Baby Boomers And Generation X Industrial Salespeople: Generational Divide Or Convergence?

Currently two of the largest generational groups occupying industrial field sales positions are Generation X and Baby Boomers. While anecdotal evidence suggests these two generations are widely different, few studies have compared their career attitudes.  Working within the conceptual framework of psychological employment contracts this study tested the notion that Generation X would be more transactional and Baby Boomers would be more relational in nature.  This nature was expected to take the form of higher intrinsic motivation levels and fewer career path changes among Baby Boomers.  While Baby Boomers do tend to express higher levels of intrinsic motivation, their career paths are less relational than expected (i.e. their careers are spanning more than one employer).  Overall the findings provide partial support for some of the relational theory expectations- and more importantly dispel still others.  Managers faced with intergenerational field sales forces may similarly, therefore, question the assumption that Baby Boomer field salespeople will follow the relational employment contract profile.

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Time Allocation Behavior of Twentieth-Century American Generations: GI Generation, Silent Generation, Baby Boomers, Generation X, and Millennials

Transportation Research Record Journal of the Transportation Research Board ◽

10.1177/0361198118794710 ◽

2018 ◽

Vol 2672 (49) ◽

pp. 69-80 ◽

Cited By ~ 2

Author(s):

Annesha Enam ◽

Karthik C. Konduri

Keyword(s):

Baby Boomers ◽

Generation X ◽

Time Use ◽

Time Allocation ◽

Structural Changes ◽

Demographic Variables ◽

Silent Generation ◽

Two Generations ◽

American Heritage ◽

Using Data

In recent years, time engagement behaviors of two generations, namely Baby Boomers and Millennials have sparked much interest because these generations constitute the bulk of the American population today and they also exhibit “atypical” activity–travel patterns compared with other generations. The objective of the current research is to conduct a systematic study of the time engagement behaviors of five American generations: the GI Generation (birth year: 1901–1924), the Silent Generation (birth year: 1925–1943), Baby Boomers (birth year: 1944–1964), Generation X (birth year: 1965–1981), and Millennials (birth year: 1982–2000). Particularly, the study aims at isolating heterogeneity in behaviors associated with structural changes in the society from those associated with inherent generational characteristics. Using data from four waves (1965, 1985, 2005, and 2012) of the American Heritage and Time Use Study, the analysis explores the time engagement behaviors while accounting for the age, period, and cohort effects in addition to different socioeconomic and demographic variables. The analysis reveals that Millennials have generally delayed participation in life-changing events such as marriage and workforce entry, and have exhibited prolonged student status compared with previous generations. Millennials show lower participation in work and higher participation in discretionary activities compared with individuals of the same age group from previous generations. On the other hand, Baby Boomers clearly exhibited increased travel engagement compared with the previous generations at different stages of their lives.

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Die Steuerung von den Multigenerationteams in den Industriebetrieben

Research Papers Faculty of Materials Science and Technology Slovak University of Technology ◽

10.1515/rput-2017-0019 ◽

2017 ◽

Vol 25 (41) ◽

pp. 35-42

Author(s):

Natália Vraňaková ◽

Andrea Chlpeková ◽

Kristína Koltnerová ◽

Petra Pračková

Keyword(s):

Labor Market ◽

Baby Boomers ◽

Generation X ◽

Generation Y ◽

Industrial Enterprises ◽

Generation Z ◽

Generational Groups

Abstract The current workforce in industrial enterprises is formed from four generational groups. These generational groups are called Baby boomers, Generation “X”, Generation “Y” and Generation “Z”. Each of generational groups is specific by own characteristics, positives and negatives. The aim of the article is to refer the features of individual generational groups, to analyze their representation on labor market and to specify recommendations for the management of multigenerational teams for the practice of industrial enterprises in order to achieve the satisfaction and synergy of employees in accordance with the objectives of enterprise.

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Generational Perceptions: Workers And Consumers

Journal of Business & Economics Research (JBER) ◽

10.19030/jber.v7i10.2344 ◽

2011 ◽

Vol 7 (10) ◽

Author(s):

A.J. Nicholas

Keyword(s):

