scholarly journals The Digital Bridge: A Boomer's View of Course Management Software in the Gen Y Classroom

2009 ◽  
Vol 23 (2) ◽  
pp. 174-177 ◽  
Author(s):  
Michael W. Shreeve
Keyword(s):  
Generation Y ◽  
Digital Technology ◽  
Baby Boomer ◽  
Educational Process ◽  
Management Software ◽  
Gen Y ◽  
Baby Boomer Generation ◽  
Course Management Software ◽  
Student Cohorts ◽  
Current Student

Today's Generation Y student population entered adulthood in a world immersed with digital technology. This commentary discusses the migration of educators, primarily from the Baby Boomer generation, in the use of digital technology as part of an educational process designed to engage current student cohorts.

Response of the labor market to the needs and expectations of Generation Z

e-mentor ◽  
2020 ◽  
Vol 86 (4) ◽  
pp. 87-94
Author(s):  
Martyna Bieleń ◽  
◽  
Jakub Kubiczek ◽  
Keyword(s):  
Labor Market ◽  
Generation Y ◽  
Baby Boomer ◽  
Professional Life ◽  
Generational Change ◽  
Baby Boomer Generation ◽  
Generation Z ◽  
Research Gap ◽  
Different Characteristics

We are witnessing a generational change in the labor market. The baby boomer generation is replaced by the representatives of the Z generation. The different environment in which they grew up, especially the technology advancing over several decades, has resulted in these generations having completely different characteristics. The conditions of a given generation influence the needs and expectations in private and professional life. This becomes a challenge for employers who have to adjust workplaces to their needs. Moreover, the working atmosphere can be an important factor in the employer's competitiveness in the labor market. Literature studies have shown that although there are many studies on Generation Y (preceding), there are few studies describing Generation Z in the labor market, thus creating a research gap. The purpose of this study was to analyze companies operating in Poland in terms of adapting their workplaces to the Z generation. The main focus of the study are issues related to a friendly atmosphere in the office, the latest technology, ambassador programs, internships and apprenticeships, benefit packages, onboarding and CSR. According to research enterprises make changes in order to adapt to generation Z, however, they do not manifest them excessively. Firms and organizations should consider development report on adjustments to generational change in the labor market.

scholarly journals PERBEDAAN NILAI-NILAI KERJA GENERASI BABY BOOMER, GENERASI X DAN GENERASI Y (Survey Pada Karyawan Hotel Provinsi Jawa Barat)

2021 ◽  
Vol 11 (1) ◽  
pp. 79-91
Author(s):  
Rita Yuni Mulyanti
Keyword(s):  
Generation X ◽  
Generation Y ◽  
Baby Boomer ◽  
Work Life ◽  
Work Life Balance ◽  
Primary Data ◽  
Life Balance ◽  
Baby Boomer Generation ◽  
Hotel Employees ◽  
Post Hoc

Setiap generasi memiliki nilai-nilai yang dibentuk oleh peristiwa-peristiwa penting dalam sejarah yang mengubah arah perkembangan masyarakat tempat generasi itu dibesarkan secara fundamental. Peristiwa ini memengaruhi nilai, preferensi, dan perilaku saat bekerja. Artikel ini menjelaskan tentang perbedaan nilai yang dianut oleh generasi baby boomer, generasi X, dan generasi Y di tempat kerja.  Metode penelitian yang digunakan dalam penelitian ini adalah deskriptif kausatif, dengan data primer yang dikumpulkan melalui survei pada 400 orang karyawan hotel di Provinsi Jawa Barat.  Sebanyak 55 orang karyawan generasi baby boomer, 144 karyawan generasi X dan 201 karyawan generasi Y telah mengisi kuesioner. Data yang diperoleh dianalisis menggunakan uji Kruskall Wallis dan dilanjutkan dengan uji post hoc dengan uji Mann Whitney.  Hasil analisis data menunjukkan adanya perbedaan nilai-nilai antara generasi baby boomer, X dan Y. Generasi baby boomer memiliki kepatuhan yang berbeda dengan generasi X dan generasi Y.  Generasi baby boomer dan generasi Y juga memiliki perbedaan nilai-nilai yang berkaitan dengan work life balance. Selain itu juga ditemukan perbedaan antara generasi X dengan generasi Y pada nilai-nilai yang berkaitan dengan kepatuhan, work life balance dan pengaruh.  Perbedaan nilai-nilai generasi perlu dikelola dengan baik agar dapat bersinergi dalam mencapai tujuan perusahaan.Kata kunci: Nilai-nilai generasi, generasi X, generasi Y, baby boomer, uji beda, Kruskall Wallis ABSTRACTEach generation has values shaped by important events in history that fundamentally changed the direction of the development of the society in which that generation was raised. These events affect your values, preferences, and on-the-job behavior. This article describes the different values held by the baby boomer generation, generation X, and generation Y in the workplace. The research method used in this research is descriptive causative, with primary data collected through a survey of 400 hotel employees in West Java Province. A total of 55 employees of the baby boomer generation, 144 of the X generation and 201 of the Y generation employees have filled out the questionnaire. The data obtained were analyzed using the Kruskall Wallis test and followed by the post hoc test with the Mann Whitney test. The results of data analysis show that there are differences in values between the baby boomer generations, X and Y. The baby boomer generations have different obedience from generation X and generation Y. The baby boomer generation and Y generation also have different values related to work life balance. In addition, differences were also found between generation X and generation Y on values related to compliance, work life balance and influence.  The differences in the values created need to be managed properly in order to synergize in achieving company goalsKeywords: generation values, generation X, generation Y, baby boomers, different test, Kruskall Wallis

