Generational Membership as Determinant of Attitudes Towards Work. Stereotypes and Reality

2016 ◽  
Vol 39 (1) ◽  
pp. 29-40 ◽  
Author(s):  
Katarzyna Wojtaszczyk
Keyword(s):  
Labor Market ◽  
Baby Boomers ◽  
Three Generations ◽  
Generational Membership

Attitudes toward work are shaped by a number of variables and one of them is the generational membership. Due to the fact that in the modern labor market there are at least three generations (Baby Boomers, X and Y), more and more empirical researches on attitudes to work are focused on the diagnosis of the differences between representatives of the generations. However, a lot of conducted researches do not fulfill the condition of representativeness. Nevertheless, the results of these research are published and discussed, which may cause the stereotyping attitude relative to the work. That is why the purpose of this article is to show the arguments that may serve the stereotypical perception of prevention representatives of different generations and their attitudes towards work.

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 How does Technological Dependence Affect Consumer Shopping Behavior among Baby Boomers, Millennials, and Digital Natives?

2020 ◽  
Vol 5 (8) ◽  
pp. 1004-1009
Author(s):  
Muhammad Syah Fibrika Ramadhan ◽  
Nisrina Anggi Syahputri
Keyword(s):  
Baby Boomers ◽  
Online Shopping ◽  
Brand Choice ◽  
Transportation Cost ◽  
Digital Natives ◽  
Shopping Behavior ◽  
Three Generations ◽  
Significant Difference ◽  
The Difference ◽  
The Way

As the technology develop rapidly, people’s life is more convenient in many aspects. For instance, technology is facilitating the way people shop. In this day and age, people does not need to go to market to buy things they want as they can get it by online shopping. This way is certainly saving the time, the money as well because they do not need to pay the transportation cost. However, with the assistances that technology offered, not all people are overly dependent on technology. Some of them, mostly baby boomers gen, tend to life the old-fashioned way. This research aims to find out the difference among three generations, including baby boomers, millennials, and digital natives in their dependence on technology and how it affects their shopping behavior including the shopping objective, shopping frequency, deciding online or offline, shopping hour as well as brand choice. This study investigated about 138 persons, consisted of 30 (22%) baby boomers, 34 (25%) millennials, and 74 (53%) digital natives. The data were collected using the questionnaire consisted of 29 questions related to daily interaction to technology and shopping behavior. Oneway ANOVA was used to analyze the data. The result shows that among baby boomers, millennials, and digital natives have different responses of their technological dependence relating to shopping behavior. However, there is no significant difference among three generations. Each generation have different trait of shopping. Thus, the marketer should to know what kind of generation of their target in order to give the appropriate marketing.

scholarly journals Hispanics in the U.S. Labor Market: A Tale of Three Generations

2018 ◽  
Vol 2018 (1809) ◽  
Author(s):  
Pia M. Orrenius ◽  
◽  
Madeline Zavodny ◽  
Keyword(s):  
Labor Market ◽  
Three Generations ◽  
The U.S

Generational change in Australian school leadership

2016 ◽  
Vol 54 (2) ◽  
pp. 114-134 ◽  
Author(s):  
Phil Lambert ◽  
Warren Marks ◽  
Virginia Elliott ◽  
Natalie Johnston-Anderson
Keyword(s):  
Baby Boomers ◽  
Succession Planning ◽  
Social Implications ◽  
Leadership Change ◽  
Content Type ◽  
Gen Y ◽  
Three Generations ◽  
Generational Leadership ◽  
Gen X ◽  
Practical Implications

Purpose – The purpose of this paper is to report on a study examining the existence and perceived influence of “generational collide” for teachers and leaders across three generations – Baby Boomers, Generation X (Gen X) and Generation Y (Gen Y). The study sought to further determine if a teacher’s generation, gender, school level or position influenced their beliefs about generational leadership change. Design/methodology/approach – This study employed a cross-sectional survey using an explanatory sequential mixed methods design. A random sample of teachers and leaders from schools in the Sydney metropolitan area participated in a questionnaire (n=244) and a purposive sample of eight participants from each of the three generational groups (n=24) participated in a follow up interview. Findings – The data revealed that teachers and leaders across all three generations agreed that “generational collide” is real and is currently happening in some schools. Each generation has their own perceptions about the “collide” and often do not recognise that this may differ for other generations. In relation to the key variables, this study demonstrated that primary teachers were significantly more likely to believe that generational leadership change was happening than secondary teachers and that Baby Boomers were significantly more likely to view their staying on past retirement age as positive compared to both Gen X and Gen Y. Practical implications – The findings from this study have practical implications for system leaders charged with the responsibility of providing the supply of quality leadership for schools through effective succession planning programmes and policies. Social implications – The findings from this study have social implications for principals’ (and deputy principals’) professional associations who have the responsibility for the personal, professional and career welfare of principals and aspiring principals. Originality/value – This paper adds to the growing body of evidence around generational collide in schools by providing an Australian perspective on the phenomenon. Moreover, this paper raises important concerns for school leaders and administrators involved in leadership development initiatives at the micro, meso and macro levels. Teachers in each generation have specific beliefs around promotion, career pathways, knowledge transfer and talent retention that need to be recognised and considered in future succession planning.

