Leveraging Generational Strengths in Online Graduate Education

2017 ◽  
pp. 298-322
Author(s):  
Sydney M. Rombola
Keyword(s):  
Graduate Students ◽  
Online Education ◽  
Baby Boomers ◽  
Generation X ◽  
Online Faculty ◽  
Generational Theory ◽  
Generational Diversity ◽  
Generational Identity ◽  
Cohort Groups ◽  
Communication Methods

The proliferation of online graduate schools has resulted in greater numbers of students with greater diversity than ever before. Generational diversity affects the ability of online faculty to communicate effectively with graduate students. Faculty-student communication is improved by applying generational theory. Four main cohort groups actively participate in online education, each with their own set of preferences and tendencies, including: Veterans (born 1925-1942); Baby Boomers (born 1943-1960); Generation X (born 1961-1980); and Millennials (born 1981-2001). Differentiating online faculty communication methods based on generational tendencies is a potent and efficient method of empowering educators and motivating graduate students. Improved faculty-student communication enhances student engagement, creating greater satisfaction that leads to higher retention and improved academic performance. As faculty understand generational identity, communication is enriched by emphasizing each generation's strengths and avoiding misunderstandings.

scholarly journals Generation X and Y: Impact of Work Attitudes and Work Values on Employee Performance

2019 ◽  
Vol 6 (2) ◽  
pp. 51-84
Author(s):  
Contributing Authors ◽  
Sania Usmani ◽  
Muhammad Haris Asif ◽  
Muhammad Zaid Mahmood ◽  
Muhammad Yousuf Khan ◽  
...  
Keyword(s):  
Generation X ◽  
Generational Differences ◽  
Work Values ◽  
Employee Performance ◽  
Work Attitudes ◽  
Sustainable Competitive Advantage ◽  
Generational Theory ◽  
Generational Diversity ◽  
And Performance ◽  
The Right

Sustainable competitive advantage lies in the intellectual capital of firms, where it has become important to retain employees and train them for future leadership. Hence, firms must recognize the importance of the work values and attitudes of the employed Generation. Understanding Generational diversity and using the right strategy is crucial for the firm’s success. Theorization of Generational differences have been applied in Western Cultures more often than Eastern Cultures, hence this research expanded the concept of Generational diversity to the banking workforce of Karachi, Pakistan. The relationship between Generation X and Y work values and attitudes on employee performance was examined. Three hundred people from Generation X and Y were taken as a sample from the Commercial Banks in Karachi and responses on different work attitudes and values were taken. It was found that values and attitudes have a significant relationship with employee performance for both Generation X and Y. However, cognitive and social values are important for Generation X while cognitive, instrumental and prestige values are important for Generation Y employees. The study theoretically contributes to work values and attitudes perspective, generational theory and performance perspective and offers implications for creating a suitable combination of tasks and rewards with respect to individual needs.

Generation X: Measures, Sex and Age Differences

1994 ◽  
Vol 74 (2) ◽  
pp. 555-562 ◽  
Author(s):  
Ronald J. Burke
Keyword(s):  
Graduate Students ◽  
Baby Boomers ◽  
Age Differences ◽  
Generation X ◽  
Business Students ◽  
Popular Press ◽  
Sex And Age Differences

The popular press has labelled the current groups of 19- to 29-yr.-olds Generation X, the postbaby-boomers, and suggested they possess attitudes and values different from those of their predecessors, the baby-boomers. This investigation examined the prevalence of Generation X attitudes and values among a sample of 216 Canadian business students. 83 women and 133 men undergraduate and graduate students anonymously completed questionnaires. The sample's mean age was 21.7 yr. Respondents reported values and attitudes somewhat consistent with Generation X characterizations, women having more of these qualities than men. Younger students tended to hold values and attitudes more consistent with the Generation X depiction.

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.

Comparing the levels of individualism/collectivism between baby boomers and generation X

2007 ◽  
Vol 30 (10) ◽  
pp. 749-761 ◽  
Author(s):  
Danilo Sirias ◽  
H.B. Karp ◽  
Timothy Brotherton
Keyword(s):  
Baby Boomers ◽  
Generation X

scholarly journals Challenges to the learning organization in the context of generational diversity and social networks

2018 ◽  
Vol 25 (2) ◽  
pp. 92-101 ◽  
Author(s):  
Renata Kaminska ◽  
Stefano Borzillo
Keyword(s):  
Social Networks ◽  
Learning Organization ◽  
Generation X ◽  
Qualitative Methodology ◽  
High Tech ◽  
Structured Interviews ◽  
Organizational Boundaries ◽  
Content Type ◽  
Generational Diversity ◽  
Company Culture

Purpose The purpose of this paper is to gain a better understanding of the challenges to the emergence of a learning organization (LO) posed by a context of generational diversity and an enterprise social networking system (ESNS). Design/methodology/approach This study uses a qualitative methodology based on an analysis of 20 semi-structured interviews in a high-tech organization and internal company documents relating to the introduction of a new, centralized ESNS. Findings This study uncovers fundamental differences between Generation X and Y employees regarding their ESNS adoption and use. While Xers take more time to adopt the new centralized ESNS introduced into the company, their use seems in line with the company culture and corporate norms of behavior. At the same time, even if Yers are faster ESNS adopters, they use it as they use Facebook disregarding the hierarchy and organizational boundaries. This creates tensions between Generation X and Y and undermines the formation of the LO. Research limitations/implications As conclusions are specific to a context of a single organization, the authors recommend other case studies, to enrich the findings. Originality/value By highlighting how the use of social networks modifies who has the power and the control over knowledge in an organization, this paper enriches the theory on the LO. It has implications for managers wishing to design LOs in the context of intergenerational diversity.

