scholarly journals Career Orientation Of Employees In Islamic Banks: Kingdom of Bahrain

2016 ◽  
Vol 12 (19) ◽  
pp. 63
Author(s):  
Vijayalaxmi Moovala
Keyword(s):  
Baby Boomers ◽  
Islamic Banks ◽  
Career Anchors ◽  
Functional Competence ◽  
Gen Y ◽  
Career Plans ◽  
Female Managers ◽  
Career Anchor ◽  
Managerial Competence ◽  
Gen X

The main aim of the study was to identify the career anchors of employees working in Islamic banks of Bahrain and to examine the similarities or differences, in the career anchor preferences of males and females, managers and non-managers, and among the three generations [baby-boomers, Gen X and Gen Y]. Edgar Schein’s eight career anchors formed the basis of this study. The study revealed that there is no significant difference in the career anchor preferences of the male, female, managers and non-managers. The main anchor for majority of these categories was technical/functional competence, for the second majority of respondents it was general managerial competence. The career anchors preference of babyboomers and Gen X, and Gen X and Gen Y was somewhat similar. However there was a variation in the career anchor preferences of baby-boomers and Gen Y. Majority of the baby-boomers and Gen X preferred technical/functional competence as their main anchor, and Gen Y opted for general managerial competence. The preferred anchor for the second majority of baby-boomers was security/stability, for Gen X general managerial competence and Gen Y pure challenge. The findings of this study would facilitate Islamic banks in Bahrain to develop appropriate career development plans based on their employee preferences. For male, female, managers and non-managers, career plans based on career anchors like technical/functional competence, and general managerial competence need to be made. Whereas for baby-boomers, Gen X and Gen Y relevant career plans based on specific preferences need to be formulated.

scholarly journals Toward a Career Anchor Structure: An Empirical Investigation of Engineers

2010 ◽  
Vol 65 (2) ◽  
pp. 236-256 ◽  
Author(s):  
Laura Wils ◽  
Thierry Wils ◽  
Michel Tremblay
Keyword(s):  
Empirical Investigation ◽  
The Self ◽  
Career Management ◽  
Technical Competence ◽  
Career Anchors ◽  
Career Anchor ◽  
Circular Model ◽  
Managerial Competence ◽  
Anchor Structure ◽  
Self Transcendence

Contrary to Schein’s theory of career anchors, which rests on the dominance of a single career anchor, the present study proposes an original career anchor structure that captures multiple dominant anchors. The analysis of data from a sample of 880 Quebec engineers supports this reconceptualization based on a circular model of career anchors. The new dynamics of career anchors shows that several anchors are complementary (e.g., creativity and challenge) while others are conflictual (e.g., challenge and security). In particular, the correlational analysis at the axial level indicates that the “self-enhancement” pole (managerial competence, identity) is negatively correlated with the “self-transcendence” (service/dedication to a cause, technical competence), whereas the pole “openness to change” (challenge, entrepreneurial creativity) is negatively correlated with the “conservation” pole (security, lifestyle). These findings can lead to more research in career management.

Is Financial Reward Still an Important Motivator for the Indonesian Multi-Generational Workforce?

2017 ◽  
Vol 2 (3) ◽  
pp. 01-09
Author(s):  
Yanki Hartijasti ◽  
Surya Dwi Kusuma Darpita
Keyword(s):  
Baby Boomers ◽  
Work Motivation ◽  
Jel Classification ◽  
Survey Method ◽  
Gen Y ◽  
Significant Difference ◽  
Gender Education ◽  
Extrinsic Motivators ◽  
Intrinsic Motivators ◽  
Gen X

