GENERATION DIFFERENCES IN BUSINESS LIFE AND GENERATION Z

2021 ◽  
Vol 6 (16) ◽  
pp. 47-68
Author(s):  
Şerife DURMAZ ◽  
Bülent OKUMUŞ
Keyword(s):  
Labor Markets ◽  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
New World ◽  
Social Economic ◽  
Working Life ◽  
Baby Boomer Generation ◽  
Working Environments ◽  
Generation Z

For successful interaction and communication to occur in organizations, it is necessary to understand the characteristics of each generation and what motivates them to be successful and good employees. In an organization, many of the employees' values and attitudes towards work can be quite different from previous generations, and managers need to take these generational differences into account in order to effectively manage the workforce. Strauss and Howe (1991) identified eighteen generations throughout four centuries of American history, dating back to the first New World colonizers. In this study, the differences in working orientations and attitudes between generations within the scope of the Traditional Generation, Baby Boomer Generation, X Generation, Y Generation and Z Generation, which are the generations that affect / will affect today's working life, are discussed. After explaining what kind of environment these generations were born into and how they were affected by social, economic and environmental conditions, it was examined how these generations achieved unity in their working environments. It has been contributed to the recognition of Generation Z by their managers and colleagues, who have just entered or will enter the labor market, and to learn what kind of working group they are/will be faced with, and suggestions are made for the future labor markets.

“We aren't your reincarnation!” workplace motivation across X, Y and Z generations

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ali B. Mahmoud ◽  
Leonora Fuxman ◽  
Iris Mohr ◽  
William D. Reisel ◽  
Nicholas Grigoriou
Keyword(s):  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
Structural Equation ◽  
Work Motivation ◽  
Working Environment ◽  
Cultural Perspective ◽  
Content Type ◽  
Generation Z ◽  
Workplace Motivation

PurposeThe primary purpose of this research is to examine generational differences in valuing the sources of employees' overall motivation in the workplace across Generation X, Generation Y and Generation Z with a view of assisting managers in making employment decisions and maintaining multigenerational staff.Design/methodology/approachThe respondents in the study live and work in Canada and provided answers to self-administered online surveys between the fourth quarter of 2017 and the end of January 2020. To assess subjects' work motivation, the study employed Gagné et al.'s (2014) multidimensional work motivation scale (MWMS) alongside a three-item measure of employees' overall motivation (designed for this study). The authors assessed measures of validity and reliability and tested the hypothesis about generational differences in work motivation using structural equation modelling (SEM).FindingsThe six motivators regress differently to employees' overall motivation. Generation Z is more sensitive to amotivation than Generation X and Generation Y. Extrinsic regulation-material is a valid source of overall work motivation for Generation Z only. Only Generation X values extrinsic regulation-social as a source of employees' overall motivation. So is introjected regulation by Generation Y. Unlike Generation Z, both Generation X and Generation Y employees value identified regulation as a source of overall work motivation. Finally, intrinsic motivation contributes more to Generation Z employees' overall work motivation than it does for Generation X and Generation Y.Research limitations/implicationsFurther work needs to be done to establish whether variations in valuing the sources of motivation may also be spawned by age or status of the respective groups. Future investigations can expand the authors’ focal theme to include additional organisational outcomes, alternative geographical settings and/or include country's economic development as an additional variable. Moreover, further research can address the implications of national culture on shaping generational differences in employee's motivation as well as aiding companies to redesign work tasks considering today's uncertainty as well as increasingly competitive, global environment (e.g. the rise of artificial intelligence).Practical implicationsIt is vital to offer motivators that are valued by each of the three generations, i.e. X, Y and Z, before being able to attract the best candidates of each generation. Organisations should not only create an inclusive and understanding multigenerational working environment but also be able to communicate strong branding via new communication channels successfully (e.g. social media networks), which Generation Yers and Generation Zers utilise better than any other generation in employment. Finally, the authors suggest that service organisations with diverse generational composition should adopt new measures of workplace agility to survive interminable disruptions (e.g. the coronavirus disease 2019 [COVID-19] pandemic).Originality/valueThis is the first study of its kind to examine generational differences between Generation X, Generation Y and Generation Z in valuing workplace motivation from a western cultural perspective.

scholarly journals The relationship between individual innovativeness and belonging to different generations

2020 ◽  
Vol 10 (2) ◽  
pp. 87-97
Author(s):  
Asta Savanevičienė ◽  
Gita Statnickė
Keyword(s):  
Baby Boomers ◽  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
Generational Diversity ◽  
Short Overview ◽  
Generation Z ◽  
Individual Innovativeness ◽  
The Relationship

Abstract   This article, applying the cohort perspective, which views generations simply as collections of people born in a given period of time, analyses the relationship between individual innovativeness and belonging to different generations. The article provides the generation conception, gives a short overview of generational diversity, focuses on generational differences, discusses theoretical aspects of individual innovativeness and analyses individual innovativeness among the representatives of four generations: the Baby Boomers, the Generation X, the Generation Y and the Generation Z.   Keywords: Generation, the Baby Boomers, the generation X, the generation Y, the generation Z, individual innovativeness.

