3W1H Approach to Understand the Millennial Generation

The chapter examines all the facets belonging to the Millennial generation. The utility to understand this generation is to evolve strategies to keep this workforce engaged and retained in their organizations. The chapter under “Who” incorporates all the generations both before and after the Millennials. Millennials, in specific, share birth years from 1980 to 2000 and are 2 billion in number out of 7.4 billion people. Secondly, the chapter includes the “Why” of Millennials asserting the events and situations that have made them “Millennials.” It comprises primarily of factors like technology, social media, economy, education, employment, and culture and lifestyle, which are discussed in length in the chapter. Thirdly, the “What” about Millennials informs readers of things required to know about this generation. It consists of work motivations and work values exhibited by Millennials. Finally, the chapter takes account of “How” to engage and retain this generation and gives an account of certain job resources.

Talent Management as a Part of Sustainable Human Resources Management

The development of knowledge society and the conception of human capital stimulated creation of a different view to human resources. The key factors of company success are not just material and financial sources; greater attention is given to talents. Human resources present most important strategic assets of a company. Employees that can be marked as “talents” have the greatest importance. Organizations receive talents differently, which is caused by different environments and conditions. Implementation of talent management in practice is not yet distinct, since there is a lack of process idea. The chapter focuses on an overview of the opinions of experts on talent management in literature, identification and evaluation of career building of employees in an industrial company in Slovakia, with suggestions on the application of a talent management model.

Predicting Employee Performance

The research aims to perform an intergenerational analysis regarding the impact of counterproductive behavior and contextual performance on employees' task performance. The analysis is performed on a convenience sample of 165 employees from three different generations who work in the banking system. The results show that (1) 33.50% of task performance variance is determined by the variance of contextual individual performance and counterproductive behavior, (2) 13% of the variance of contextual individual performance can be explained by the variance in counterproductive behavior, (3) 33.70% of the variance of contextual organizational performance can be explained by the variance of task performance and counterproductive behavior. In addition, significant differences appear regarding the influence of (1) the counterproductive behavior on the contextual performance (Generation X vs. Y), (2) the contextual individual performance on task performance (Generation X vs. Z), and (3) the counterproductive behavior on the contextual individual performance (Generation Y vs. Z).

Performance Measurement Systems for Healthcare Organisations

This chapter deals with the performance measurement systems (PMS) for healthcare organisations topic. PMS have been proved to be a widely used management tool to control, monitor, and manage performance and, extensively, organisations. However, most of the developed works have focused on industrial organisations, being the application of this topic to health organisations not fully exploited. This chapter brings, based on scientific literature, some sound reviews that could be the starting point for researching activities in this topic. Then, it shows an overview of performance measurement elements applied to healthcare organisations from different optics such as efficacy, quality, adequateness, use of ICT and sustainability at both intra- and inter-organisational contexts.

Addressing Sustainability and Industry 4.0 to the Business Model

Industry 4.0 drivers and sustainability are topics increasingly referred to as part of the firm's strategy. Business value creation must be linked to sustainability and be designed on the road to the Industry 4.0. Technological advancements can bring about countless opportunities for growth and success in achieving humanity's set goals fitting the challenges of sustainability. This seminal work attempts to explore how Industry 4.0 creates opportunities to promote business sustainability. Based on the concepts of sustainability, business model, and the Industry 4.0 drivers, this chapter aims to provide insightful information on the potentials of exploring business model in the age of Industry 4.0.

Corporate Social Responsibility as a Part of the Strategies for Business Sustainability Based on the Innovative Activity Development

This chapter identifies the most effective measures of corporate social responsibility pillars that prompt the CSR implementation as an innovative tool for modern business. Differences between the respondents' education level and the level of their awareness with the concept of CSR are researched. Primary data were collected by conducting the survey in 2019; statistical analysis of data was performed using software SAS: analytics, business intelligence, and data management. The results showed that research and development in the field of environmental protection, development of qualification, skills of employees and conducting a systematic stakeholders' survey about the company's activities are the most effective measures to improve innovation through CSR. The research found that the level of education affects the level of knowledge about CSR, and the job title of the respondents has no effect on the level of CSR concept awareness. The study also provides significant recommendations for improving the level of CSR implementation that can be used by all kinds of business.

Predictive Factors of Attitude Towards Online Disruptive Advertising

By leveraging knowledge of subconsciousness seducing technique combined with building algorithms capable of analyzing internet users' needs as well as providing relevant information, disruptive ads that appear abruptly (in terms of the timing, placement, and method of ending/closing the content) in web pages and mobile applications are accepted as a quality effective means of consumer persuasion. This present study proposed uncertainty avoidance, perceived usefulness, and openness personality trait as the predictors of attitude towards online disruptive advertising. Participants of this study were 137 Indonesian internet users (75 males, 62 females, Mage = 23.02 years old, SDage = 3.367 years). Multiple linear regression analysis showed that only perceived usefulness and openness personality trait are able to predict the attitude (i.e., in positive directions). The uncertainty-certainty paradoxes contained in disruptive advertising are discussed to understand the psychological dynamics involved in a facet of the attitude ambiguity.

Strategies for Business Sustainability in a Collaborative Economy

The increasingly complex and turbulent 21st century work environment poses challenges for businesses that can threaten their long-term sustainability. Given the rapid developments in technology, increasing rates of employee turnover, skills shortages, and changing expectations from Generation Z, the youngest generation now entering the workforce, organizations are recognizing the importance of developing a career resilient workforce. Individual employees' career resilience frames their capacity to respond when faced with career challenges, allowing them to continue functioning effectively, adapt in a flexible manner, and to successfully deliver work outcomes. To sustain a resilient workforce, managers must actively plan, develop, and deploy human resource management initiatives aimed at instilling career resilience in the youngest workplace entrants. By strategically designing generationally-appropriate management practices to maximize Generation Z talent, organizations can bolster their business sustainability to remain competitive in the changing economy.

Firm-Specific Moderators in Recovery From Brand Scandals

The aim of this chapter is to investigate the firm-related factors that moderate the effect size of corporate scandals that brands are faced with at times. The issue is analyzed from consumer market and capital market perspectives. An extensive literature review is presented to reveal the existing viewpoints and applications in this aspect. Among the firm-specific factors discussed are brand equity, firm size and industry, corporate reputation, social responsibility, CEO traits, source, and timing of disclosure. It is concluded that although brand scandals are hard to control, depending on various conditions related to both the firm and industry, their effect size can at least be managed with a proactive approach, which is handled at the strategic level.

The Role of the State in Optimizing Communication Between Generation Z and Migrants in the Human Resources Management

The aim of this work is to develop methods of government migration policy in order to motivate migrants to joint economic activities, especially with generation Z. The goals of a developed state are to include migrants in social, political, and economic institutions to increase the welfare of their citizens, as in the short-term, so in the long run. Migrants who are not suitable for the realization of the interests of indigenous peoples should be repatriated (deported). Migrants can run away from hostilities; they can run away from poverty. The game-theoretic model built in the article made it possible to identify the fundamental features of the process of harmonizing the interests of the state (government) and migrants. To implement the motivation of migrants, the chapter offers an example of consistent general trainings that migrants must successfully develop for successful joint activities with Generation Z.