Can the Petroleum Industry Attract and Engage GenY?

2007 ◽  
Vol 01 (03) ◽  
pp. 22-24
Author(s):  
Bruce Bullock
Keyword(s):  
Baby Boomers ◽  
Generation Y ◽  
Middle Managers ◽  
Baby Boomer ◽  
Petroleum Industry ◽  
Leadership Teams ◽  
Senior Leadership ◽  
Gen Y ◽  
Talent Pool ◽  
Demographic Challenges

The Long View - The petroleum industry's current shortage of people and the demographic challenges it faces given its older workforce are well known and well documented. The cyclicality, consolidation, and previous downturns in the industry have resulted in an industry with a shortage of people overall and a critical shortage of middle managers in position to succeed aging baby boomers on the senior leadership teams. As Generation Y (or Gen Y) enters the workforce, the industry's challenges have become even more critical. The industry is faced with recruiting a generation of people that is unfamiliar to older baby-boomer managers. Can the industry refresh its talent pool with this up-and-coming generation? It must—the stakes have never been higher.

scholarly journals The Digital Bridge: A Boomer's View of Course Management Software in the Gen Y Classroom

2009 ◽  
Vol 23 (2) ◽  
pp. 174-177 ◽  
Author(s):  
Michael W. Shreeve
Keyword(s):  
Generation Y ◽  
Digital Technology ◽  
Baby Boomer ◽  
Educational Process ◽  
Management Software ◽  
Gen Y ◽  
Baby Boomer Generation ◽  
Course Management Software ◽  
Student Cohorts ◽  
Current Student

Today's Generation Y student population entered adulthood in a world immersed with digital technology. This commentary discusses the migration of educators, primarily from the Baby Boomer generation, in the use of digital technology as part of an educational process designed to engage current student cohorts.

Social Enterprises and Fundraising Challenge

2019 ◽  
pp. 271-292
Author(s):  
Elenica Pjero (Beqiraj) ◽  
Ermelinda Kordha
Keyword(s):  
Decision Making ◽  
Baby Boomers ◽  
Generation Y ◽  
Social Enterprise ◽  
Business Schools ◽  
Social Enterprises ◽  
Customer Demand ◽  
Demographic Challenges ◽  
The Usa ◽  
And Control

Evolving markets challenge the organization's ability to react to customer demand. Decision-making becomes paralyzed by process-based operations and chains of command and control, thereby decreasing agility. Many organizations today are also facing significant demographic challenges. Baby boomers, once the lifeblood of business, are retiring while Generation Y wants to communicate and interact in a completely different manner. There may be four generations in the modern workplace, and each has its unique traits and demands. There is growing complexity both inside and outside the organization. Organizations need to understand complexity instead of simply increasing complication. The growth of interest in this area is closely related to the fact that social enterprises constitute the fastest growing category of organizations in the USA and to the fact that universities and business schools around the globe are currently involved in various education programmes in social entrepreneurship and social enterprise.

A study on generational differences in work values and person-organization fit and its effect on turnover intention of Generation Y in India

2016 ◽  
Vol 39 (12) ◽  
pp. 1695-1719 ◽  
Author(s):  
Nitya Rani ◽  
Anand Samuel
Keyword(s):  
Baby Boomers ◽  
Generation Y ◽  
Turnover Intention ◽  
Generational Differences ◽  
Work Values ◽  
Polynomial Regression ◽  
High Turnover ◽  
Cross Sectional ◽  
Content Type ◽  
Gen Y

Purpose The purpose of this paper is to provide an insight into differences in work values and Person–Organisation (P–O) fit of Baby Boomers, Gen X and Gen Y in India and to understand the relationship between (P–O) fit values and turnover intention of Generation Y employees. Design/methodology/approach The work values were measured using an adapted version of Lyons Work Values scale. The generational differences in work values and P–O fit were studied using multivariate analysis of variance and relationship between P–O fit values and turnover intention of Gen Y employees was studied using polynomial regression and response surface methodology. Findings Significant differences in work values were observed between Generation Y and older generations. Generation Y also reported significantly higher discrepancy in P–O fit values than Generation X and Baby Boomers. This had an effect on their turnover intention. Research limitations/implications A cross-sectional design was used to study the generational differences in work values where the generation effects may have been confounded with age effects. Practical implications The differences in work values and P–O fit values of Generation Y and older generations provide input into designing organisation systems and structures more suitable for younger generations to manage the high turnover among Generation Y in India. Originality/value This is one of the first studies on generational differences in work values and P–O fit in the Indian context. It is also one of the first to investigate relationship between P–O fit and turnover intention of Generation Y in India.

