scholarly journals Leaders in focus: generational differences from a personality-centric perspective

2019 ◽  
Vol 14 (4) ◽  
pp. 372-385 ◽  
Author(s):  
Mădălina Bălan ◽  
Silvia Marin ◽  
Andreea Mitan ◽  
Florina Pînzaru ◽  
Elena-Mădălina Vătămănescu ◽  
...  
Keyword(s):  
Work Environment ◽  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
Great Majority ◽  
Eastern European ◽  
Current State ◽  
Research Challenges ◽  
Hogan Personality Inventory ◽  
New Research

Abstract The generational differences among leaders have progressively captured the attention of both researchers and practitioners interested in their dynamics within the work environment. Many analyses in this respect have been focused on the differences between Millennials (Generation Y) and Generation X members from a personality-centric perspective, the great majority of the examinations revolving around Western research samples. By acknowledging the current state and assuming the calls for further investigations advanced by various researchers, this conceptual and empirical undertaking aims to provide an exploratory outlook on generational differences among Romanian leaders, by employing worldwide reputed research instruments such as the Hogan Personality Inventory (HPI), Hogan Development Survey (HDS) and Motives, Values, Preferences Inventory (MVPI). A sample of over 700 subjects was considered in the running of the statistical analyses, thus allowing to draw pertinent conclusions apposite to the envisaged population. Even though statistically significant findings were retrieved on few scales pertaining to the three applied instruments, one key insight advanced by the present endeavor resides in the extension of the scope of the existing literature dedicated to the generational differences from a leadership perspective via the integration of an Eastern European landscape which adds to the evidence in the field and opens up new research challenges for complementary scrutiny.

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.

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.

Satisfaction with work and person–environment fit: are there intergenerational differences? An examination through person–job, person–group and person–supervisor fit

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrée-Anne Deschênes
Keyword(s):  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
Structural Equation ◽  
Current Knowledge ◽  
Three Dimensions ◽  
Equation Modeling ◽  
Content Type ◽  
Generational Diversity ◽  
Managerial Practices

PurposeThrough three dimensions of person–environment (PE) fit, namely person–job (PJ) fit, person–group (PG) fit and person–supervisor (PS) fit, this paper examines generational differences on which dimension is more important to explain Baby Boomers', Generation X's and Generation Y's satisfaction with work.Design/methodology/approachGathered from a sample of 1,065 employees in the province of Québec, Canada, data were analyzed through one-way ANOVA and structural equation modeling.FindingsThe findings suggest that Generation X scored lower on satisfaction with work, that there is a difference in the level of PG fit and PS fit between the generations, and that PJ fit explains satisfaction with work for all generations, while PG fit is significant only for Generation Y employees.Practical implicationsThis paper sheds light on the importance for practitioners, when implementing human resource (HR) policies and strategies aiming to increase satisfaction with work, of prioritizing PJ fit and to consider PG fit for Generation Y members.Originality/valueThis research provides a meaningful contribution to current knowledge on generational diversity in the workplace and its impact on managerial practices by examining different levels of satisfaction with work and of PJ, PG and PS fit for three generations and the importance of each type of fit in explaining satisfaction with work for theses generations.

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>

Generation Gap; Analisa Pengaruh Perbedaan Generasi Terhadap Pola Komunikasi Organisasi di Perusahaan Consumer Goods Di Kota Surabaya

2019 ◽  
Vol 20 (1) ◽  
pp. 36-43
Author(s):  
Gabriella Sagita Putri ◽  
Bobie Hartanto ◽  
Nisrin Husna
Keyword(s):  
Correlation Analysis ◽  
Organizational Communication ◽  
Generation X ◽  
Generation Y ◽  
Consumer Goods ◽  
Generational Differences ◽  
Generation Gap ◽  
Business Activity ◽  
Generational Difference ◽  
The Relationship

In a professional world, organizational communication is one element to support their business activity, the relationship between employees and managers of various line interconnected through communication. One of the problems relating to communication in the organization is generation gap that are confronted by having different perceptions, behavior and character involving employees across the generations in one company. This research going to see the influence of the generational differences between employees was born from generation x and generation y or milenials of different positions positions in companies engaged at consumer goods industry in Surabaya. The research objective is to explain Impact of the existence of the generational difference against the pattern of organizational communication among employees in companies. This research with eksplanative be held with quantitative approach, data collection is gathered through interview with quitionnaire. The result explained that correlation analysis of 17,64% from pearson product moment, it means there is low influence but significant between generational differences and pattern of communication organization. Significance tested of thitung (2,37) > ttabel (1,42), then Hi accepted.