scholarly journals Organizational Leadership and Work-Life Integration: Insights from Three Generations of Men

2016 ◽  
Vol 2 (1) ◽  
pp. 54 ◽  
Author(s):  
Deborah N Smith ◽  
Deborah Roebuck ◽  
Terri Elhaddaoui
Keyword(s):  
Baby Boomers ◽  
Organizational Leadership ◽  
Generation X ◽  
Exploratory Study ◽  
Online Survey ◽  
Work Life ◽  
Work Life Balance ◽  
Convenience Sample ◽  
Life Balance ◽  
Three Generations

<p>The literature has traditionally portrayed work-life balance as a women’s issue. However, working men, specifically those classified as Generation X and Generation Y, are starting to speak up and share that they too are struggling with integrating all aspects of their lives. Workers, as well as organizations can benefit when employees have a healthy work-life balance; however, the specific role of organizational leadership must be examined to determine the influence leaders play in assisting employees achieve work-life balance. In addition, further insight is needed to understand how employees in the three generations (Millennials/Gen Y, Gen X, and Baby Boomers), which predominantly comprise the current workplace, view organizational leadership in relationship to work-life balance. Since the voices of women have been studied extensively (Eagly &amp; Carli, 2007; Favero &amp; Heath, 2012; Guillaume &amp; Pochic, 2009; Jyothi &amp; Jyothi, 2012; Roebuck, Smith &amp; Elhaddaoui, 2013; Schueller-Weidekamm &amp; Kautzky-Willer, 2012), this exploratory study examines the perspectives of working men by asking how different generations of men view organizational leadership in light of work-life balance. The researchers used a convenience sample to invite men to participate in an online survey about organizational leadership, work-life balance and generational factors. One hundred one participants provided data, which the authors analyzed using qualitative data analysis techniques. Three major themes emerged. First, Generation Xers and Millennials, in particular, feel more pressure than Baby Boomers to be at home, in the community; and if they are fathers, to be present in their children’s lives. Second, technology both helps and hinders men in integrating their personal and professional lives. Third, organizations are generally more supportive of men’s multiple life roles than they were previously. However, most of the study participants still perceived that putting work first was tantamount to receiving a leadership position. A general conclusion from this exploratory study is work-life balance greatly influences men’s decisions to pursue organizational leadership opportunities. Consequently, the results suggest that organizations, in their effort to acquire and retain talented leaders, should explore and embrace new strategies that support employees in their endeavor to achieve work-life balance.</p>

Generational Differences in the Evaluation of Labor Market Leaving Models: The Example of the Baby Boomer Generation and Generation Z

2020 ◽  
Vol 133 (2) ◽  
pp. 89-104
Author(s):  
Małgorzata Król
Keyword(s):  
Labor Market ◽  
Baby Boomers ◽  
Generational Differences ◽  
Baby Boomer ◽  
Professional Activity ◽  
Baby Boomer Generation ◽  
Generation Z ◽  
Two Generations ◽  
Survey Results ◽  
Rigid Model

Considerations contained in the article cover the issues of labor market leaving models and their evaluation by the representatives of two generations: one ending and the other beginning its professional activity. Consecutive parts of the article present brief characterizations of the generations under scrutiny (Baby Boomers and Generation Z), discuss the labor market leaving models that were the subject of evaluation (the rigid, flexible, and gradual models), and showcase the results of a survey carried out among 567 representatives of the two generations. An attempt was made to verify the research hypothesis on the basis of the survey results. That hypothesis assumed the existence of differences in the evaluation of labor market leaving models by representatives of Baby Boomers and Generation Z and posited that representatives of Generation Z rate the flexible and gradual models higher than representatives of the Baby Boomer generation, while the Baby Boomer generation rates the rigid model higher than Generation Z.

Labor Market Attitudes and Retirement

1982 ◽  
Vol 27 (5) ◽  
pp. 368-368
Author(s):  
Lois F. Copperman ◽  
Donna Stuteville
Keyword(s):  
Labor Market
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