Analysis of the Nascar Hall of Fame Exhibition Event: A Generation-Based Market Segmentation Approach

2019 ◽  
Vol 23 (6) ◽  
pp. 913-926
Author(s):  
Kakyom Kim ◽  
Giri Jogaratnam
Keyword(s):  
Generation X ◽  
Market Segmentation ◽  
Generation Y ◽  
Generational Differences ◽  
The Past ◽  
The Us ◽  
Segmentation Approach ◽  
Research Findings ◽  
Hall Of Fame ◽  
Southeastern Region

Research findings on generations have been becoming useful for event organizers and destination developers over the past decades. The current study investigated generational differences in exhibition dimensions, satisfaction, and future intentions along with trip characteristics of visitors to the NASCAR Hall of Fame Exhibition event held in a medium-sized city in the southeastern region of the US. Analysis confirmed the existence of six exhibition dimensions labeled as "exhibits," "staff," "facility," "concessions," "audio tours," and "hard cards" on the event. As part of the most substantial results, there were both dissimilarities and similarities in the exhibition dimensions across four generations including "Matures," "Baby Boomers," "Generation X," and "Generation Y." Analysis also suggested significant differences in exhibition visitors' overall satisfaction, future intentions, and trip characteristics across the generations. Some useful implications are discussed for exhibition event managers and organizers.

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 DIFFERENCES IN ASSESSING SELLERS' BEHAVIOUR BY THE CUSTOMERS OF BABY BOOM, X, Y AND Z GENERATIONS

2019 ◽  
Vol 7 ◽  
Author(s):  
Jana Kovaľová ◽  
Zuzana Birknerová ◽  
Miroslav Frankovský ◽  
Eva Benková
Keyword(s):  
Generation X ◽  
Generational Differences ◽  
Baby Boom ◽  
Business Environment ◽  
Added Value ◽  
Generation Z ◽  
Questionnaire Method ◽  
Buying Behaviour ◽  
Main Factor

The role of sellers is changing in a turbulent business environment and only the sellers who provide first class services and approach to them in a responsible way can survive among competitors. Customers perceive it as an added value and have a good feeling from buying. It is just sellers who are becoming the main factor that contributes to the competitiveness of a whole organization. The segmentation of customers into individual generations enables us to better understand their preferences and requirements, it is then possible to predict their tendencies in buying behaviour and thus increasing the success of sales. The main aim of the paper is to present the issue of different assessment of sellers’ behaviour by the customers of the Baby Boomers, Generation X, Generation Y and Generation Z. In connection with these differences, the aim of the research is to identify generational differences in the assessment of manipulative, assertive, stressed and engaged behaviour of sellers, as well as to analyse the determinants that affect the buying behaviour of customers. The research was conducted using a questionnaire method and mathematical-statistical methods on a sample of 207 respondents. The research results confirm the existence of statistically significant differences in assessing the determinants of sellers’ behaviour from the perspective of individual customer generations.

scholarly journals Globally Responsible Intergenerational Leadership

2019 ◽  
pp. 123-152
Author(s):  
Ceren Aydogmus
Keyword(s):  
Leadership Styles ◽  
Baby Boomers ◽  
Leadership Style ◽  
Generation X ◽  
Generation Y ◽  
Generational Cohorts ◽  
Generation Z ◽  
Generational Leadership ◽  
New Challenges ◽  
Leadership Approaches

Today's workforce is more diverse than ever, comprised of five generational cohorts: Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. As each generation has its own values, beliefs, and expectations, their leadership preferences pose new challenges for organizations. In this chapter, leadership approaches are discussed, and the differences and similarities among preferred generational leadership styles are examined. The purpose of this chapter is to determine an appropriate leadership style that meets the needs of all generations, and globally responsible inter-generational leadership has been suggested as the most effective approach.

scholarly journals GENERATION Y AND GENERATION Z EMPLOYMENT EXPECTATIONS: A GENERATIONAL COHORT COMPARATIVE STUDY FROM TWO COUNTRIES

