scholarly journals Generational Perceptions: Workers And Consumers

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

<p class="MsoNormal" style="text-align: justify; line-height: normal; margin: 0in 0.5in 0pt;"><span style="font-family: Times New Roman;"><span style="font-size: 10pt; mso-fareast-font-family: +mn-ea;">Today&rsquo;s workers and consumers </span><span style="font-size: 10pt;">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 </span><span style="font-size: 10pt; mso-fareast-font-family: +mn-ea;">influence their values and preferences. </span><span style="font-size: 10pt;"><span style="mso-spacerun: yes;">&nbsp;&nbsp;</span><span style="mso-bidi-font-weight: bold;">Why will understanding these dissimilar perceptions be important? According to Murphy (2007), &ldquo;different perspectives on issues like work ethic, leadership, and authority can cause conflict, frustration, and misunderstanding if not managed well&rdquo; (p.18).<span style="mso-spacerun: yes;">&nbsp; </span>In a recent </span>&ldquo;World of Work Survey&rdquo; (2008), the older and younger generations noted l<span style="mso-bidi-font-weight: bold;">ittle 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.<span style="mso-spacerun: yes;">&nbsp; </span>T</span>argeting specific generations for their preferences and reaching them through media that is suitable to their style is an important marketing trend (Marconi, 2001).<span style="mso-spacerun: yes;">&nbsp; </span>Customizing for these dissimilar cohorts will require knowledge of their particular attitudes and inclinations.<span style="mso-spacerun: yes;">&nbsp; </span>Understanding these different perceptions will enable improved communications for the workforce and the consumer. This paper seeks to clarify some of these differences. </span></span></p>

Effective Management of Generational Dynamics in the Workplace

2020 ◽  
pp. 76-92
Author(s):  
Sandra G. Bowman ◽  
Sean W. Mulvenon
Keyword(s):  
Competitive Advantage ◽  
Work Environment ◽  
Baby Boomers ◽  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
Team Building ◽  
Effective Management ◽  
Productive Work ◽  
First Time

For the first time in history there are four generations co-existing in the workplace. Each generation, Traditionalists, Baby Boomers, Generation X and Generation Y, has very distinct attitudes, values, ideas, behaviors, ways of communicating, and expectations. These generational differences can affect everything in the organization including recruiting and retaining employees, team building, communicating, motivating, and managing. To successfully integrate these diverse generations, companies will need to embrace changes that actively demonstrates respect and inclusion for all generations. Organizations that find a way to accommodate all generations may create a more productive work environment resulting in a powerful competitive advantage.

Effective Management of Generational Dynamics in the Workplace

2017 ◽  
pp. 833-844
Author(s):  
Sandra G. Bowman ◽  
Sean W. Mulvenon
Keyword(s):  
Competitive Advantage ◽  
Work Environment ◽  
Baby Boomers ◽  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
Team Building ◽  
Effective Management ◽  
Productive Work ◽  
First Time

For the first time in history there are four generations co-existing in the workplace. Each generation, Traditionalists, Baby Boomers, Generation X and Generation Y, has very distinct attitudes, values, ideas, behaviors, ways of communicating, and expectations. These generational differences can affect everything in the organization including recruiting and retaining employees, team building, communicating, motivating, and managing. To successfully integrate these diverse generations, companies will need to embrace changes that actively demonstrates respect and inclusion for all generations. Organizations that find a way to accommodate all generations may create a more productive work environment resulting in a powerful competitive advantage.

scholarly journals The relationship between individual innovativeness and belonging to different generations

2020 ◽  
Vol 10 (2) ◽  
pp. 87-97
Author(s):  
Asta Savanevičienė ◽  
Gita Statnickė
Keyword(s):  
Baby Boomers ◽  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
Generational Diversity ◽  
Short Overview ◽  
Generation Z ◽  
Individual Innovativeness ◽  
The Relationship

Abstract   This article, applying the cohort perspective, which views generations simply as collections of people born in a given period of time, analyses the relationship between individual innovativeness and belonging to different generations. The article provides the generation conception, gives a short overview of generational diversity, focuses on generational differences, discusses theoretical aspects of individual innovativeness and analyses individual innovativeness among the representatives of four generations: the Baby Boomers, the Generation X, the Generation Y and the Generation Z.   Keywords: Generation, the Baby Boomers, the generation X, the generation Y, the generation Z, individual innovativeness.