Time Allocation Behavior of Twentieth-Century American Generations: GI Generation, Silent Generation, Baby Boomers, Generation X, and Millennials

2018 ◽  
Vol 2672 (49) ◽  
pp. 69-80 ◽  
Author(s):  
Annesha Enam ◽  
Karthik C. Konduri
Keyword(s):  
Baby Boomers ◽  
Generation X ◽  
Time Use ◽  
Time Allocation ◽  
Structural Changes ◽  
Demographic Variables ◽  
Silent Generation ◽  
Two Generations ◽  
American Heritage ◽  
Using Data

In recent years, time engagement behaviors of two generations, namely Baby Boomers and Millennials have sparked much interest because these generations constitute the bulk of the American population today and they also exhibit “atypical” activity–travel patterns compared with other generations. The objective of the current research is to conduct a systematic study of the time engagement behaviors of five American generations: the GI Generation (birth year: 1901–1924), the Silent Generation (birth year: 1925–1943), Baby Boomers (birth year: 1944–1964), Generation X (birth year: 1965–1981), and Millennials (birth year: 1982–2000). Particularly, the study aims at isolating heterogeneity in behaviors associated with structural changes in the society from those associated with inherent generational characteristics. Using data from four waves (1965, 1985, 2005, and 2012) of the American Heritage and Time Use Study, the analysis explores the time engagement behaviors while accounting for the age, period, and cohort effects in addition to different socioeconomic and demographic variables. The analysis reveals that Millennials have generally delayed participation in life-changing events such as marriage and workforce entry, and have exhibited prolonged student status compared with previous generations. Millennials show lower participation in work and higher participation in discretionary activities compared with individuals of the same age group from previous generations. On the other hand, Baby Boomers clearly exhibited increased travel engagement compared with the previous generations at different stages of their lives.

scholarly journals Sensemaking and identity management amidst major organizational change

2021 ◽  
Author(s):  
◽  
Madeline Pringle
Keyword(s):  
Organizational Change ◽  
Graduate Students ◽  
Online Education ◽  
Student Teaching ◽  
Identity Management ◽  
Theoretical Work ◽  
Organizational Leaders ◽  
Structured Interviews ◽  
Making Sense ◽  
Management Processes

Organizational change is inevitable and its impacts will affect all members, albeit to different degrees. These changes also bring about uncertainty, especially as it pertains to one's organization-based identities. However, when studying change and identity, organizational communication scholars have often missed studying the interplay of one's many organization-based identities and how these are made sense of and managed amidst major organizational change. This thesis employs a phronetic-iterative methodology to analyze 16 semi-structured interviews with U.S. graduate students to understand how they have made sense of and managed their organization-based (i.e., graduate student, teaching assistant/instructor, department, university) identities after the COVID-19-induced transition to fully online education in Spring 2020. Analysis of this data suggested that participants used two types of ideal self discursive resources to make sense of and manage these identities, while also experiencing their sensemaking and identity management processes in two distinct stages. Additionally, participants revealed the importance of organizational places as it pertained to making sense of this change and its impacts. With these findings, this thesis extends theoretical work surrounding sensemaking, identity, and place, especially as it pertains to organizational change and providespractical recommendations for organizational leaders in academia to assist some of their highly impacted and identity-precarious populations--graduate students.

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.

Imagining Generations and Social Change

2018 ◽  
pp. 11-35
Author(s):  
Peter Hart-Brinson
Keyword(s):  
Generation X ◽  
Scientific Research ◽  
Gay Marriage ◽  
Cultural Dimensions ◽  
Generational Change ◽  
Social Imagination ◽  
Generational Theory ◽  
The Social ◽  
Social Scientific Research ◽  
Social Scientific

This chapter explains the generational theory of Karl Mannheim and enumerates five challenges that scholars face when studying generational change. It shows how these changes have impeded social scientific research on generations and why research on Millennials, Generation X, and other broad cohorts is flawed from its first premises. To counteract the existing generational mythology, this chapter outlines what is required to produce social scientific studies of generational change. Recent scholarship on the “social generation” provides a theoretical and methodological opening for finally solving Mannheim’s “problem of generations.” Building on cross-disciplinary scholarship on the cognitive and cultural dimensions of the process of imagination, this chapter argues that the “social imagination” is the key concept that helps explain how public opinion about gay marriage changed.

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