Baby Boomers ◽

Generation X ◽

Generation Y ◽

Generational Differences ◽

Work Ethic ◽

The Other ◽

Font Size ◽

Generational Perceptions

Today’s workers and consumers consist of four generations of individuals raised with very different technologies and lifestyles. How does this affect attracting and retaining individuals as workers or consumers? Generational differences of Traditionalists, Baby Boomers, Generation X and Generation Y may influence their values and preferences.   Why will understanding these dissimilar perceptions be important? According to Murphy (2007), “different perspectives on issues like work ethic, leadership, and authority can cause conflict, frustration, and misunderstanding if not managed well” (p.18).  In a recent “World of Work Survey” (2008), the older and younger generations noted little or no interaction with the other. This is not conducive to a cooperative environment where working with and learning from one another can be vital. Understanding what appeals to the generations as consumers is also critical for organizations.  Targeting specific generations for their preferences and reaching them through media that is suitable to their style is an important marketing trend (Marconi, 2001).  Customizing for these dissimilar cohorts will require knowledge of their particular attitudes and inclinations.  Understanding these different perceptions will enable improved communications for the workforce and the consumer. This paper seeks to clarify some of these differences.

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Coping With Different Generations In The Workplace

Journal of Business & Economics Research (JBER) ◽

10.19030/jber.v6i6.2428 ◽

2011 ◽

Vol 6 (6) ◽

Author(s):

Elena Comperatore ◽

Frederick Nerone

Keyword(s):

Baby Boomers ◽

Organizational Effectiveness ◽

Workplace Diversity ◽

Font Size ◽

Behavioral Differences ◽

Age Gap ◽

Generational Groups ◽

And Gender ◽

Diversity In The Workplace

There was a time when diversity in the workplace was thought of as different races, religions, ethnic backgrounds and, gender.  An emerging form of workplace diversity is the different generational groups.  The generations in almost any given company ranges from Veterans to Baby Boomers to Gen Xers to Gen Yers.  With such a large age gap and associated attitudinal and behavioral differences, managers are facing a difficult leadership task.  Employees are also facing the difficult task of how to get along with and work with coworkers of different generations.  Employers, managers, and employees must learn how to bridge the gap between the age generations, and capitalize on those differences to enhance organizational effectiveness.

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Differences among baby boomers, Generation X, millennials, and Generation Z wine consumers in Lebanon

International Journal of Wine Business Research ◽

10.1108/ijwbr-09-2018-0047 ◽

2019 ◽

Vol 31 (3) ◽

pp. 456-472 ◽

Cited By ~ 2

Author(s):

Mehmet Haluk Koksal

Keyword(s):

Baby Boomers ◽

Generation X ◽

Design Methodology ◽

Information Sources ◽

Middle Eastern ◽

Content Type ◽

Generation Z ◽

Generational Groups ◽

Convenience Sampling ◽

Structured Questionnaire

Purpose The purpose of the study is to group Lebanese wine consumers based on generational cohorts. It also explores the characteristics of the customers in each group based on wine attributes, information sources, wine consumption, purchase behaviour and socio-economic characteristics. Design/methodology/approach The data in the study were collected from the main supermarkets, hypermarkets and special liquor outlets, as well as upscale restaurants serving alcohol in the Lebanese capital, Beirut, through a structured questionnaire. Respondents were intercepted by using convenience sampling. Out of 700 people approached, 444 surveys were collected. Findings After splitting consumers into four different generational groups, namely, baby boomers, Generation X, millennials and Generation Z, the study clearly identified the differences between generations regarding wine attributes, information sources, purchasing and consumption and socio-demographic characteristics. Originality/value Although there are numerous studies on the investigation of wine consumers in the literature from various countries, this is the first study looking at wine consumers in one of the Middle Eastern countries, Lebanon.

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Are Today's Young Accountants Different? An Intergenerational Comparison of Three Psychological Attributes

Accounting Horizons ◽

10.2308/acch-51655 ◽

2017 ◽

Vol 31 (2) ◽

pp. 83-104 ◽

Cited By ~ 8

Author(s):

Timothy J. Fogarty ◽

Alan Reinstein ◽

Rebekah S. Heath

Keyword(s):

Locus Of Control ◽

Baby Boomers ◽

Generation X ◽

Millennial Generation ◽

Social Institutions ◽

Older Students ◽

Accounting Profession ◽

Personality Differences ◽

Psychological Attributes ◽

Generational Groups

SYNOPSIS Much has been written about the so-called “millennial generation.” Many commentators believe that Millennials possess values and preferences that render them qualitatively different from the cohorts that preceded them. These writers have suggested, often without benefit of empirical evidence, that such differences will consequentially affect social institutions such as the accounting profession. This paper compares the generation of millennial individuals who are currently entering accounting with previous generational groups, represented by Baby Boomers, who entered the profession in the 1980s, and older students and younger professionals (Generation X). The results suggest that few personality differences exist to support the premise that the millennial generation now entering the accounting profession is truly unique. For the most part, differences are limited to growth need strength, and do not appear in locus of control or need to achieve. Implications for practice management are drawn.