Objective - Considering the importance of work motivation in the workplace for staff performance and organizational success, employers need to be sensitive and focusing more on work motivation of their employees to avoid losing them. However, previous studies still have conflicting results on this issue whether there is a significant difference on intrinsic and extrinsic motivators or not among employees from Baby Boomers, Gen X and Gen Y because many studies find generation is not the only driver influencing work motivators. The objectives of this study are to investigate whether a three-generation workforce differs in the level of work motivators and whether differences in generational work motivation are better explained by gender, education, or types of job to design effective human resources development programs. Methodology/Technique - Using survey method to collect data, 415 respondents who work in a manufacturing company were gathered and analyzed by applying descriptive and multivariate analysis. Intrinsic and extrinsic motivators were the subscales of work motivators. Findings – Results indicate that all generations are intrinsically motivated, in which Gen Y employees are found to have higher intrinsic motivators than Gen X and Baby Boomers. However, this study reveals that financial rewards are still considered as an important motivator for the three generations. Novelty - The study presents evidence that work motivators should not only be measured based on generational alone because other factors, such as gender, education, and types of job, can give impact to various outcomes. Type of Paper - Empirical Keywords: Intrinsic Motivators; Extrinsic Motivators; Financial Rewards; Gen Y; Gen X; Baby Boomers; Indonesian Workplace. JEL Classification: J28, J33, M52, M54.

scholarly journals Work Ethic: analysis of differences between four generational cohorts

2019 ◽  
Vol 35 (3) ◽  
pp. 496-505
Author(s):  
Diana Carolina Zúñiga ◽  
David Aguado Garcia ◽  
Jesus Rodriguez Barroso ◽  
Jesus Maria De Miguel Calvo
Keyword(s):  
Baby Boomers ◽  
Generation X ◽  
Work Ethic ◽  
Age Groups ◽  
Multigenerational Workforce ◽  
Gen Y ◽  
Use Of Time ◽  
Generation Z ◽  
Gen X ◽  
The Postponement

Las organizaciones enfrentan el reto de gestionar una fuerza laboral multigeneracional con características propias que difieren en el valor que le otorgan al trabajo. La incorporación al mercado laboral de las generaciones más jóvenes hace imprescindible el estudio de sus diferentes actitudes hacia el trabajo en comparación con las generaciones antecesoras. El propósito de la investigación fue analizar a través del constructo de la ética protestante las diferencias existentes en las actitudes hacia el trabajo de cuatro generaciones (Baby Boomers, Generación X, Generación Y, y Generación Z). La muestra de 624 participantes ecuatorianos (BB 11.2%; GX 11.2%, GY 58.5% y GZ 19.1%) se agrupó por cohortes. Se aplicó el Cuestionario Multidimensional Ética del Trabajo (MWEP). Los resultados mostraron que los BB y la GX tiene una mayor creencia en la importancia del trabajo y más tolerancia a la utilización improductiva del tiempo de trabajo que las generaciones Y y Z. En el aplazamiento de las recompensas la GZ muestra puntuaciones superiores a las obtenidas por los BB, GX y GY. No se encuentran diferencias significativas en las dimensiones de autoconfianza, ocio y moralidad-ética. Enterprises face the challenge of managing a multigenerational workforce which has its characteristics that differ in the value they grant to work. Incorporation of younger generations into the labour market requires to study all their attitudes towards work, contrasting them with previous generations. The purpose of this research was to analyse, through the Protestant Ethic construct, the differences of four age groups in attitudes towards work (Baby Boomers, Generation X, Generation Y, and Generation Z). Cohorts grouped the sample of 624 Ecuadorians (BB 11.2%; Gen X 11.2%, Gen Y 58.5% and Gen Z 19.1%). The Multidimensional Work Ethic Profile (MWEP) was applied. The results showed that BB and Gen X believe more in the importance of work than generations Y and Z. At the same time, BB and Gen X are more tolerant to the unproductive use of time than generations Y and Z. Gen Z has higher scores than BB, Gen X and Gen Y in the postponement of rewards dimension. Besides, there are no meaningful differences in self-reliance, leisure and morality/ethics dimensions.

scholarly journals Peranan Career Anchor dalam Menciptakan Kepuasan Kerja Pegawai Dinas Kesehatan Kabupaten Sampang

2020 ◽  
Vol 5 (2) ◽  
pp. 103-112
Author(s):  
Moch. Wispandono
Keyword(s):  
Functional Competence ◽  
Career Anchor ◽  
Managerial Competence

