scholarly journals HUBUNGAN JOB EMBEDDEDNESS DAN BUDAYA KOLEKTIVISME PADA KARYAWAN GENERASI X DAN Y DI PLTD SIANTAN, KALIMANTAN BARAT

Psibernetika ◽  
2019 ◽  
Vol 11 (2) ◽  
Author(s):  
Anjini Sutampi ◽  
Aditya Nanda Priyatama ◽  
Selly Astriana
Keyword(s):  
Organizational Culture ◽  
Cultural Differences ◽  
Generation X ◽  
Generation Y ◽  
Job Embeddedness ◽  
Different Characteristics

<p align="center"> </p><p><strong><em>ABSTRACT: </em></strong><em>The company currently recognizes two types of workforce generations based on age, namely generation X and generation Y. Both generations have different characteristics, one of them is job embeddedness. Job embeddedness rate was found the highest in an organization with collectivism. An organizational culture that is developed in various companies in Indonesia is the collectivism culture, one of them is in PLTD Siantan, Kalimantan Barat.This study aims to (1) find out the differences in the tendency of job embeddedness on generation X and generation Y employees in terms of collectivism culture, (2) find out the differences of job embeddedness tendency in generation X and generation Y employees; (3) find out the differences of collectivism culture on generation X employees and generation Y in  PLTD Siantan, Kalimantan Barat.This study uses 69 samples of PLTD Siantan employees. The instruments used are job embeddedness scale and collectivism culture scale. The anava result shows that there is a difference in the tendency of job embeddedness in employees of generation X and generation Y in terms of collectivism culture of PLTD Siantan, Kalimantan Barat. The result shows that there is a difference of job embeddedness on generation X employees and generation Y employees. There are also cultural differences collectivism in generation X employees and generation Y employees. This means that hypothesis 1, hypothesis 2, and hypothesis 3 are accepted.</em><strong><em></em></strong></p><p><strong><em>Keywords:</em></strong><em>job embeddedness,</em><em> collectivism culture,generation X and generation</em></p><p align="center"> </p><p><strong>ABSTRAK: </strong>Perusahaan saat ini mengenal dua jenis generasi tenaga kerja berdasarkan rentang usia, yaitu generasi X dan generasi Y. Kedua generasi tersebut memiliki perbedaan karakteristik, salah satunya adalah job embeddedness. Tingkat job embeddedness ditemui paling tinggi pada organisasi dengan budaya kolektivisme. Budaya organisasi yang berkembang di berbagai perusahaan di Indonesia adalah budaya kolektivisme, salah satunya adalah PLTD Siantan, Kalimantan Barat. Penelitian ini bertujuan untuk (1) mengetahui perbedaan kecenderungan job embeddedness pada karyawan generasi X dan Y ditinjau dari budaya kolektivisme, (2) Mengetahui perbedaan kecenderungan job embeddedness pada karyawan generasi X dan Y, (3) Mengetahui perbedaan budaya kolektivisme pada karyawan generasi X dan Y PLTD Siantan, Kalimantan Barat. Penelitian ini menggunakan seluruh anggota populasi sebanyak 69 karyawan PLT Siantan. Instrumen yang digunakan adalah skala job embeddedness, dan budaya kolektivisme. Berdasarkan hasil anava, menunjukkan perbedaan kecenderungan job embeddedness pada karyawan generasi X dan generasi Y ditinjau dari budaya kolektivisme PLTD Siantan, Kalimantan Barat. Berdasarkan hasil analisis perbedaan rerata menunjukkan perbedaan job embeddedness pada karyawan generasi X dan karyawan generasi Y. Selain itu, terdapat juga perbedaan budaya kolektivisme pada karyawan generasi X dan karyawan generasi Y. Hal ini menjelaskan bahwa hipotesis penelitian 1, 2, dan 3 diterima.<strong></strong></p><p>Kata kunci: job embeddedness, budaya kolektivisme, generasi X dan Y</p>

Perbandingan Faktor-Faktor Yang Menentukan Motivasi Kerja Pada Generasi X Dan Y

2019 ◽  
Vol 2 (1) ◽  
pp. 18-42
Author(s):  
Afiga Putra Bhakti ◽  
◽  
Alexander Putra Kevin ◽  
Andrew Santos Alisuci ◽  
Beryl Putra Pratama ◽  
...  
Keyword(s):  
Human Resources ◽  
Work Environment ◽  
Generation X ◽  
Generation Y ◽  
Quantitative Research ◽  
Work Motivation ◽  
Significant Difference ◽  
Hygiene Factors ◽  
Different Characteristics ◽  
A Company

The present work environment is dominated by generation x and generation y that have different characteristics, therefore the factors that determine work motivation need to be investigated to find out the differences between generation x and generation y. This research is a quantitative research that begins with qualitative research to look for additional factors outside the theory, then the distribution of questionnaires is conducted to 100 respondents generation x and 100 respondents generation y, who are still working in a company and who had ever worked in a company. The results shown that there is no significant difference between the factors that determine the work motivation on generation x and generation y, except on the salary factor. In addition, there is interesting finding where the top factor in generation x and generation y are the hygiene factors. The study is time limited, therefore, there is a need for further research to explore regarding the finding of this study. This study is expected to be useful for employees of generation x and generation y, as well as for human resources departments in companies.

scholarly journals Generation Y women in maritime and leadership

2019 ◽  
Vol XXII (2) ◽  
pp. 138-146
Author(s):  
Ozdemir P.
Keyword(s):  
Leadership Styles ◽  
Generation X ◽  
Generation Y ◽  
The People ◽  
Two Generations ◽  
Different Characteristics ◽  
Near Future

Hopes, expectations and ambitions of people change in the course of time. People from different eras have different characteristics from those of the previous ones that are previous generations. These characteristics are reflected in the leadership behaviours they prefer and expect from the people they work with. In our age, people forming the workforce are generally from Generation X and Generation Y, which are different from each other. In this study, the aim is to compare the general leadership expectations of these two generations in maritime sector and discuss which style(s) best suit Generation Y maritime women, who will be in majority in the workplaces in the near future. To do this, we used some of the statements from the survey which is originally prepared for MENTORESS Project. We compare the responses given by women belonging to Generation X and Generation Y and discuss which leadership styles are better for Generation Y. In the end, it is found that two leadership styles, democratic and participative, seem to suit better to Generation Y women in maritime.

