Search results

This paper explores, which employer attractiveness attributes Generation Z (Gen Z) talents prioritize. Comparing the findings for female and male participants, this study examines whether gender-specific work value orientations prevail among Gen Z talents and impact their expectations toward employers.

A survey was conducted among 308 students of business, economics and management in Germany. Data were collected using the employer attractiveness scale of Berthon and colleagues (2005) complemented by an additional dimension focusing on work–life balance.

Findings indicate that Gen Z talents primarily expect a fun work environment, a positive team atmosphere and supportive relations with colleagues and superiors. Application aspects and work–life balance enabling services are expected the least. Expectations of four of the six attributes measured differ significantly among women and men, indicating that traditional gender assumptions continue to be reflected in the work value orientations of Gen Z talents.

The sample was limited to business, economics and management students in Germany. Additional research should include a wider variety of respondents of different disciplines and countries.

Practical implications refer to emphasizing the social value of employment in the employee value proposition and customizing employer branding activities by gender.

This study contributes to the literature by empirically determining which employer attractiveness attributes Gen Z talents expect and whether and how these expectations vary by gender.

This field study aims to investigate the interactive relationships of millennial employee’s gender, supervisor’s gender and country culture on the conflict-management strategies (CMS) in ten countries (USA, China, Turkey, Germany, Bangladesh, Portugal, Pakistan, Italy, Thailand and Hong Kong).

This exploratory study extends past research by examining the interactive effects of gender × supervisor’s gender × country on the CMS within a single generation of workers, millennials. The Rahim Organizational Conflict Inventory–II, Form A was used to assess the use of the five CMS (integrating, obliging, dominating, avoiding and compromising). Data analysis found CMS used in the workplace are associated with the interaction of worker and supervisor genders and the national context of their work.

Data analysis (N = 2,801) was performed using the multivariate analysis of covariance with work experience as a covariate. The analysis provided support for the three-way interaction. This interaction suggests how one uses the CMS depends on self-gender, supervisor’s gender and the country where the parties live. Also, the covariate – work experience – was significantly associated with CMS.

One of the limitations of this study is that the authors collected data from a collegiate sample of employed management students in ten countries. There are significant implications for leading global teams and training programs for mid-level millennials.

There are various conflict situations where one conflict strategy may be more appropriate than others. Organizations may have to change their policies for recruiting employees who are more effective in conflict management.

Conflict management is not only important for managers but it is also important for all human beings. Individuals handle conflict every day and it would be really good if they could handle it effectively and improve their gains.

To the best of the authors’ knowledge, no study has tested a three-way interaction of variables on CMS. This study has a wealth of information on CMS for global managers.

The purpose of this paper is to examine the mediating effect of psychological contract breach on the relationship between job insecurity and counterproductive workplace behavior (CWB) and the moderating effect of employment status in this relationship.

Data were collected from 212 supervisor–subordinate dyads in a large Chinese state-owned air transportation group. AMOS 17.0 software was used to examine the hypothesized predictions and the theoretical model.

The results showed that psychological contract breach partially mediates the effect of job insecurity on CWB, including organizational counterproductive workplace behavior and interpersonal counterproductive workplace behavior. In addition, the relationships between job insecurity, psychological contract breach and CWB differ significantly between permanent workers and contract workers.

The present study provides a new insight into explaining the linkage between job insecurity and negative work behaviors as well as suggestions to managers on minimizing the harmful effects of job insecurity.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Firms seeking to attract Gen Z talents need to offer an employee value proposition that considers the attributes most important to the prospective candidates. Through tailored employee branding, marketing campaigns can prove effective by also accounting for gender differences in what is prioritized.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.