scholarly journals School Administrators’ Perspectives on Teachers From Different Generations: SWOT Analysis

SAGE Open ◽  
2019 ◽  
Vol 9 (3) ◽  
pp. 215824401986149
Author(s):  
Soner Polat ◽  
Çaǧlar Çelik ◽  
Yıldız Okçu
Keyword(s):  
Baby Boomers ◽  
Generation X ◽  
Generation Y ◽  
Swot Analysis ◽  
Baby Boomer ◽  
School Administrators ◽  
Study Group ◽  
Baby Boomer Generation ◽  
New Methods ◽  
Innovation Generation

The aim of this study was to examine the perspective of school administrators with regard to teachers from different generations. In this study, the strengths, weaknesses, opportunities, and threats of each generation were examined. This study was conducted as a Strength, Weakness, Opportunity, and Threat (SWOT) analysis. The study group consisted of 26 school administrators from the Dilovası district of Kocaeli province, Turkey. According to the school administrators, the Baby Boomer generation shows their strengths with discipline and experience, Generation X with determination, and Generation Y with their abilities in technology. As for the weaknesses of each generation, Baby Boomers are against innovation and disobedient of the management, Generation X claims to know everything, and Generation Y is inexperienced. What creates opportunities for schools is that Baby Boomers manage crises and transfer experience, Generation X acts as a bridge between the generations, and Generation Y applies new methods in education. For the threats of different generations to the school, the school administrators stated that Baby Boomers hinder innovation, Generation X is disloyal, and Generation Y is inexperienced and against the system.

scholarly journals Millennial Workforce: Personality Traits and Motivating Factors

2019 ◽  
pp. 100-111
Author(s):  
Radhika Kiran Kumar
Keyword(s):  
Personality Traits ◽  
Generation Y ◽  
New World ◽  
Baby Boomer ◽  
Motivating Factors ◽  
Working Population ◽  
Gen Y ◽  
Single Generation ◽  
Younger Generation ◽  
Board Room

Children born in the 80s and 90s, the Millennials are today‘s 20 to early-30-somethings, poised to make up the majority of the workforce by 2025, and already an important part of the working population. The Millennials, also known as Generation Y, Gen Y and at least a dozen other labels, is now the largest single generation (35%) in the workforce. That makes Millennials a force to be reckoned with. That is a problem for companies who are still trying to figure out how to attract, manage, and retain a younger generation with very different values than the Baby Boomer. Millennials can no longer just be a buzzword thrown around the board room like a hot potato - it is time for organizations to embrace the new workforce majority and start understanding millennials in the workplace, and as a result, embrace the new world of work.

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

scholarly journals DESTINATION SUCCESSES FACTORS FOR MILLENNIAL TRAVELERS CASE STUDY OF TANAH LOT TEMPLE, TABANAN, BALI

2020 ◽  
Vol 1 (2) ◽  
pp. 136-146
Author(s):  
Jaya Pramono ◽  
I Made Sumartaha ◽  
Bambang Purwantoro
Keyword(s):  
Generation Y ◽  
Quantitative Research ◽  
Survey Design ◽  
Descriptive Statistics ◽  
Success Factor ◽  
Research Model ◽  
Business Travel ◽  
Gen Y ◽  
Main Factors

Millennials are a popular term to replace the term Generation Y (Gen Y). There are 2.5 billion millennials worldwide. They have contributed to business travel, and tend to spend most of their expenses on travel and vacation, driven by future travel trends. This research conducted to shape the success factor of the destination for millennial tourists, where the destination of Tanah Lot Temple is used as a case study, which is quantitative research, using survey design and purposive sampling. There are 160 millennial tourists as respondents (who are visited Tanah Lot Temple). The instrument used was a questionnaire with a Likert scale, and the data were analysed using descriptive statistics and factor analysis. This research has indicated that there are nine (9) main factors that shape the success factor of the destination for millennial tourists. The nine main factors are: Millennials interested in traditional costume guides and officers, believe in social media reviews, Millennial will add several/more days to enjoying the destination, The layout of the souvenir shop, buildings, temples, parks, and the others building should support sustainable practices. A millennial will invite parents and closest friends for visiting destination. The experience in destination worth it with or even more than spending, and meet the expectations. The facility of destination affected millennials during visiting. Millennials are interested in the culture at the destination. Traveling is a necessity for Millennial. This research model has an accuracy of 71% on the error rate of 5%.

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.

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