Supervising and Empowering Generation Y and Z Cybersecurity Employees Through an Actionable Framework for Worker Engagement

2021 ◽  
Vol 5 (2) ◽  
pp. 18-37
Author(s):  
Darrell Norman Burrell
Keyword(s):  
Information Security ◽  
Performance Management ◽  
Generation Y ◽  
Work Environments ◽  
Career Interests ◽  
Degree Programs ◽  
Alternative Management ◽  
Generation Z ◽  
Workforce Skills ◽  
Management Approaches

A leading consulting and cybersecurity research firm, Consulting Ventures, predicted that cybercrime will cost $6 trilling annually by 2021. That amount is a significant increase from the $3 trillion in 2015. According to growing estimates, there could be as many as 3.5 million unfilled cybersecurity jobs by 2021. This has created a need for new expertise and workers in cybersecurity and information security from Generation Y and Generation Z. These professionals have different career interests from previous generations in terms of work environments and cultures. These younger professionals are a product of new degree programs that have been newly developed in the last 10 years. But in order to attract, recruit, and retain this younger generation of professionals with these critically needed workforce skills, managers must consider alternative management approaches that look to empower, energize, and engage this new and different generation of employees instead of the use of micromanaging and controlling antiqued performance management approaches.

scholarly journals A Reverse Digital Divide: Comparing Information Security Behaviors of Generation Y and Generation Z Adults

2020 ◽  
pp. 42-55
Author(s):  
Scott M. Debb ◽  
◽  
Daniel R. Schaffer ◽  
Darlene G. Colson ◽  
◽  
...  
Keyword(s):  
Information Security ◽  
Generation Y ◽  
Convenience Sample ◽  
Computer Performance ◽  
Online Security ◽  
Online Victimization ◽  
Generation Z ◽  
Personal Perceptions ◽  
Individual Knowledge ◽  
Security Behaviors

How individuals conceptualize their accountability related to digital technology. There may also be age-based vulnerabilities resulting from personal perceptions about the importance of engaging in best-practices. However, age may not be as critical as experience when it comes to implementation of these behaviors. Using the Cybersecurity Behaviors subscale of the Online Security Behaviors and Beliefs Questionnaire (OSBBQ), this study compared the self-reported cybersecurity attitudes and behaviors across college-aged individuals from Generation Y and Generation Z. Data were derived from a convenience sample of predominantly African-American and Caucasian respondents (N=593) recruited from two public universities in Virginia, USA. Four of the eight OSBBQ subscale items demonstrated significant differences between Generation Y and Generation Z adults. Generation Y adults reported greater reviewing of privacy policies on social media, maintenance of antivirus updates, watching for unusual computer performance, and acting on malware alerts, but no significant differences on the other items. It is reasonable to assume that the observed elevated scores were accompanied by greater individual knowledge of information security simply because of being older as a cohort, suggesting that the group was also more experienced and less likely to perceive themselves as invulnerable to online victimization.

MEDIA LITERASI BAGI DIGITAL NATIVES: PERSPEKTIF GENERASI Z DI JAKARTA

2018 ◽  
Vol 6 (1) ◽  
pp. 60
Author(s):  
Ranny Rastati
Keyword(s):  
Social Media ◽  
Media Literacy ◽  
Generation Y ◽  
Role Model ◽  
Digital Natives ◽  
The Internet ◽  
Positive Image ◽  
Generation Z ◽  
Internet Users ◽  
Depth Interview

In 2017 the majority of internet users are 19-34 years old or 49.52% (APJI, 2017). Almost half of the internet users in Indonesia are digital natives who were born after 1980: Generation Y (1980-1995) and Generation Z (1996-2009). This research will be focused on Generation Z as the true generation of the internet. Generation Z was born when the internet is available, a contrast to Generation Y who is still experiencing the transition of the internet. The purpose of this research is to find an effective way of providing information about media literacy to Generation Z. Through descriptive qualitative, the study was conducted with in-depth interview and observation toward 12 university students in Jakarta. The results showed that there are four effective ways of providing information about media literacy which is i) videos distributed to social media such as Youtube and Instagram, ii) interesting memes in communicative style, iii) through selebgram or micro-celebrity in Instagram who is consider as a role model and have a positive image, and iv) roadside billboards. Another interesting finding is that male informants tend to like media literacy information through videos and memes, while female informants prefer campaigns conducted by positive image selebgram and billboard. AbstrakPada tahun 2017 pengguna internet di Indonesia mayoritas berusia 19-34 tahun yaitu sebanyak 49,52% (APJI, 2017). Dari data tersebut terlihat bahwa hampir sebagian pengguna internet di Indonesia adalah digital natives atau penutur asli teknologi digital yaitu orang-orang yang lahir setelah tahun 1980: Generasi Y (1980-1995) dan Generasi Z (1996-2009). Penelitian ini akan difokuskan kepada Generasi Z karena mereka dianggap sebagai sebenar-benarnya generasi internet. Generasi Z lahir saat teknologi tersebut sudah tersedia, berbeda dengan Generasi Y yang masih mengalami transisi teknologi hingga menuju internet. Tujuan penelitian ini adalah mencari tahu cara yang efektif dalam memberikan informasi mengenai media literasi kepada generasi Z. Metode yang digunakan adalah deskriptif kualitatif dengan observasi dan wawancara mendalam. Informan berjumlah 12 orang mahasiswa di Jakarta. Hasil penelitian menunjukkan bahwa ada empat cara yang efektif dalam memberikan informasi mengenai media literasi yaitu i) video yang disebarkan ke media sosial seperti Youtube dan Instagram, ii) meme menarik dengan bahasa yang mudah dimengerti, iii) melalui selebgram yang menjadi panutan dan berimage positif, dan iv) papan iklan di pinggir jalan. Temuan menarik lainnya adalah informan laki-laki cenderung menyukai informasi media literasi melalui video dan meme yang disebarkan ke media sosial, sementara perempuan lebih menyukai kampanye yang dilakukan oleh selebgram berimage positif dan papan iklan.

