Handling Variation in Work Ethics and Values Across Generations in Nigeria

The chapter attempts to identify the generational cohorts operating in organizations in Nigeria and their unique work ethics through the use of empirical study to confirm the identified unique generational work ethics. This empirical study using samples from Nigeria established that there are generational differences in work ethics, but only in the means of carrying out work. The generational cohorts agree on the end of all work assignment. The chapter argued that differences in means to work, if effectively managed, will lead to innovations which would produce future wealth. After reviewing various leadership styles, the chapter concluded that servant leadership is superior to others based on empirical results which show its superiority. The chapter recommended that organizations must use servant leadership characteristics as the criteria for recruiting and promoting leaders in multi-generational workforce. The characteristics of servant leaders can be learned since they are not hereditary.

The Millennial Label

Previous research on aged-based stereotypes in the workforce has often focused on stereotypes held regarding older workers. However, the nature of stereotypes of younger employees and the labels that help reinforce negative perceptions have not been fully explored. The author addresses this gap through a qualitative analysis of two samples: a group of young professionals relatively new to the workforce and a group of more mature professionals with a breadth of experience. This chapter explores three areas: (1) the labels “Millennial,” “Generation Y,” and “Young Professional” refer to younger employees in often negative ways; (2) these labels reinforce stereotypes which can help perpetuate stereotype threat, decreased performance, a negative organizational culture, and a breakdown in interactions and learning among other negative outcomes; and (3) employees can spend a significant amount of time and energy focusing on these labels to minimize their negative impacts.

Old Company's New Leaders

Recent advancements in technology have enabled relatively young organisations to grow at a speed, and to a scale, that enables them to reach a comparable level of employer brand equity and make them as attractive to work for as much more established firms. As a result, traditional luxury organisations compete against younger, non-luxury companies for talent that might have been considered easier to attract previously. The presented study explores differences between the meaning of an attractive employment proposition for leaders from two generations of Baby Boomers and Millennial and brings forwards recommendations for attracting and sustaining leadership talent in the luxury retail sector. The study builds on the existing literature about the impact of generational differences on management practices, within the specific industry context. The results highlight misalignment in perceptions between older generation of current leaders (Baby Boomers) and younger generation of future leaders (Millennials) in the sector.

Personality Traits in Millennial Career Choice

The career choice includes factors such as personality, family, and social environment. This chapter analyzes the manner in which Millennial students choose a profession in International Business and Tourism at the University of Guadalajara, Mexico through the analysis of their personality traits. Using factor analysis and statistical independence, a Chi-square test with a sample of 419 students, the authors found that the factor structure that best fits the data was personal skills, attitudes, and academic skills. These factors provide characteristics of the type of entrepreneurial personality according to Holland's theory. The personality differences between these two professions are three: the “willingness to serve,” which is emphasized for the tourism profession instead of for the international business profession; “mathematical and language skills”; and “economic retribution” that have a greater weight for the business profession than for the tourism profession.

High Performance Teams in a Multigenerational Workforce

This chapter presents an example of high-performance teams in a multigenerational workforce in academia. Special attention is given to the new ways of working that have led to an increase in work by projects which is supported on teamwork and high performance teams. In the workplace, diversity is the new normal. High performance teams (HPTs) are a good example of how to tap on the generational intelligence of mixed age workgroups. In recent years, the trend of working in projects has increased. In the description of the practical case, the way in which teams were developed as part of the strategic planning of a Mexican business school is shown. Analyses were conducted to determine whether the performance perception of the team had a positive correlation with its productivity evaluation and if the team's rating of the value of multigenerational work could be connected to its productivity and/or the performance perception of the team members.

A Multiple-Choice Test for the Ages

After decades of research into “generations,” there is still widespread disagreement whether 1) the concept of generations is legitimate, 2) the “correct” composition of the various generations, 3) whether predictions about consistent belief systems and/or behavior by members of generations are valid. With organizational viability being dependent on maintaining successful cultures, the selection process is a critical piece of the equation. And with the presence of multiple generations in U.S. workplaces, many in positions that carry hiring authority, it is important to ascertain whether there are patterns of predictable decision-making based on an individual's generational location. In this chapter, the authors outline a study that utilized logit regression analysis techniques to determine 1) to what extent individuals identify with common generational labels and 2) to what degree survey respondents differ, both by generation and sub-groups within those generations, in their patterns of selection of hypothetical job applicants.

The Effects of Family Communication Patterns on Family Satisfaction in Family Business

The main goal of the study is to investigate the effects family communication patterns (the orientation of communication and conformity) of family member employees that work in family businesses have on family satisfaction. The population of the study was determined as the employees of 260 family businesses with head offices in the Konya province of Turkey, which operate for at least 25 years, and which have annual returns of over 5,000,000 Turkish Liras (TL). The data were analyzed with structural equation model (SEM) by using AMOS 24. The research results show there is a relationship between family communication patterns (communication and conformity orientation) and family satisfaction.

Generational Differences in the Workplace?

The existing literature on generational differences in work attitudes has so far relied strongly on generational stereotypes and provided mixed empirical results. Instead of studying individual differences, the chapter takes a human resource management (HRM) approach and explores generational differences that managers have experienced in three European countries. In addition, this chapter examines the HRM practices the organizations have implemented as a response to potential generational differences. Findings show that, especially when it comes to work-life balance, motivation, careers, and preferred leader qualities, generational differences are apparent. However, teamwork attitudes do not seem to be influenced by generational effects. The results suggest that among other impact factors, especially the national context and life stage may cause differing preferences in work attitudes. Furthermore, it seems that many companies have already started to take measures to adapt to the varying needs of a multigenerational workforce; however, they still lack a comprehensive approach.

Job Engagement Levels Across the Generations at Work

For more than a decade, low levels of employee engagement have consistently been reported by the press and consultant community. A recurring chorus has emerged from this pattern of reporting: not only are less than 30% of employees fully engaged in their work, but this statistic is even lower among the fastest growing segment of the workforce – Millennials. But is the engagement level of Millennials really as low as reported? Are Millennials more likely to be actively disengaged than their older coworkers? This chapter takes a fresh look at these questions. A series of field studies were conducted to determine if there are indeed large differences in the level of engagement between the generations. The research conclusions in this chapter are at odds with the often-cited reports of low employee engagement. The reason for this variance is discussed and actionable solutions for facilitating high levels of employee engagement across a generation-diverse workforce are offered.