Career  Anchor  dideskripsikan  sebagai  sebuah  elemen  dalam  konsep  diri  seseorang(berhubungan dengan karir) yang tidak akan mereka lepaskan atau korbankan, bahkan pada saat menghadapi kondisi sulit. Oleh karena itulah setiap karyawan akan berusaha untuk dapat menduduki posisi jabatan tertentu yang lebih layak dan semakin meningkat dari waktu ke waktu sehingga kepuasan dalam bekerja akan muncul. Uraian di atas menjadi  alasan  untuk  dilakukan  penelitian  ini,  dengan  berupaya  untuk  menjawab masalah  yang dirumuskan  sebagai  berikut:  (1)  Apakah  faktor  Career  Anchor  yang terdiri dari Managerial Competence (kompetensi manajerial), Technical/ functional Competence (kompetensi teknis/ fungsional), Security/ stability (keamanan/ keseimbangan), Creativity (kreativitas) dan Autonomy (kebebasan) secara simultan berpengaruh terhadap kepuasan kerja karyawan Dinas Kesehatan Pemda Kabupaten Sampang? (2) Apakah variabel kompetensi teknis/ fungsional dalam Career Anchor di atas mempunyai pengaruh dominan terhadap kepuasan kerja karyawan Dinas Kesehatan Pemda  Kabupaten  Sampang.  Berdasarkan  pada  tujuan  penelitian,  hipotesis  dan kerangka konseptual. dapat ditarik beberapa kesimpulan sebagai berikut: (1) Hasil perhitungan SPSS menunjukkan nilai Fhitung= 8.349. Hal ini berarti bahwa secara simultan variabel Career Anchor (X) mempunyai pengaruh terhadap kepuasan kerja karyawan (Y). Hal ini menunjukkan bahwa secara bersama-sama variable yang terdapat dalam Career Anchor berpengaruh  signifikan terhadap kepuasan kerja karyawan Dinas Kesehatan Kabupaten Sampang. (2) Variabel  kompetensi teknis berpengaruh dominan terhadap Kepuasan Kerja Karyawan Dinas Kesehatan Kabupaten Sampang karena nilai t hitung variabel ini paling besar daripada variable bebas lainnya dengan nilai 2.889 yang lebih besar dari ttabel (2.889 1.985).

Generational change in Australian school leadership

2016 ◽  
Vol 54 (2) ◽  
pp. 114-134 ◽  
Author(s):  
Phil Lambert ◽  
Warren Marks ◽  
Virginia Elliott ◽  
Natalie Johnston-Anderson
Keyword(s):  
Baby Boomers ◽  
Succession Planning ◽  
Social Implications ◽  
Leadership Change ◽  
Content Type ◽  
Gen Y ◽  
Three Generations ◽  
Generational Leadership ◽  
Gen X ◽  
Practical Implications

Purpose – The purpose of this paper is to report on a study examining the existence and perceived influence of “generational collide” for teachers and leaders across three generations – Baby Boomers, Generation X (Gen X) and Generation Y (Gen Y). The study sought to further determine if a teacher’s generation, gender, school level or position influenced their beliefs about generational leadership change. Design/methodology/approach – This study employed a cross-sectional survey using an explanatory sequential mixed methods design. A random sample of teachers and leaders from schools in the Sydney metropolitan area participated in a questionnaire (n=244) and a purposive sample of eight participants from each of the three generational groups (n=24) participated in a follow up interview. Findings – The data revealed that teachers and leaders across all three generations agreed that “generational collide” is real and is currently happening in some schools. Each generation has their own perceptions about the “collide” and often do not recognise that this may differ for other generations. In relation to the key variables, this study demonstrated that primary teachers were significantly more likely to believe that generational leadership change was happening than secondary teachers and that Baby Boomers were significantly more likely to view their staying on past retirement age as positive compared to both Gen X and Gen Y. Practical implications – The findings from this study have practical implications for system leaders charged with the responsibility of providing the supply of quality leadership for schools through effective succession planning programmes and policies. Social implications – The findings from this study have social implications for principals’ (and deputy principals’) professional associations who have the responsibility for the personal, professional and career welfare of principals and aspiring principals. Originality/value – This paper adds to the growing body of evidence around generational collide in schools by providing an Australian perspective on the phenomenon. Moreover, this paper raises important concerns for school leaders and administrators involved in leadership development initiatives at the micro, meso and macro levels. Teachers in each generation have specific beliefs around promotion, career pathways, knowledge transfer and talent retention that need to be recognised and considered in future succession planning.

scholarly journals Career anchor profiles of a sample of business and professional women