scholarly journals Border Habitat Effects on Captures of Halyomorpha halys (Hemiptera: Pentatomidae) in Pheromone Traps and Fruit Injury at Harvest in Apple and Peach Orchards in the Mid-Atlantic, USA

Insects ◽  
2021 ◽  
Vol 12 (5) ◽  
pp. 419
Author(s):  
James Christopher Bergh ◽  
William R. Morrison ◽  
Jon W. Stallrich ◽  
Brent D. Short ◽  
John P. Cullum ◽  
...  
Keyword(s):  
Economic Losses ◽  
Halyomorpha Halys ◽  
Pheromone Traps ◽  
Alternative Management ◽  
Crop Fields ◽  
Field Crops ◽  
Crop Injury ◽  
Tree Fruit ◽  
Management Approaches ◽  
Fruit Orchards

The invasive Halyomorpha halys invades crop fields from various bordering habitats, and its feeding on crops has caused significant economic losses. Thus, H. halys is considered a perimeter-driven threat, and research on alternative management tactics against it has focused on intervention at crop edges. Woodlands adjacent to crop fields contain many hosts of H. halys and are therefore considered “riskiest” in terms of pest pressure and crop injury. However, tree fruit orchards in the Mid-Atlantic, USA, are often bordered on one or more sides by woodlands and other habitats, including other tree fruit blocks, and field crops. Monitoring H. halys using pheromone traps has most often focused on the crop–woodland interface, but the relative effects of woodlands and other habitats bordering orchards on pest pressure and crop injury have not been examined. A two-year study comparing seasonal captures of H. halys and fruit injury among different habitats bordering commercial apple and peach orchards in the Mid-Atlantic revealed that while woodland borders often posed the greatest risk, other border habitats also contributed significantly to captures and injury in numerous instances. The relevance of these findings to refining and optimizing perimeter-based monitoring and management approaches for H. halys is discussed.

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 GENERATION Y AND GENERATION Z EMPLOYMENT EXPECTATIONS: A GENERATIONAL COHORT COMPARATIVE STUDY FROM TWO COUNTRIES

2021 ◽  
Vol 24 (3) ◽  
pp. 93-109
Author(s):  
Dana Egerová ◽  
Lenka Komárková ◽  
Jiří Kutlák
Keyword(s):  
Generation Y ◽  
Psychological Contract ◽  
Generational Differences ◽  
Slovak Republic ◽  
Future Research ◽  
Generational Cohort ◽  
Online Questionnaire ◽  
Generation Z ◽  
Cohort Differences ◽  
Cohort Theory

Generational differences in work values and workplace expectations have become a widely discussed research and intervention topic in recent years. However, little is known about Generation Z, who are now entering the labour market, and this presents challenges to both researchers and companies. Therefore, the primary purpose of the present study is to extend generation research by examining generational cohort differences in workplace expectations, specifically between Generation Z and the previous closest generation, Generation Y. The study is also intended to add to the limited empirical evidence of the workplace expectations of the most recent Generation Z. The theoretical framework guiding this study includes generational cohort theory and anticipatory psychological contract dimensions: job content, career development, social atmosphere, the fairness of organisational policies and rewards. The study was based on an online questionnaire survey. Data was collected from a sample of 1,000 respondents for the Czech Republic and 600 for the Slovak Republic including Generations Y and Z in the ratio 1:1. The generational differences in the workplace expectations, controlling the effects of gender and country, were investigated using multiple linear regression. The overall findings of the study indicate that both generations are more similar than different regarding their future employment expectations. We also find that those preferences may be more heterogeneous within a homogeneous group than across generational cohorts. The findings specifically indicate that some characteristics, such as geographical environment, professional experience and gender may shape employment expectations more than generational difference. The study suggests that companies also need to appreciate heterogeneity within a homogeneous generational group instead of treating current or prospective potential employees simply as members of one generation. The directions of future research, as well as the limitations of the study, are discussed.

