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Every Generation Wants Meaningful Work — but Thinks Other Age Groups Are in It for the Money
Abstract
Link: https://hbr.org/2017/07/every-generation-wants-meaningful-work-but-thinks-other-age-groups-are-in-it-for-the-money
Philosophers have long argued that, since so much of an employee’s waking time is spent at work, and since their sense of self is tied to the work they do, businesses have a moral responsibility to make sure work is meaningful. If this is the case, managers need to understand what employees actually think is meaningful. Although researchers have searched for a comprehensive definition of meaningful work for years, there are still questions about whether definitions differ depending on age, race, family situation, etc. New research involving employee interviews and survey data finds that all generations tend to define meaning at work similarly. However, each generation believes the others are only in it for the money, don’t work as hard, and do not care about meaning. If each generation thinks this way, it’s not surprising that they treat each other differently than if they believe they are all striving for intrinsic meaning in their jobs.
... In literature each generation is created once every 20-25 years (Bozavli, 2016). Individuals born between 1922 and 1945 are called a silent generation or traditional generation (Weeks, 2017) or matures (Christopher, 2016). The baby boomers were born from1946 to1964 (Christopher, 2016;Weeks, 2017). ...
... Individuals born between 1922 and 1945 are called a silent generation or traditional generation (Weeks, 2017) or matures (Christopher, 2016). The baby boomers were born from1946 to1964 (Christopher, 2016;Weeks, 2017). Those born between 1965 and1983 are named as X generation while those between 1984 and 2002 are called Y generation or Millennials and those after 2003 are a "Z" generation children and adolescence (Christopher, 2016;Weeks, 2017). ...
... The baby boomers were born from1946 to1964 (Christopher, 2016;Weeks, 2017). Those born between 1965 and1983 are named as X generation while those between 1984 and 2002 are called Y generation or Millennials and those after 2003 are a "Z" generation children and adolescence (Christopher, 2016;Weeks, 2017). Minet (2013) as sited in (Bozavil, 2016) states generations differ from one other in many aspects such as: qualities and attributes. ...
... In the highly competitive work environment, with potentially five generations working side by side or throughout the organization's hierarchy, negative stereotypes only serve to polarize the members between generations. Intergenerational stereotypes are harmful to a tourism and hospitality business and the consumers they serve, as these negative stereotypes adversely impact organizational performance, workers' commitment, and job satisfaction (Weeks 2017;Zopiatis et al. 2012). As an example, Millennials account for 15% of the global labor force and 35% of the U.S. workforce, and are estimated to comprise 75% of the global workforce by 2025 (Catalyst 2019; Fry 2018), thus attracting much of the negative criticisms and stereotyping in the current workforce climate. ...
Due to improved longevity and the unintended consequences of the global economic downturn in 2009, older employees are choosing to remain in the workforce longer, delaying retirement plans. This trend has resulted in a five-generational cohort present in the global workforce comprised of Traditionalists, Baby Boomers, Generation X, Generation Y (Millennials), and more recently, Generation Z. While the diversity of the multi-generational workforce offers robust perspectives and strengths to a tourism or hospitality organization, there are also unique challenges present among and between the cohorts, particularly in managing expectations and outcomes in the services industries from a multi-cultural perspective. This chapter first identifies each cohort’s strengths and perspectives from a historical context, lending best practices for optimizing managerial relationships. Next, the generational cohorts will be contrasted in order to identify sources of potential challenges and conflict, followed by practical strategies to bring resolution for a productive work environment. The goal of this chapter is to gain a broad view of complex intergenerational communications from a managerial standpoint, while gleaning new insights as to the current and future roles of Generation Z within tourism and hospitality organizations.
... Another interesting piece of research I found focuses on the meaning of 'meaningful work' to different generations. 5 Myself, I have no doubt that providing a sustainable education for young children is meaningful. According to this study: ...
