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Xander D. Lub, Rob J. Blomme and P. Matthijs Bal
This research aims to shed light on organizational citizenship behaviors (OCBs) of different generations of hospitality workers in relation to their psychological contract. The…
Abstract
This research aims to shed light on organizational citizenship behaviors (OCBs) of different generations of hospitality workers in relation to their psychological contract. The psychological contract, which describes employees' implicit expectations of their employer, is related to a range of work-related outcomes such as commitment, turnover intention and OCB. Yet, virtually no studies have explored the psychological contract or OCB in a hospitality setting. These topics were approached from a generational context as a new generation of employees is entering the workplace with a reportedly different approach to work. Data were collected through face-to-face surveys on site from a sample (N=111) in 7 hotels of an international hotel chain. Findings provide evidence of generational differences in the content of the psychological contract, as well as the process through which the psychological contract impacts OCB. In particular, findings indicate that hospitality managers will increasingly have to consider motivating their staff through satisfaction of intrinsic needs for development, job content, and a pleasant working atmosphere. This was found to be particularly true for Generation Y, the youngest generation of workers.
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Steven H. Appelbaum, Maria Serena and Barbara T. Shapiro
An extensive literature search was conducted to better understand and to dispel the current stereotypes in the workplace regarding Generation X and Baby Boomers. For the purpose…
Abstract
An extensive literature search was conducted to better understand and to dispel the current stereotypes in the workplace regarding Generation X and Baby Boomers. For the purpose of the article Generation X consisted of those born between 1961 and 1981, while Baby Boomers consisted of those born between 1943 and 1960. The purpose of this article was to use an exhaustive review of eclectic/multidisciplinary literature to address six commonly held myths presented by Paul and Townsend (1993). Furthermore, it was intended to examine empirical research gathered by a literature review of the stereotypes in the workplace, to better understand the profiles and factors that motivate the Baby Boomers and Generation X, in conjunction with the following independent variables: age, productivity, motivation, training, and mentoring and job satisfaction. Selected hypotheses were tested suggesting Generation Xers are more productive, more motivated, easily trainable and exhibit higher job satisfaction levels as compared to Baby Boomers. Results were convergent and divergent in several cases worth noting. It is important for organizations to recognize the limitations that stereotypes create in the workplace. As was demonstrated by the varied research, Baby Boomers and Generation Xers are not dissimilar as employees; they possess more similarities than differences. Organizations need to engineer/design an environment of respect for both groups to create synergies between them to build and maintain a productive workforce.
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Nicky Dries and Roland Pepermans
The purpose of this empirical study is to make a contribution to career theory in general, and to the literature on high‐potential careers in particular, by examining the careers…
Abstract
Purpose
The purpose of this empirical study is to make a contribution to career theory in general, and to the literature on high‐potential careers in particular, by examining the careers of real high potentials, taking place in the twenty‐first century world of work, from the perspectives of the high potentials themselves as well as those of their organizations.
Design/methodology/approach
A total of 34 interviews were conducted within three study samples: high potentials (n=14), organisational representatives employed by the same organisations that provided the high‐potential participants (n=8), and organisational representatives employed by organisations that did not allow for interviewing of their high potentials (n=12).
Findings
The current study suggests that high potentials still have organisational‐traditional careers. High upward mobility, low inter‐organisational mobility and career self‐management emerged as key features of real high‐potential careers.
Practical implications
Implications are spelled out with respect to the “streaming” of different types of employees in the workforce and the importance of expectations management.
Originality/value
Not only are the viewpoints of individuals largely absent in the literature on high‐potential careers, the majority of publications on the subject‐matter are also non‐empirical and take a rather normative stance. The interview study presented in this paper looks into the assumptions of real high‐potential careers from the perspectives of the high potentials themselves as well as those of their organizations, providing empirical data that are interpretive and descriptive rather than normative.
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Stacy A. Mastrolia and Stephen D. Willits
While there are many articles in the popular press and practitioner journals concerning the Millennials (i.e., who they are and what we need to do about them), the academic…
Abstract
While there are many articles in the popular press and practitioner journals concerning the Millennials (i.e., who they are and what we need to do about them), the academic literature on the subject is more limited. This chapter (1) extensively reviews this literature as published in practitioner, popular press, and academic journals across disciplines including psychology, sociology, management, human resources, and accounting education, and (2) surveys the generational study literature to determine what, if any, rigorous empirical studies exist to support (or refute) the existence of a distinct Millennial generational cohort. While the popular press is voluminous when it comes to avowed generational differences between Millennials and their predecessors, there is a paucity of peer-reviewed, academic, empirical work in the area and most of the latter suffers in some way from the overarching problem with generational research: the linear relationship between age, period, and generation that results in these variables being inherently entwined. However, even absent strong empirical evidence of a unique generational cohort, the literature offers extensive suggestions about what to do about the Millennials in our classrooms and work places. This chapter better informs accounting faculty about the traits of the current generation of accounting students that are supported by empirical research versus claims made in the popular press. It argues for a more reasoned “continuous improvement” approach to Millennials while offering some classroom suggestions for accounting faculty members.