Expectations of Generation Z

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Performance Management ◽  
Work Performance ◽  
Participant Observation ◽  
Meaningful Work ◽  
Research Approach ◽  
Learning And Development ◽  
Group Discussions ◽  
Content Type ◽  
Generation Z ◽  
Key Variables

Purpose The purpose of this study is to investigate expectations of Generation Z in relation to the onboarding program. Design/methodology/approach The study adopts an interpretative research approach and data was gathered using interview and participant observation techniques. Fifteen group discussions lasting 40-50 minutes were carried out covering 136 participants. Findings The study identifies six key variables for effective onboarding: meaningful work, performance management, work-life balance, personal connect, the bigger picture at work and learning and development. Practical implications Organizations can use these findings to tailor onboarding programs to meet the expectations of Generations Z and reduce the likelihood of new hires leaving the company in the first few months. Originality/value This paper has an original approach by examining expectations of Generation Z during new hire orientation programs.

A Critical Analysis of Multi-Logical Synergies

2021 ◽  
pp. 137-165
Author(s):  
Trevor Gerhardt ◽  
Ashton Wallis ◽  
Frasier Crouch
Keyword(s):  
Leadership Style ◽  
Generation Y ◽  
Critical Analysis ◽  
Labour Markets ◽  
Integrated Learning ◽  
Generation Z ◽  
Generational Studies ◽  
Work Integrated Learning ◽  
Support Students

Generation Y and Generation Z are the new emerging labour. Education, labour markets, work-integrated learning (WIL), and generational studies are all complex conceptualisations and present unique challenges. The chapter explores the nature of these synergies as they respond to these challenges. The chapter from a UK perspective addresses the labour challenges from a WIL, leadership, and CSR perspective. It incorporates the work and perceptions of GenY authors and applies a unique methodology to respond to the challenges with which it engages. Using auto/biographic bricolage, questionnaires, and interviews, insight gained is reflected upon in terms of addressing these challenges. The chapter concludes that Generation Z have had significantly different leadership style experiences and are not as ethically minded as scholarship depicts. The chapter then concludes reflecting upon the role of the supervisor and WIL facilitators on how they could better support students facing these challenges.

Technology’s Impact on the Performance Management Transformation

2020 ◽  
pp. 264-288
Author(s):  
Ryan S. O’Leary ◽  
Elizabeth Lentz
Keyword(s):  
Performance Management ◽  
Data Science ◽  
New Technologies ◽  
Change Strategies ◽  
Organizational Impact ◽  
Organizational Survival ◽  
Driving Behaviors ◽  
Specific Performance ◽  
Barriers To Implementation ◽  
Management Approaches

Organizations are facing unprecedented levels of change as forces like hypercompetition, knowledge commoditization, and technology are having a significant impact on performance and threating organizational survival. These pressures, combined with the shortcomings of existing performance management (PM) approaches, are forcing organizations to develop more effective PM practices. Competing effectively in this environment demands novel, cutting-edge, and more impactful approaches. There has been a movement toward processes that are data driven, flexible, continuous, engaging, future focused, and development oriented and that allow for more informed decision-making by organizations, managers, and employees. To support and drive this transformation, organizations are increasingly relying on technology, people analytics, and data science solutions. This chapter reviews the evolution of PM technology, examines its potential to add value and lead to behavioral change, reviews possible limitations and barriers to implementation to ensure the hype is not outpacing reality, and provides practical guidance for organizations looking to implement these new technologies. It is argued that advances in technology can support the activities needed to truly drive performance, but that it does not create change in and of itself. Emergent technology must be combined with organizational change strategies and evaluated for its individual, team, and organizational impact. In addition, it is imperative to examine how technology can be most effectively leveraged to improve specific performance-driving behaviors that the research has shown lead to more impactful performance management approaches rather than simply automating processes that have not worked well in the past.

New Learning for New Students

2016 ◽  
pp. 819-837
Author(s):  
John K. Hope
Keyword(s):  
Higher Education ◽  
Generation Y ◽  
First Generation ◽  
Rapid Onset ◽  
Baby Boomer Generation ◽  
Generation Z ◽  
New Students ◽  
Widespread Availability ◽  
Demand Changes ◽  
New Generation

When the post-world war two ‘baby boomer' generation reached school age, education changed. Massive increases in student numbers required changes to teacher education, enormous investment in new schools and changes in pedagogy. Each succeeding generation has been different, and of necessity, education has changed to reflect the needs and aspirations of the new generation. Generation Y students are now in higher education, the first Generation Z students will soon be entering higher education. Both groups are showing signs of being different to their seniors. This difference implies changes to higher education learning. Compounding the need for Generation Y and Generation Z instigated changes to higher education has been the rapid onset of new forms of technologically infused learning, some generated by an industry desperate to maintain its influence on education as the market for paper-based books and journals declines, others generated by the ubiquitous nature of everyday life technological innovations such as social media, and more recently, the widespread availability of tuition fee-free MOOCS. This chapter will chart the generational and technological changes that are likely to increasingly demand changes to learning in schooling and higher education. Possible future change scenarios are also suggested.

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