GENERATION DIFFERENCES IN BUSINESS LIFE AND GENERATION Z

2021 ◽  
Vol 6 (16) ◽  
pp. 47-68
Author(s):  
Şerife DURMAZ ◽  
Bülent OKUMUŞ
Keyword(s):  
Labor Markets ◽  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
New World ◽  
Social Economic ◽  
Working Life ◽  
Baby Boomer Generation ◽  
Working Environments ◽  
Generation Z

For successful interaction and communication to occur in organizations, it is necessary to understand the characteristics of each generation and what motivates them to be successful and good employees. In an organization, many of the employees' values and attitudes towards work can be quite different from previous generations, and managers need to take these generational differences into account in order to effectively manage the workforce. Strauss and Howe (1991) identified eighteen generations throughout four centuries of American history, dating back to the first New World colonizers. In this study, the differences in working orientations and attitudes between generations within the scope of the Traditional Generation, Baby Boomer Generation, X Generation, Y Generation and Z Generation, which are the generations that affect / will affect today's working life, are discussed. After explaining what kind of environment these generations were born into and how they were affected by social, economic and environmental conditions, it was examined how these generations achieved unity in their working environments. It has been contributed to the recognition of Generation Z by their managers and colleagues, who have just entered or will enter the labor market, and to learn what kind of working group they are/will be faced with, and suggestions are made for the future labor markets.

Why are Generation Y consumers the most likely to complain and repurchase?

2017 ◽  
Vol 28 (3) ◽  
pp. 520-540 ◽  
Author(s):  
Raquel Reis Soares ◽  
Ting Ting (Christina) Zhang ◽  
João F. Proença ◽  
Jay Kandampully
Keyword(s):  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
Service Management ◽  
Service Recovery ◽  
Key Factors ◽  
Content Type ◽  
Service Failures ◽  
Service Recovery Paradox ◽  
Complaint Behavior

Purpose The purpose of this paper is twofold: to examine generational differences in complaint and post-recovery behaviors after service failures and recoveries, and to investigate the key factors that relate to Generation Y consumers’ responses. Design/methodology/approach In a two-stage approach, Study 1 investigates generational differences in the complaint and repurchase behaviors of a vast sample of more than 36,000 customers. Study 2 examines which factors influence Generation Y consumers’ decisions to complain and to repurchase. Findings Across four generational cohorts (the Silent Generation, Baby Boomers, Generation X, and Generation Y), consumers in Generation Y are the most likely to complain about service failures and repurchase after a satisfactory service recovery. The service recovery paradox thus is a generational feature. Generation Y’s unique characteristics – being tech savvy, heavily influenced by peers, and untrusting of brands – relate closely to their complaint and repurchase patterns. These prolific users of social media tend to stay with a service provider after experiencing satisfactory recovery but are more inclined to complain. Originality/value This study contributes to service management literature by revealing generational differences in customers’ complaint behavior and responses to recovery efforts, while also testing repurchase behavior rather than just behavioral intentions. This study provides valuable insights into the unique factors that influence Generation Y consumers’ complaint and post-recovery responses.

Job involvement, organizational commitment, professional commitment, and team commitment

2015 ◽  
Vol 22 (6) ◽  
pp. 1192-1211 ◽  
Author(s):  
Ajay Singh ◽  
Bindu Gupta
Keyword(s):  
Organizational Commitment ◽  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
Job Involvement ◽  
Professional Commitment ◽  
Full Time ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Team Commitment

Purpose – The purpose of this paper is to examine the relationship among job involvement, organizational commitment, team commitment and professional commitment and to explore generational differences for these variables. Design/methodology/approach – It used structured questionnaire survey approach for which data were collected from 477 full-time employees of 13 organizations from diverse sectors in India. Respondents were categorized into four generational cohorts following the classification reported in Robbins et al. (2011). Findings – The findings of the study indicated that professional commitment is negatively related with job involvement, affective organizational commitment, normative organizational commitment, and team commitment. Job involvement, affective and normative organizational commitment, and team commitment were positively correlated. Differences were observed among Generation Y, Generation X, Liberals, and Socialist for job involvement, affective organizational commitment, normative organizational commitment, professional commitment, and team commitment. Generation Y, for example, was found high in professional commitment, while Socialist were found higher on affective organizational commitment compared to other generations. Practical implications – Findings suggests that there is a decrease in job involvement, affective organizational commitment, normative organizational commitment, and increase in professional commitment in young generations. Organizations need to take consideration this while designing the HR policies for employees’ engagement. Originality/value – The contribution of the study lies in examining the employees’ attitude to different dimensions of work life and differences among Indian generations.

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