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The purpose of this study is to gain more understanding of how competence might matter from the perspective of well-being at work. The authors explore how perceived competence is connected to perceived work-related well-being among Baby Boomer, Generation X and Generation Y employees.

The authors explore how perceived competence is connected to perceived work-related well-being among Baby Boomer, Generation X and Generation Y employees. The frames of reference of the study are based on literature on employee well-being (measured with work engagement and overcommitment) and competence, as well as on generational discussions. The quantitative, questionnaire-based study was conducted in 88 companies in Finland, with the total number of respondents being 4,418.

The main finding was that perceived competence related to current duties is statistically significantly connected to employee well-being. The results indicate that high competence results in high employee well-being in all generational groups. Further, Generation Y estimated their work well-being, both in terms of work engagement and overcommitment, lower than Baby Boomers or Generation X. The results suggest that developing competence of employees in organizations seems to be an important means to also support work well-being. It is especially important to pay attention to that among Generation Y, who take their first steps in working life. Competence is a meaningful factor for coping in working life in continually changing work environments. Incompetence is not just a factor for poor performance but also a potential threat to employee well-being.

Most of the competence/workplace learning results research concentrates on cognitive competence and skills, often from the employers’ benefit viewpoint (useful skills, productivity increase). This study starts from the finding that new generations of workers rather look for a meaningful work life, and thus, a feeling of having the necessary competences directly improves their well-being and, thus, life quality. Furthermore, the study is based on an original questionnaire-based study conducted in 88 companies in Finland, with the total number of respondents being 4,418.

This paper describes the findings of an European four‐country study that attempted to pinpoint the practical impediments the small enterprises face when attempting to use information technology (IT) as an aid in their personnel training. The study was made using the Delphi technique, interviewing 120 specialists (company owners, software and IT producers, training providers) in four countries. The results suggest that most of the small companies are not yet ready to use the latest IT technologies in their personnel training, but there may be a “trickle‐down” effect from the bigger companies in some countries. The results furthermore suggest that the new IT solutions seldom deliver what they promise for the small companies. It seems that the significant impediments are the factors that the IT solutions were supposed to solve, namely freedom of time, space and pre‐described content. It seems that not many of the IT training solutions are developed with the small companies’ needs in sight, and a more close cooperation between the actors and tailoring of the IT products are often needed when planning this kind of training.

Learning by doing can be costly, the more so the more complex the systems involved – just think of products such as space shuttles and organisations such as big supplier networks. Entering all new situations requires some learning, and in some situations learning can take place in a non‐cost environment in the form of simulations and role plays. This paper presents a methodology developed at the University of Kosice for managing quality systems in virtual organisations. The paper shows the principles, assumptions, and the procedure of a case role play for organisations establishing a virtual organisation to benefit from a lucrative opportunity that has emerged on the market. The paper speaks of the benefits of role play as both forum and tool for learning, especially in networked organisations. It seems evident that similar benefits would be achieved without the role play.