1990 ◽  
Vol 16 (1) ◽  
Author(s):  
Ronel Erwee
Keyword(s):  
Geographical Location ◽  
Professional Women ◽  
Career Management ◽  
Job Tenure ◽  
Occupational Groups ◽  
Career Anchors ◽  
Functional Competence ◽  
Managerial Competence ◽  
Professional Woman ◽  
Career Orientations

The career anchors of a sample of 95 business and professional woman were studied by means of the Career Orientations Inventory (DeLong, 1982). The hierarchy of career anchors of the sample was as follows: Service, Variety, Security (job tenure), Managerial competence. Autonomy, Identity, Technical/functional competence, Entrepreneurship and Security (geographical location). A few significant differences in career anchors did occur between various occupational groups. The implicatons of these findings in terms of career management in organisations are discussed. Opsomming Die loopbaanankers van 'n steekproef van 95 sake- en beroepsvroue is bestudeer deur middel van die "Career Orientations Inventory" (DeLong, 1982). Die steekproef het die volgende hierargie van loopbaanankers getoon: Diens, Verskeidenheid, Sekuriteit (organisatories), Bestuursbevoegdheid, Outonomie, Identiteit, Tegnies/funksionele bevoegdheid, Entrepreneurskap en Sekuriteit (geografies). 'n Paar beduidende verskille in loopbaanankerprofiele het tussen die onderskeie beroepsgroepe voorgekom. Die implikasies van die bevindings ten opsigte van loopbaanbeplanning in ondernemings word bespreek.

Who's REALLY Computer Savvy? Web 2.0 Technologies and your Library

2008 ◽  
Vol 8 (4) ◽  
pp. 270-273 ◽  
Keyword(s):  
Web 2.0 ◽  
Social Networking ◽  
Baby Boomers ◽  
Web 2.0 Technologies ◽  
Changing Environment ◽  
Gen Y ◽  
Professional Environment ◽  
Networking Technologies ◽  
Gen X

AbstractWhat are Web 2.0 applications and which ones will you be implementing in your library? Do “Baby Boomers” fear change and rely too much on email? Are “Gen X-ers/Gen Y-ers” more computer savvy in today's rapidly changing environment? Can social networking technologies enhance our productivity, or are they time-wasters in a professional environment? In this article, based on his paper given at the 39th Annual BIALL Conference held in Dublin in June 2008, Stephen Weiter attempts to answer these questions.

Effect of Operating Room Personnel Generation on Perceptions and Responses to Surgeon Behavior

2021 ◽  
pp. 000313482098285
Author(s):  
Jessica G. Y. Luc ◽  
Erin M. Corsini ◽  
Kyle G. Mitchell ◽  
Arlene M. Correa ◽  
Nadine S. Turner ◽  
...  
Keyword(s):  
Operating Room ◽  
Baby Boomers ◽  
Online Survey ◽  
Operating Room Personnel ◽  
Team Members ◽  
Gen Y ◽  
Behavior Understanding ◽  
Chi Squared ◽  
The Impact ◽  
Gen X

Background Little is known regarding the impact of operating room (OR) personnel generation on their perceptions to various surgeon behaviors. We aimed to characterize these relationships by evaluating their responses to 5 realistic intraoperative scenarios. Methods Operating room personnel were asked to assess surgeon OR behavior across a standardized set of 5 scenarios via an online survey. For each scenario, respondents were asked to identify the behavior as either acceptable, unacceptable but would ignore, unacceptable and would confront the surgeon, or unacceptable and would report to management. Chi-squared analyses were used to compare responses to surgeon behavior with respondent generation. Results There were 3101 respondents, of which 41% of respondents were baby boomers (n = 1280), 31% were generation (Gen) X (n = 955), and 28% were Gen Y (n = 866). Overall, when compared to Gen X or Gen Y, baby boomers were significantly more likely to find surgeon behaviors of impatience ( P < .001), being late for a case ( P < .001), swearing in the OR ( P < .001), and shouting with a bleeding patient ( P = .001) to be inappropriate and would talk to the surgeon. Alternatively, Gen Y respondents were more likely to find fault with surgeon behaviors that deviate from rules and regulations, such as forgetting a time-out ( P = .001), when compared to baby boomers and Gen X respondents. Discussion Results of our study demonstrate that OR personnel generation affects their perceptions and response to surgeon behavior. Understanding these tendencies can guide efforts to improve OR interactions among team members.

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