Analysis of the Nascar Hall of Fame Exhibition Event: A Generation-Based Market Segmentation Approach

2019 ◽  
Vol 23 (6) ◽  
pp. 913-926
Author(s):  
Kakyom Kim ◽  
Giri Jogaratnam
Keyword(s):  
Generation X ◽  
Market Segmentation ◽  
Generation Y ◽  
Generational Differences ◽  
The Past ◽  
The Us ◽  
Segmentation Approach ◽  
Research Findings ◽  
Hall Of Fame ◽  
Southeastern Region

Research findings on generations have been becoming useful for event organizers and destination developers over the past decades. The current study investigated generational differences in exhibition dimensions, satisfaction, and future intentions along with trip characteristics of visitors to the NASCAR Hall of Fame Exhibition event held in a medium-sized city in the southeastern region of the US. Analysis confirmed the existence of six exhibition dimensions labeled as "exhibits," "staff," "facility," "concessions," "audio tours," and "hard cards" on the event. As part of the most substantial results, there were both dissimilarities and similarities in the exhibition dimensions across four generations including "Matures," "Baby Boomers," "Generation X," and "Generation Y." Analysis also suggested significant differences in exhibition visitors' overall satisfaction, future intentions, and trip characteristics across the generations. Some useful implications are discussed for exhibition event managers and organizers.

scholarly journals Die Steuerung von den Multigenerationteams in den Industriebetrieben

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.

scholarly journals Globally Responsible Intergenerational Leadership

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.

Engaging Millennial in Corporate Governance

2020 ◽  
pp. 221-230
Author(s):  
Rahul Mohare
Keyword(s):  
Corporate Governance ◽  
Baby Boomers ◽  
Generation X ◽  
Generation Y ◽  
Global Market ◽  
Net Generation ◽  
The Awakening ◽  
Social And Economic Development ◽  
The World ◽  
High Aspiration

Millennials, born starting from the 1980s, who are also called Nexters, the Net Generation, and Generation Y represent a new workforce in a global market and have high aspiration. Because of their digital, liquid, and collective mindset, they are adapting the way people generate the future. But now we have three generations representing the workforce at the same time . Before them, the world had two other generation groups: Generation X, born between 1965 and 1980, and the Baby Boomers who were born between 1946 and 1964 . Following the Strauss-Howe generation theory, each type of generation falls on a certain cycle of social and economic development, namely high, awakening, unraveling, and crisis. As a result, the Baby Boomers were born during the high, Generation X during the awakening, and millennials entered the unraveling period.

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.

The Perceived Work Ethic of K-12 Teachers by Generational Status

2013 ◽  
Vol 4 (2) ◽  
pp. 54-65
Author(s):  
Gregory C. Petty
Keyword(s):  
Baby Boomers ◽  
Generation X ◽  
Work Ethic ◽  
School Administrators ◽  
Baby Boom ◽  
Teacher Shortage ◽  
Generational Status ◽  
Large Numbers ◽  
Older Teachers ◽  
K 12

This was an investigation of the work ethic of K-12 educators from Generation X and Baby Boomer generations. Teachers of the baby boom generation were born between 1946 and 1964, and many are beginning to retire. There is an impending teacher shortage due to the large numbers of this group retiring or leaving the profession. School administrators and public school human resource specialists are beginning to focus on strategies to replace this experienced workforce. Administrators need to know if this group has different work ethic than later groups of teachers. In this study, Generation X teachers scored higher on the subscales of Easy Going, Dependable, and Committed. While Baby Boomers and Generation X teacher about the same on Dependable, Baby Boomers are more “engaged”. Though these differences in the subscales were not significant, The overall MANOVA for the comparison of work ethic as measured by the Occupational Work Ethic Inventory was significant at the p<.05 level. Many older teachers complain about the newer younger generation of teachers and their so-called “lack of a work ethic”. Unfortunately, there were not enough data to study teachers from the latest, millennial generation however, this study points to data that indicate there is more to this difference in perception that originally thought that could affect hiring and training of new generations of teachers.

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