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Qualitative, case study methods were used to examine students’ expectations of and experiences with studying women and leadership. Participants were 48 undergraduate students…
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Qualitative, case study methods were used to examine students’ expectations of and experiences with studying women and leadership. Participants were 48 undergraduate students enrolled in an elective course titled Women and Leadership offered in the Leadership Studies minor curriculum at a liberal arts institution. Students perceived women and leadership as a sensitive subject fraught with potential struggles for learners, but were willing to engage in the subject in pursuit of both meaningful learning and their own utilitarian-oriented leadership development. Their experiences show the potential for transformative learning if the course content, structure, and learning environment are purposefully crafted to enable students to deal with anticipated or experienced struggles and engage in rather than resist the learning experience. The findings have implications for leadership curriculum design, course design, and pedagogy. Although this study focused on undergraduate learners in a traditional college classroom, the implications may also be relevant to a range of leadership educators and learners in various educational contexts both within and outside of academe.
Western researchers have concluded that generational groups of workers have different work characteristics and prefer different leadership styles. This paper investigates whether…
Abstract
Purpose
Western researchers have concluded that generational groups of workers have different work characteristics and prefer different leadership styles. This paper investigates whether Western research applies equally to generational groups in Taiwan's workplaces, specifically in the higher education sector and manufacturing industry.
Design/methodology/approach
A total of 20 higher education institutions and 148 manufacturing SMEs in machinery manufacturing in Taipei were identified. After operational definitions for constructs were defined, a questionnaire was developed and administered. After data had been processed through editing, coding and tabulation, a statistical technique was selected where research expectation tests could be conducted. In order to test construct validity, factor analysis was also performed. Multivariate analysis of variance (MANOVA) was conducted to test for any significant differences between the variables under investigation.
Findings
The research shows that generational groups in manufacturing industry have different work characteristics and require different leadership styles, while there were no differences in work characteristics and preferred leadership style for generational groups in the education sector.
Originality/value
The results of this research provide some direction for leaders and researchers. Leaders should recognise the different work characteristics between generational groups and apply leadership styles that will positively contribute to employee motivation.
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Ann Feyerherm and Yvonne H. Vick
Seeks to undertake research of Generation X women in high technology in order to determine what type of corporate environment would support their needs for professional success…
Abstract
Purpose
Seeks to undertake research of Generation X women in high technology in order to determine what type of corporate environment would support their needs for professional success, personal fulfillment, and sustain longer‐term employment.
Design/methodology/approach
This qualitative study looked at high‐potential Generation X women (born between 1965‐1980) within the high‐technology industry and explored their relationship with work which means how they interact with bosses, peers, subordinates, and the corporate culture.
Findings
The study found that, for Generation X women, personal fulfillment was intrinsically connected to professional success, and that they wanted support from their companies in terms of mentors for guidance and development, opportunities to excel, recognition for efforts, relationships, and flexibility to achieve work/life balance.
Research limitations/implications
The sample size was small and, while the research applies to the high‐technology industry, care would need to be taken in wholesale application to all industries. The way Generation X women perceive the importance of work/life balance carries implications for corporations in terms of training, development, promotional practices and corporate culture.
Originality/value
If companies can provide a cultural environment to support attainment of professional success and personal fulfillment as defined by these women, it may provide a link to longer‐term employment, reduced employee turnover, and improved bottom line corporate performance.
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In recent years there has been discussion in the management and organisational literature on generational differences and how they may impact on the design of workforce…
Abstract
In recent years there has been discussion in the management and organisational literature on generational differences and how they may impact on the design of workforce strategies. However, much of the discussion appears to be based on observation rather than large empirical work. Indeed, I would argue that wider support for the requirement to manage the workforce around X and Y issues is absent. For example, employers of choice are looking to win talent by tailoring employment policy to capture the dynamism of the modern era rather than discrete generational values. Significantly, the bulk of generational data cited by popular writers is subjective, non‐representative, makes use of single‐point‐of‐time data and uses retrospective comparisons. Importantly, scholarly literature does not draw arbitrary and abrupt lines between generations. In seeking to determine a preferred workforce strategy organisations would be better served by acknowledging the technical, economic, political and social dynamism of modern life rather than the flawed conclusions of popular generational literature.
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Danilo Sirias, H.B. Karp and Timothy Brotherton
This paper seeks to examine the attitudes of the largest groups in today's workforce, the baby boomers (born between 1945 and 1962) and generation X (born between 1963 and 1982…
Abstract
Purpose
This paper seeks to examine the attitudes of the largest groups in today's workforce, the baby boomers (born between 1945 and 1962) and generation X (born between 1963 and 1982) on team formation. The study measures individualism‐collectivism levels on five dimensions in both groups.
Design/methodology/approach
Based on survey research (n=434), data were analyzed using factor analyses (extraction and rotation choices) consistent with previous research.
Findings
The findings demonstrate that an updated paradigm for team‐building needs to be developed that encourages individual identity and personal values as well as those of the group.
Research limitations/implications
The authors did not examine all of the potential social and cultural influences on team behaviour (e.g. nationality, ethnicity or religious influences). Future research should attempt to either measure or control for more of these variables.
Practical implications
Past management paradigms on team formation must be adapted to current managerial needs. The “melting‐pot” analogy, where individual team members completely subordinate themselves to the needs of the team, is obsolete. A more appropriate analogy would be the “salad bowl”, where individuals work together, yet do not have to give up their individuality. This paradigm might pose new challenges in its implementation, but the greater acceptance of diversity can, paradoxically, foster a greater level of authentic team spirit.
Originality/value
This research examines the generational effects on teamwork within a changing workforce. Managers directly involved with team formation and maintenance are likely to be those who benefit most from this research. However, everyone involved in a team‐based environment should find it useful.