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Male Body Image and Magazine Standards: Considering Dimensions of Age and Ethnicity

Journalism & Mass Communication Quarterly ◽

10.1177/107769900708400308 ◽

2007 ◽

Vol 84 (3) ◽

pp. 525-545 ◽

Cited By ~ 9

Author(s):

Donnalyn Pompper ◽

Jorge Soto ◽

Lauren Piel

Keyword(s):

Body Image ◽

Baby Boomers ◽

Generation X ◽

Male Body ◽

Comparison Theory ◽

Ideal Woman ◽

Male Body Image ◽

Two Generations ◽

Significant Patterns ◽

The Ideal

This study contributes to two theory streams by examining magazine use among males, along dimensions of age and ethnicity. First, social comparison theory (SCT) is invoked to examine how males use magazine images to benchmark the “ideal” male. Second, a developing theory of magazines as standard bearers for “the ideal woman” is modified to suggest that magazines also set standards for “the ideal man.” Findings of focus groups and interviews with two generations of males—Generation X and Baby Boomers (BBs)—posit that such images tend to fuel males' eventual ambivalence toward their body. Two significant patterns were identified among the data: (1) authority of magazine standards and (2) competition.

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The Generational Impact on Meaning Making and Well-being of Adult Children Caregivers in Dementia Caregiving

Innovation in Aging ◽

10.1093/geroni/igaa057.3341 ◽

2020 ◽

Vol 4 (Supplement_1) ◽

pp. 908-908

Author(s):

Vivian Lou ◽

Daniel W L Lai ◽

Daniel Fu-Keung Wong ◽

Doris Yu ◽

Shuangzhou Chen ◽

...

Keyword(s):

Generation X ◽

Meaning Making ◽

Well Being ◽

Ageing Society ◽

Making Sense ◽

Dementia Caregiver ◽

Care Recipients ◽

Care And Support ◽

Significant Difference ◽

Two Generations

Abstract Children caregivers contributed significantly to care and support dementia parents globally. In the caregiving journey, making sense of providing care plays significant role in their caregiving journey. In an ageing society such as Hong Kong, different generations of children caregivers take up dementia caregiver roles. We hypothesized that from studying baby boomers (BB, born in 1946-1964) and generation X (GX, born in 1965-1980), generations have impacts on their meaning making and well-being outcomes. 601 Caregivers completed a paper or online battery of questionnaires on burden (ZBI-4), mental well-being (PHQ-9), caregiving factors (ADL, IADL, caregiving hours, Positive Aspect of Caregiving; PAC) and the meaning making factors (Finding Meaning Through Caregiving; FMTC). Results showed that significant difference between caregivers from two generations. GX have significantly lower meaning made, measured by PAC affirming self and enriching life, as well as FMTC provisional meaning. While they spent less caregiving hours for the more independent care recipients, they suffered from higher burden, higher FMTC loss/powerless and worse psychological well-being (PHQ). The findings demonstrated generation X caregiver suffered from lower level of the meaning made and worse psychological wellbeing outcomes than BB caregivers. Future caregiver studies should take generational effect into account and services shall be provided in a generation-responsive approach.

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Comparing the levels of individualism/collectivism between baby boomers and generation X

Management Research News ◽

10.1108/01409170710823467 ◽

2007 ◽

Vol 30 (10) ◽

pp. 749-761 ◽

Cited By ~ 38

Author(s):

Danilo Sirias ◽

H.B. Karp ◽

Timothy Brotherton

Keyword(s):

Baby Boomers ◽

Generation X

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Globally Responsible Intergenerational Leadership

Advances in Educational Marketing, Administration, and Leadership - Intergenerational Governance and Leadership in the Corporate World ◽

10.4018/978-1-5225-8003-4.ch007 ◽

2019 ◽

pp. 123-152

Author(s):

Ceren Aydogmus

Keyword(s):

Leadership Styles ◽

Baby Boomers ◽

Leadership Style ◽

Generation X ◽

Generation Y ◽

Generational Cohorts ◽

Generation Z ◽

Generational Leadership ◽

New Challenges ◽

Leadership Approaches

Today's workforce is more diverse than ever, comprised of five generational cohorts: Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. As each generation has its own values, beliefs, and expectations, their leadership preferences pose new challenges for organizations. In this chapter, leadership approaches are discussed, and the differences and similarities among preferred generational leadership styles are examined. The purpose of this chapter is to determine an appropriate leadership style that meets the needs of all generations, and globally responsible inter-generational leadership has been suggested as the most effective approach.

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