scholarly journals Generational Differences In Organizational Justice Perceptions: An Exploratory Investigation Across Three Generational Cohorts

2015 ◽  
Vol 7 (1) ◽  
pp. 129-142
Author(s):  
Ophillia Ledimo
Keyword(s):  
Organizational Justice ◽  
Organizational Development ◽  
Generation X ◽  
Generational Differences ◽  
Measurement Instrument ◽  
Future Research ◽  
Generational Cohorts ◽  
Random Sample Size ◽  
Development Interventions ◽  
Justice Perceptions

AbstractDespite several reviews of generational differences across cohorts regarding their career stages in organizations, relatively few empirical investigations have been conducted to understand cohorts’ perceptions. Hence, there is paucity of studies that explored differences on the construct organizational justice across generational cohorts. The objective of this study was to explore the differences across three generational cohorts (Millennials, Generation X, and Baby Boomers) on dimensions of the organizational justice measurement instrument (OJMI). Data was collected through the administration of OJMI to a random sample size of organizational employees (n = 289). Descriptive statistics and analysis of variance were conducted to interpret the data. These findings provide evidence that differences do exist across cohorts on dimensions of organizational justice. In terms of contributions and practical implications, insight gained from the findings may be used in proposing organizational development interventions to manage multigenerational employees as well as to conduct future research.

scholarly journals An assessment of organisational justice perceptions across three generational cohorts

2015 ◽  
Vol 4 (4) ◽  
pp. 69-78
Author(s):  
Ophillia Ledimo
Keyword(s):  
Generation X ◽  
Generational Differences ◽  
Measurement Instrument ◽  
Future Research ◽  
Generational Cohorts ◽  
Random Sample Size ◽  
Development Interventions ◽  
Organisational Justice ◽  
Justice Perceptions ◽  
Practical Implications

Despite several reviews of generational differences across cohorts regarding their career stages in organisations, relatively few empirical investigations have been conducted to understand these cohorts’s behaviour and perceptions. Hence there is paucity of studies that explored the generational differences on the construct organisational justice across generational cohorts. The objective of this study was to assess the differences across three generational cohorts (Millennials, Generation X, and Baby Boomers) on dimensions of the organisational justice construct using the Organisational Justice Measurement Instrument (OJMI). Data was collected through the administration of OJMI to a random sample size of organisational employees (n=289). Descriptive statistics and analysis of variance were conducted to interpret the data. These findings provide evidence that differences do exist across cohorts on dimensions of organisational justice, and some differences may be a result of respondents’ different perception of their organisation’s practices and processes. In terms of contributions and practical implications, insight gained from the findings may be used in proposing organisational development interventions to manage multigenerational employees as well as to conduct future research.

scholarly journals Generational differences on work engagement levels of government healthcare institution employees

2015 ◽  
Vol 4 (1) ◽  
pp. 230-238
Author(s):  
Veronica Catherine Hlongwane ◽  
Ophillia Ledimo
Keyword(s):  
South African ◽  
Work Engagement ◽  
Generational Differences ◽  
Healthcare Institution ◽  
Future Research ◽  
Generational Cohort ◽  
Size Of Government ◽  
Random Sample Size ◽  
African Government ◽  
Development Interventions

The objective of this study was to explore generational differences on work engagement levels of employees in a South African government healthcare institution. The Ultrech Work Engagement Scale measured the participants’ levels of work engagement and it was administered to a random sample size of government healthcare institution employees (n=289). Statistical analyses of the data were conducted and the results of ANOVA indicated that the levels of work engagement significantly differ depending on the employees’ generational cohort or group for the dimensions vigour, dedication and absorption. In terms of contributions and practical implications, recommendations are made regarding proposed organisational development interventions to enhance employees’ work engagement levels in a healthcare institution context as well as to conduct future research.

Would You Accept a Facebook Friend Request from Your Boss?

2020 ◽  
pp. 123-147
Author(s):  
Katherine A. Karl ◽  
Richard S. Allen ◽  
Charles S. White ◽  
Joy Van Eck Peluchette ◽  
Douglas E. Allen
Keyword(s):  
Social Media ◽  
Baby Boomers ◽  
Generation X ◽  
Generational Differences ◽  
Significant Interaction ◽  
Close Relationships ◽  
Future Research ◽  
Open Communication ◽  
Self Disclosure ◽  
Main Effect

Because Millennials and Generation X tend to desire close relationships with their leaders, expect frequent and open communication, and integrate their personal and professional contacts via social media, it was predicted they would be more likely than Baby Boomers to accept a Facebook friend request from their boss. Although no main effect was found for generational differences, a significant interaction between self-disclosure and generation was found, such that self-disclosure was positively related to acceptance of a friend request from one's boss for Baby Boomers and Generation X, but negatively related for Millennials. Implications and directions for future research are discussed.