... Az Y generációt a sokirányú, megosztott figyelem jellemzi (Schäffer, 2015). Ők már a siker, a karrier, a pénz fogalmán keresztül értékelnek valamit fontosnak vagy kevésbé értékesnek, és aktív szereplői a fogyasztói társadalomnak (Tari, 2010;Weeks, 2017;Twenge, Campbell, Hoffman, & Lance, 2010;Wong, Gardiner, Lang, & Coulon, 2008). Nem véletlen, hogy a pénz, a siker is alapvető motiváló erő a számukra a munkában, amely már előtérbe kerül a családdal szemben. ...
A Multidiszciplináris Kihívások, Sokszínű Válaszok folyóirat 2020/1. száma
... Az Y generációt a sokirányú, megosztott figyelem jellemzi (Schäffer, 2015). Ők már a siker, a karrier, a pénz fogalmán keresztül értékelnek valamit fontosnak vagy kevésbé értékesnek, és aktív szereplői a fogyasztói társadalomnak (Tari, 2010;Weeks, 2017;Twenge, Campbell, Hoffman, & Lance, 2010;Wong, Gardiner, Lang, & Coulon, 2008). Nem véletlen, hogy a pénz, a siker is alapvető motiváló erő a számukra a munkában, amely már előtérbe kerül a családdal szemben. ...
Napjainkban a generációk közötti hasonlóságok és különbségek vizsgálata fontos kutatási téma a menedzsment oldaláról. Jelen kutatás célja, hogy az azonos és eltérő jellemzőket feltárja a legfiatalabb generációk között és megválaszolja a kérdést, hogy a munkáltatók miképpen tudják a hasznukra fordítani az eltérő sajátosságokat. A kvantitatív vizsgálatok kérdőíves felmérés segítségével 2017 - 2018-ban zajlottak két szomszédos országban, Magyarországon és Szlovákiában. Bár a felmérés nem reprezentatív, de egy átfogó képet ad a munkavállalók véleményéről az adott kérdést illetően. Jelen tanulmány a szlovák eredményeket mutatja be, amely szerint a válaszadók kihívásnak értékelik a generációk közötti együttműködést és szervezeti munkát, amely nemcsak számukra, de a HR számára is számos feladatot ad és követelményt támaszt. Az új generáció megjelenése a munkaerőpiacon azt mutatja, hogy más HR eszközökkel kell a fiatalokat megközelíteni és lojálissá tenni a cégükhöz. Erős bennük a karrier, az önmegvalósítás iránti vágy, amely egyik gyakori oka, hogy nem lojálisak a szervezethez és hamar továbbállnak, ha az érdekeik úgy kívánják. A bérközpontú megközelítés ezeknek a munkavállalóknak már nem lesz elegendő, hogy tartós és aktív munkavállalói legyenek egy szervezetnek. Olyan új HR megoldásokat kell kidolgozni, mint az aktív karriermenedzsment, a generációs tudásmenedzsment, a családbarát politika, stb., hogy a cégek magukhoz vonzzák, megtartsák a fiatalokat és kezelni tudják a korosztályok között fellépő konfliktus helyzeteket a munkahelyeken.
This research investigates the role of leader satisfaction on employee engagement, loyalty, and intention to stay. The results demonstrate that leadership satisfaction has a direct effect on employee engagement, loyalty and intention to stay. Furthermore, employee engagement was found to mediate the relationship between leader satisfaction and both loyalty and intention to stay. Interestingly, age moderated the relationships between engagement and loyalty as well as engagement and intention to stay. The results of this study yield theoretical and practical implications that are useful for hospitality leaders. Research limitations and recommendations for further research conclude this research.
This chapter gives a comprehensive account of research state-of-the-art empirical findings on the positive links between finding meaning in work, personal health, and well-being. Von Devivere gives a detailed account of these results, their multitude of specific elements of meaning at work, individuals’ general meaning awareness, their sources of meaning, and the individual relevance of work for reaching individual meaning fulfillment. Von Devivere also highlights the effects of existential approaches on meaning at work, on perceived work load, and on individual work engagement. Moreover, this chapter also draws attention to Viktor Frankl’s differentiation between sources of meaning, to be empirically validated, and the construct of ultimate meaning, going beyond empirical testing, a distinction ever more relevant for a comprehensive understanding of meaning in today’s workplaces.
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