turning to a queer of color analysis, I posit that the practices that gay users engage in lead to the remarginalization of all nonheterosexual individuals, though in qualitatively different ways.
Pour la premiere fois dans l’histoire des entreprises, quatre generations se cotoient : les Veterans, les Baby-boomers, la Generation X et la Generation Y. Face a ce constat, il est interessant d’examiner les implications de cette diversite generationnelle, les comportements qui en decoulent, les problemes qui apparaissent et les solutions mises en place. Cette recherche a pour objectif de s’interesser aux modes d’ajustement entre la Generation Y et les autres generations. La premiere partie expose les caracteristiques de cette generation en soulignant les mythes qui la concernent. La deuxieme partie presente la problematique de la diversite generationnelle au sein de l’entreprise et propose une grille d’analyse. La troisieme partie met en evidence a la fois des outils et des pistes de reflexion pour developper des outils de management et de motivation a l’egard de la Generation Y.
Purpose – The purpose of this paper is to address the subject of work attitude drivers within the current scenario considering two influencing factors, culture and generation. Both membership of a particular generation and membership of a particular culture can affect individuals’ work attitudes. The study considers these two factors in order to analyse five dimensions that are sources of work attitudes: life project, professional ethics, and attitude towards authority, leadership and commitment to the company. Design/methodology/approach – Drawing upon a sample of almost one thousand people from various Ibero-American countries, the results show significant differences between generations and cultures, particularly when focusing on the life project.
Findings – Among its conclusions, the paper points out that Latin America cannot be viewed as a homogenous whole in terms of individual work attitude. On the contrary, it is characterised by a significant degree of national diversity and managers should take this into account when designing initiatives to improve employee motivation.
Originality/value – The contribution that this paper seeks to make is to include the cross-cultural perspective in the study of attitudes towards work, which has received less attention in previous studies.
Understanding and accommodating generational differences can help a company to retain labour and motivate the workforce to improved performance. The principles of generational management, and the four generations theory which they are based on, are explained. The author suggests the best ways to get the most from each generation.
What do young job seekers want? (Something other than the job
- L Belkin
Belkin, L. (2007, September 6). What do young job seekers want? (Something other than the job.) New York Times, E2.
- M Conlin
Conlin, M. (2008, January 21). Youthquake. Business Week, 32-36.
Ask Annie: Do GenXers balancework and life differently? Fortune. Retrieved on
- A Fisher
Fisher, A. (2004, August 24). Ask Annie: Do GenXers balancework and life differently? Fortune. Retrieved on August
26,2004, from http://www.fortime.conVfortune/print/0,15935,687262,00.html
Phones for kids under 15: A responsible question
Point.com. (2006, April 13). Phones for kids under 15: A responsible question. Retrieved February 8, 2008, from
http://www.point.com/articles/2006/04/cell_phones_for.php
Health benefits overshadow work-life balance
Jobs in the Money staff. (2008, February 13).Health benefits overshadow work-life balance. Retrievedon February 15,
2008, from http://www.jobsinthemoney.com/news.php?articleID=562
Earning by educational attainment and sex
Bureau of Labor Statistics. (2003, October 23). Earning by educational attainment and sex, 1979 and 2002. Monthly
Labor Review, retrieved February 15,2008, from http://www.bls.gov/opub/ted/2003/oct/wk3/art04.htm
The seven steps to a better job
- M Nemko
Nemko, M. (2001). The seven steps to a better job. San Franciso Chronicle. Retrieved January 4, 2008, from
http://martynemko.com/articles/seven-steps-better-job_id1409
Hey Dude! The manager's short course on the emerging generations
- R Wendover
Wendover, R. (2004). Hey Dude! The manager's short course on the emerging generations. Aurora, Colorado: Center
for Generational Studies.
Ideas for managing a multigenerational workforce
- R Azaroff
Azaroff, R. (2006, September 11). Ideas for managing a multigenerational workforce. Federal Computer Week. 20(31),
56.
What do young job seekers want? (Something other than the job.) New York Times
- L Belkin
Belkin, L. (2007, September 6). What do young job seekers want? (Something other than the job.) New York Times, E2.
Bureau of Labor Statistics. (2003, October 23). Earning by educational attainment and sex, 1979 and 2002. Monthly
Labor Review, retrieved February 15, 2008, from http://www.bls.gov/opub/ted/2003/oct/wk3/art04.htm
Ask Annie: Do GenXers balance work and life differently? Fortune
- A Fisher
Fisher, A. (2004, August 24). Ask Annie: Do GenXers balance work and life differently? Fortune. Retrieved on August
26, 2004, from http://www.fortune.com/fortune/print/0,15935,687262,00.html
Global mobile-phone subscribers hit 2B
- W Slater
- Iii
Slater, W., III. (2002). Internet History and Growth. Retrieved January 16, 2008, at http://www.isoc.org/internet/history/
United Press International. (2005, September 20). Global mobile-phone subscribers hit 2B. Retrieved February 15, 2008,
from http://www.physorg.com/news6610.html