scholarly journals Generational Differences toward Organic Food Behavior: Insights from Five Generational Cohorts

2020 ◽  
Vol 12 (6) ◽  
pp. 2299 ◽  
Author(s):  
Irene (Eirini) Kamenidou ◽  
Aikaterini Stavrianea ◽  
Evangelia-Zoi Bara
Keyword(s):  
Economic Crisis ◽  
Generation X ◽  
Generational Differences ◽  
Quantitative Research ◽  
Organic Food ◽  
Field Research ◽  
Generational Cohorts ◽  
Sustainable Food ◽  
Cohort Differences ◽  
Crisis Conditions

One of the pathways to sustainable food consumption behaviour is the purchase and consumption of organic food products. This paper offers insights into the behaviour exercised by five generational cohorts toward organic products, i.e., Generation Z, Generation Y, Generation X, Baby Boomers, and the Silent Generation. A qualitative and quantitative research methodology is implemented, with the field research providing 1562 valid questionnaires over a nine-month period. Generational differences are explored in terms of purchasing behaviour, attitudes, and the effect of the economic crisis on the purchasing of organic food. Results unveil that all generational cohorts demonstrate a favourable attitude toward organic food, and they identify the economic crisis as an effect of low purchase behaviour. Additionally, findings reveal that in all cases, generational cohort differences do exist. Government policy through marketing communications can be adapted to determine the advantages of organic food compared to conventional ones, persuade consumers about the benefits, and, thus, reinforce favourable attitudes in association with economic crisis conditions.

scholarly journals The Role of Perceived Justice, External Prestige and Organizational Identification in Explaining Employee Engagement

2021 ◽  
Vol 30 (3) ◽  
pp. 571-592
Author(s):  
Luka Zlatić ◽  
Zoran Sušanj ◽  
Ana Jakopec
Keyword(s):  
Organizational Justice ◽  
Organizational Development ◽  
Employee Engagement ◽  
Organizational Identification ◽  
Structural Equation ◽  
Equation Modeling ◽  
Theoretical Contribution ◽  
Development Interventions ◽  
Self Image

This paper examines the relationship between perceived organizational justice, external prestige, organizational identification and work engagement. Data were collected by questionnaire, using a convenient sampling method. The results of structural equation modeling show that employees are more likely to identify with the organization if they perceive it as fair and prestigious, and are therefore more engaged at work. Perceived organizational justice and external prestige shape positive experiences of the organization and meet the employee’s need for the development of a positive self-image, thus leading to identification of the individuals with the organization and, indirectly, to a greater employee engagement. In addition to the theoretical contribution, this study's findings can also be used in organizational development interventions planning.

scholarly journals Investigating justice and bullying among healthcare workers

2020 ◽  
Vol 43 (1) ◽  
pp. 31-44
Author(s):  
Michele N. Medina-Craven ◽  
Kathryn Ostermeier
Keyword(s):  
Organizational Justice ◽  
Healthcare Workers ◽  
Workplace Bullying ◽  
Single Point ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type ◽  
Intentions To Leave ◽  
Study Results ◽  
Justice Perceptions

PurposeThe purpose of this paper is to explore the relationships between workplace bullying, organizational justice dimensions and intentions to leave. The authors posit that workplace bullying is positively related to intentions to leave, and that this effect is transmitted through lower justice perceptions.Design/methodology/approachThe authors surveyed 146 healthcare workers, using factor analysis and the Preacher and Hayes (2008) PROCESS macro to test their hypotheses.FindingsThe study results indicate that workplace bullying is positively associated with intentions to leave. This effect is transmitted through lower entity-based distributive justice perceptions.Research limitations/implicationsThe study sample was cross-sectional and collected at a single point in time. Future research should examine these relationships in a longitudinal method.Practical implicationsThe study results suggest that when a healthcare worker experiences bullying in the workplace, they begin to perceive their organization as more unfair. These negative feelings toward their organization lead to a desire to permanently separate from the organization. These results suggest that workplace bullying has serious ramifications for turnover, and that healthcare organizations can mitigate these negative effects by increasing perceptions of organizational justice through being transparent about their decisions and the process going into this decision-making.Originality/valueThese findings extend existing research by empirically testing the effects of workplace bullying on intentions to leave within the healthcare industry.