Can the Petroleum Industry Attract and Engage GenY?

2007 ◽  
Vol 01 (03) ◽  
pp. 22-24
Author(s):  
Bruce Bullock
Keyword(s):  
Baby Boomers ◽  
Generation Y ◽  
Middle Managers ◽  
Baby Boomer ◽  
Petroleum Industry ◽  
Leadership Teams ◽  
Senior Leadership ◽  
Gen Y ◽  
Talent Pool ◽  
Demographic Challenges

The Long View - The petroleum industry's current shortage of people and the demographic challenges it faces given its older workforce are well known and well documented. The cyclicality, consolidation, and previous downturns in the industry have resulted in an industry with a shortage of people overall and a critical shortage of middle managers in position to succeed aging baby boomers on the senior leadership teams. As Generation Y (or Gen Y) enters the workforce, the industry's challenges have become even more critical. The industry is faced with recruiting a generation of people that is unfamiliar to older baby-boomer managers. Can the industry refresh its talent pool with this up-and-coming generation? It must—the stakes have never been higher.

scholarly journals School Administrators’ Perspectives on Teachers From Different Generations: SWOT Analysis

SAGE Open ◽  
2019 ◽  
Vol 9 (3) ◽  
pp. 215824401986149
Author(s):  
Soner Polat ◽  
Çaǧlar Çelik ◽  
Yıldız Okçu
Keyword(s):  
Baby Boomers ◽  
Generation X ◽  
Generation Y ◽  
Swot Analysis ◽  
Baby Boomer ◽  
School Administrators ◽  
Study Group ◽  
Baby Boomer Generation ◽  
New Methods ◽  
Innovation Generation

The aim of this study was to examine the perspective of school administrators with regard to teachers from different generations. In this study, the strengths, weaknesses, opportunities, and threats of each generation were examined. This study was conducted as a Strength, Weakness, Opportunity, and Threat (SWOT) analysis. The study group consisted of 26 school administrators from the Dilovası district of Kocaeli province, Turkey. According to the school administrators, the Baby Boomer generation shows their strengths with discipline and experience, Generation X with determination, and Generation Y with their abilities in technology. As for the weaknesses of each generation, Baby Boomers are against innovation and disobedient of the management, Generation X claims to know everything, and Generation Y is inexperienced. What creates opportunities for schools is that Baby Boomers manage crises and transfer experience, Generation X acts as a bridge between the generations, and Generation Y applies new methods in education. For the threats of different generations to the school, the school administrators stated that Baby Boomers hinder innovation, Generation X is disloyal, and Generation Y is inexperienced and against the system.

scholarly journals Millennial Workforce: Personality Traits and Motivating Factors

2019 ◽  
pp. 100-111
Author(s):  
Radhika Kiran Kumar
Keyword(s):  
Personality Traits ◽  
Generation Y ◽  
New World ◽  
Baby Boomer ◽  
Motivating Factors ◽  
Working Population ◽  
Gen Y ◽  
Single Generation ◽  
Younger Generation ◽  
Board Room

Children born in the 80s and 90s, the Millennials are today‘s 20 to early-30-somethings, poised to make up the majority of the workforce by 2025, and already an important part of the working population. The Millennials, also known as Generation Y, Gen Y and at least a dozen other labels, is now the largest single generation (35%) in the workforce. That makes Millennials a force to be reckoned with. That is a problem for companies who are still trying to figure out how to attract, manage, and retain a younger generation with very different values than the Baby Boomer. Millennials can no longer just be a buzzword thrown around the board room like a hot potato - it is time for organizations to embrace the new workforce majority and start understanding millennials in the workplace, and as a result, embrace the new world of work.

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

Evaluation of using Course-Management Software

2009 ◽  
Vol 57 (3) ◽  
pp. 161-166 ◽  
Author(s):  
Josephine D. Korchmaros ◽  
Nathaniel W. Gump
Keyword(s):  
Course Management ◽  
Management Software ◽  
Course Management Software
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