2021 ◽  
Vol 24 (3) ◽  
pp. 93-109
Author(s):  
Dana Egerová ◽  
Lenka Komárková ◽  
Jiří Kutlák
Keyword(s):  
Generation Y ◽  
Psychological Contract ◽  
Generational Differences ◽  
Slovak Republic ◽  
Future Research ◽  
Generational Cohort ◽  
Online Questionnaire ◽  
Generation Z ◽  
Cohort Differences ◽  
Cohort Theory

Generational differences in work values and workplace expectations have become a widely discussed research and intervention topic in recent years. However, little is known about Generation Z, who are now entering the labour market, and this presents challenges to both researchers and companies. Therefore, the primary purpose of the present study is to extend generation research by examining generational cohort differences in workplace expectations, specifically between Generation Z and the previous closest generation, Generation Y. The study is also intended to add to the limited empirical evidence of the workplace expectations of the most recent Generation Z. The theoretical framework guiding this study includes generational cohort theory and anticipatory psychological contract dimensions: job content, career development, social atmosphere, the fairness of organisational policies and rewards. The study was based on an online questionnaire survey. Data was collected from a sample of 1,000 respondents for the Czech Republic and 600 for the Slovak Republic including Generations Y and Z in the ratio 1:1. The generational differences in the workplace expectations, controlling the effects of gender and country, were investigated using multiple linear regression. The overall findings of the study indicate that both generations are more similar than different regarding their future employment expectations. We also find that those preferences may be more heterogeneous within a homogeneous group than across generational cohorts. The findings specifically indicate that some characteristics, such as geographical environment, professional experience and gender may shape employment expectations more than generational difference. The study suggests that companies also need to appreciate heterogeneity within a homogeneous generational group instead of treating current or prospective potential employees simply as members of one generation. The directions of future research, as well as the limitations of the study, are discussed.

New Learning for New Students

2016 ◽  
pp. 819-837
Author(s):  
John K. Hope
Keyword(s):  
Higher Education ◽  
Generation Y ◽  
First Generation ◽  
Rapid Onset ◽  
Baby Boomer Generation ◽  
Generation Z ◽  
New Students ◽  
Widespread Availability ◽  
Demand Changes ◽  
New Generation

When the post-world war two ‘baby boomer' generation reached school age, education changed. Massive increases in student numbers required changes to teacher education, enormous investment in new schools and changes in pedagogy. Each succeeding generation has been different, and of necessity, education has changed to reflect the needs and aspirations of the new generation. Generation Y students are now in higher education, the first Generation Z students will soon be entering higher education. Both groups are showing signs of being different to their seniors. This difference implies changes to higher education learning. Compounding the need for Generation Y and Generation Z instigated changes to higher education has been the rapid onset of new forms of technologically infused learning, some generated by an industry desperate to maintain its influence on education as the market for paper-based books and journals declines, others generated by the ubiquitous nature of everyday life technological innovations such as social media, and more recently, the widespread availability of tuition fee-free MOOCS. This chapter will chart the generational and technological changes that are likely to increasingly demand changes to learning in schooling and higher education. Possible future change scenarios are also suggested.

Satisfaction with work and person–environment fit: are there intergenerational differences? An examination through person–job, person–group and person–supervisor fit

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrée-Anne Deschênes
Keyword(s):  
Generation X ◽  
Generation Y ◽  
Generational Differences ◽  
Structural Equation ◽  
Current Knowledge ◽  
Three Dimensions ◽  
Equation Modeling ◽  
Content Type ◽  
Generational Diversity ◽  
Managerial Practices

PurposeThrough three dimensions of person–environment (PE) fit, namely person–job (PJ) fit, person–group (PG) fit and person–supervisor (PS) fit, this paper examines generational differences on which dimension is more important to explain Baby Boomers', Generation X's and Generation Y's satisfaction with work.Design/methodology/approachGathered from a sample of 1,065 employees in the province of Québec, Canada, data were analyzed through one-way ANOVA and structural equation modeling.FindingsThe findings suggest that Generation X scored lower on satisfaction with work, that there is a difference in the level of PG fit and PS fit between the generations, and that PJ fit explains satisfaction with work for all generations, while PG fit is significant only for Generation Y employees.Practical implicationsThis paper sheds light on the importance for practitioners, when implementing human resource (HR) policies and strategies aiming to increase satisfaction with work, of prioritizing PJ fit and to consider PG fit for Generation Y members.Originality/valueThis research provides a meaningful contribution to current knowledge on generational diversity in the workplace and its impact on managerial practices by examining different levels of satisfaction with work and of PJ, PG and PS fit for three generations and the importance of each type of fit in explaining satisfaction with work for theses generations.

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