Actual Versus Perceived Generational Differences at Work

2012 ◽  
Vol 19 (3) ◽  
pp. 341-354 ◽  
Author(s):  
Scott W. Lester ◽  
Rhetta L. Standifer ◽  
Nicole J. Schultz ◽  
James M. Windsor
Keyword(s):  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
Generational Cohorts ◽  
Generational Cohort ◽  
Theoretical Underpinning ◽  
Generational Diversity ◽  
Value Differences ◽  
Work Related ◽  
Cohort Theory

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

scholarly journals Tell me your age and I tell you what you trust: the moderating effect of generations

2019 ◽  
Vol 29 (4) ◽  
pp. 799-817 ◽  
Author(s):  
Carolina Herrando ◽  
Julio Jimenez-Martinez ◽  
M.J. Martin-De Hoyos
Keyword(s):  
Generation X ◽  
Generational Differences ◽  
Online Survey ◽  
Generational Cohorts ◽  
Social Commerce ◽  
Content Type ◽  
Generation Z ◽  
Information User ◽  
Cohort Theory ◽  
The Way

Purpose The proliferation of social commerce websites has allowed consumers to share and exchange information, experiences, advice and opinions. Recently, information provided by users has been considered more trustworthy than the information shared by companies. However, the way in which users interact with technology can vary with age, and generational cohorts show different shopping behaviors, interests and attitudes. Hence, the way users process information (user-generated vs company-generated) can affect trust differently. Drawing on the trust transfer theory and the generational cohort theory, the purpose of this paper is to analyze the effects on user- and company-generated information in boosting trust of three different cohorts (Generation X, Y and Z). Design/methodology/approach The data were collected through an online survey. The sample comprised 715 users of social commerce websites, aged between 16 and 55 years old. The study was analyzed using partial least squares with the statistical software Smart PLS 3. Findings The empirical results show that generational cohorts show different patterns. Generation X transfers trust to social commerce websites mainly from trust in information generated by companies, while Generation Z transfers trust mainly from information generated by users. Finally, Generation Y, in contrast to previous findings about millennials, develops trust based on company-generated information to an even greater extent than does Generation X. Originality/value The originality of this study lies in its analysis of generational differences when it comes to trusting one type of information over another. This study contributes to the idea that users cannot be considered as a whole but must be segmented into generational cohorts.

Would You Accept a Facebook Friend Request from Your Boss?

2017 ◽  
Vol 9 (1) ◽  
pp. 17-33 ◽  
Author(s):  
Katherine A. Karl ◽  
Richard S. Allen ◽  
Charles S. White ◽  
Joy Van Eck Peluchette ◽  
Douglas E. Allen
Keyword(s):  
Social Media ◽  
Baby Boomers ◽  
Generation X ◽  
Generational Differences ◽  
Significant Interaction ◽  
Close Relationships ◽  
Future Research ◽  
Open Communication ◽  
Self Disclosure ◽  
Main Effect

Because Millennials and Generation X tend to desire close relationships with their leaders, expect frequent and open communication, and integrate their personal and professional contacts via social media, it was predicted they would be more likely than Baby Boomers to accept a Facebook friend request from their boss. Although no main effect was found for generational differences, a significant interaction between self-disclosure and generation was found, such that self-disclosure was positively related to acceptance of a friend request from one's boss for Baby Boomers and Generation X, but negatively related for Millennials. Implications and directions for future research are discussed.

Preparing leaders for the multi-generational workforce

2016 ◽  
Vol 10 (3) ◽  
pp. 281-305 ◽  
Author(s):  
Rocky J. Dwyer ◽  
Ana Azevedo
Keyword(s):  
Generation X ◽  
Generational Differences ◽  
Positive Outcome ◽  
Business Leaders ◽  
Future Research ◽  
Research Approach ◽  
Change Initiatives ◽  
Content Type ◽  
Organizational Settings ◽  
Multicultural Environment

Purpose This paper aims to advocate the need for educational leadership to understand and consider the immediate role and challenges associated with the unique values and characteristics of an age-diverse population and their impact on teaching and the facilitation of learning. Design/methodology/approach The paper draws on the review of the generational and diversity literatures and related organizational best practices to identify key definitions and empirical findings and to develop recommendations which can be deployed in future research and practice in different types of organizational settings. Findings This paper provides insights into how organizational leaders can promote a multicultural environment that leverages multi-generational differences. Also, the present study offers innovative pedagogical approaches that can help better prepare future business leaders for these challenges. Research limitations/implications The study attempts to reignite the debate through a detailed review that describes the current understanding of generational differences among four generational cohorts. Given the research approach, the recommendations may lack generalizability. Practical implications This paper advocates the need to understand generational differences to manage the challenges associated with differences in attitudes, values and preferences regarding leadership, human resource practices and organizational change initiatives. Social implications Organizations which create environments that are value-based and that support divergent views and values of each of the cohorts, create a positive outcome for both the organization and its employees. Originality/value This paper enhances knowledge and understanding at the theoretical and practical levels, enabling business leaders and faculty to gain insight regarding the generational differences and unique characteristics of four organizational workgroups – Veterans, Baby Boomers, Generation X and Generation Y.

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