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 The Influences of Justice and Trust on the Organizational Citizenship Behavior of Generation X and Generation Y

2018 ◽  
Vol 14 (5) ◽  
pp. 60
Author(s):  
Amphaphorn Leelamanothum ◽  
Khahan Na-Nan ◽  
Sungworn Ngudgratoke
Keyword(s):  
Organizational Citizenship ◽  
Generation X ◽  
Significant Influence ◽  
Organizational Citizenship Behavior ◽  
Generation Y ◽  
Structural Equation ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
University Of Technology ◽  
Multiple Groups

This study aimed to study the influences of justice and trust on the organizational citizenship behavior. The questionnaire respondents were the workers at Rajamangala University of Technology. Data analysis was done through structural equation modeling to test the purpose model and compare between the groups via multiple groups analysis approach. It was found that justice and trust have a positive statistical significant influence on organizational citizenship behavior. Moreover, justice has a positive statistical significant influence on trust. Generation X and Generation Y differently perceive the influences of justice and trust on organizational citizenship behavior. Generation X paid attention to the influence of justice on the organizational citizenship behavior while generation Y paid attention to the influence of trust on justice, the chief will implement justice in the organization for both generations to build trust in the chief and the organization. This would lead to future achievements in the organization. 

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.

scholarly journals A Phenomenological Study of the Lived Experiences of the Generation X and Y Entrepreneurs

2017 ◽  
Vol 7 (2) ◽  
Author(s):  
Patrick Khor
Keyword(s):  
Lived Experience ◽  
Generation X ◽  
Generation Y ◽  
Phenomenological Study ◽  
Phenomenological Approach ◽  
Work Attitudes ◽  
Social Variables ◽  
Contributing Factors ◽  
Similar Work ◽  
Qualitative Phenomenological

This qualitative phenomenological approach examined the Generation X and Y cohorts in terms of their lived experience towards the  entrepreneurial journey in Singapore, which can consequently fill empirical gap on entrepreneurship among generational cohorts of Asian entrepreneurs.  The study sample comprised  15 generation X and 15 Y Singaporean entrepreneurs from 30 companies who identified their involvement in starting a business venture and in the day-to-day running of the business. Using NVIVO to cull down key components and ideas from the data, the study revealed that Generation X and Generation Y to have similar work attitudes, values and behaviours. The differences between the generations include differences in age, experience as well as obligations in life such as to one’s family. Further studies are needed to examine the differences of these cohorts in terms demographic, psychological and social variables to provide additional insights and identify contributing factors to successful entrepreneurial venture.

Servant-Leadership with Cultural Dimensions in Cross-Cultural Settings

2014 ◽  
pp. 48-70 ◽  
Author(s):  
David Whitfield
Keyword(s):  
Organizational Culture ◽  
Servant Leadership ◽  
Cultural Differences ◽  
Cross Cultural ◽  
Cultural Dimensions ◽  
Cultural Barriers ◽  
Leadership Characteristics ◽  
Organizational Failure

This chapter demonstrates how the power of servant-leadership characteristics and nine cultural dimensions offer intercultural leaders increased capacity in cross-cultural workplaces. Servant-leadership characteristics are paired with cultural dimensions based on their corresponding commonalities to provide intercultural leaders potential tools and strategies to successfully ameliorate cultural barriers, to productively navigate cultural differences, and to build an organizational culture of inclusion, collaboration, and participation. The main objective of the chapter is to increase intercultural leader capacity to lead in culturally mixed organizations, be they domestic or international, resulting in minimizing or avoiding institutional or organizational failure.

Generation Y and Internet Privacy

2019 ◽  
pp. 978-1002
Author(s):  
Zdenek Smutny ◽  
Vaclav Janoscik ◽  
Radim Cermak
Keyword(s):  
Social Networking ◽  
Cultural Differences ◽  
Generation Y ◽  
Personal Data ◽  
Point Of View ◽  
Social Networking Services ◽  
Internet Privacy ◽  
Privacy Settings ◽  
User Data ◽  
Philosophical Framework

This chapter addresses the issue of privacy settings with a focus on Generation Y from a technological, social, generational, cultural and philosophical point of view. After introducing the issue of Internet privacy and other relevant areas—generational and cultural differences, the philosophical framework, the postinternet condition, the possibilities of processing and (mis)using personal data, and privacy policy—the authors present their perspective on the issue, drawing implications for individuals and organizations based on their own research and other relevant studies. The authors discuss the possible implications in terms of a prospective use of personal data by companies (e.g. for marketing and management) and possibility of processing user data. Such perspective will allow them to formulate a critical basis for further assessment of social networking and Generation Y's attitudes to privacy. The chapter concludes by outlining several recommendations concerning the commercialization of social networking services with respect to the constantly changing conception of privacy.

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.

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