Generation X Research Articles

Baby Bust in Japan: Is the Personal Political?

Are young women in Japan on a wildcat baby strike? In 2005, for the first time since Japan began collecting population statistics in the late 1800s, the nation’s birth rate dropped below its death rate, marking a new low in the ongoing “baby bust,” which first came to public attention in 1990. The fewer children there are, the more crushing the weight of the health and pension systems are on each individual citizen. And a baby bust means not only fewer future workers, but also fewer future consumers to buy the products Japanese factories make. Blame for this baby bust tends to fall on young women. In 1999, sociologist Masahiro Yamada described a generation of young people who live with their parents well into adulthood, spending their earnings on a new computer or a designer bag or a car. These “parasite singles” can be male or female, but in the popular image, it is the young women who are the ones rejecting the austerity of marriage and children, preferring conspicuous consumption. Mari Ozawa, a sociologist and women’s activist, noted in 2004 how deeply ingrained the link between the dropping birth rates and the social advancement of women had become in the popular imagination. She questioned the real basis for this link, which is a standard sociological explanation in industrialized nations, and also the frantic imperatives to “reverse the tide” of the declining birth rate, favoring an approach that tries to “navigate” the conditions of the baby bust. Others have emphasized that it is not women’s empowerment but a lack thereof that contributes to a decline in births. This refusal to reproduce suggests a deep dissatisfaction with contemporary Japanese society. Can this be read as a political refusal? How can one read a collective “tide” that is not based on collective action but on individual decisions?

Attraction to physical activity of generation Z: A mixed methodological approach

The prevalence of obesity in Generation Z, which includes individuals born after the year 2000, has tripled that of Generation Xers of 1980 [1]. Rising levels of obesity have been associated with increased physical inactivity (PA) [2]. Attraction to physical activity can be grounded in the Self-Determination Theory (SDT) [3], which defines intrinsic and extrinsic motivation and the roles each type of motivation plays in social and cognitive development. The purpose of the current research was to use a mixed-methodological approach to understand attraction to physical activity of a Generation Z sample via semi-structured focus groups and the Children’s Attraction to Physical Activity (CAPA) assessment. Based on these results, the secondary purpose was to determine whether significant differences exist between attraction to physical activity and gender within the Generation Z sample. The focus groups revealed two overarching themes: attraction and aversion to physical activity, each with subthemes. The CAPA test revealed significant differences between males and females (t = 2.78, df = 63, p =

Responses to work intensification: does generation matter?

Work intensification can be an organisational tool to increase the productivity of an existing workforce. We investigate employee reactions to three levels of sustained extensive work intensification (long work hours over two consecutive time periods) of the two most prevalent generational groups in the labour market: Generation X and Baby Boomers. Boomers have been characterised as ‘workaholics’ who ‘live to work’, while Gen Xers are ‘slackers’ who ‘work to live’. We investigate, using a nationally representative sample of employees, whether these generational differences in work attitudes impact employee reactions (measured by employee reports of job satisfaction and work–life balance) to sustained extensive work intensification. The results show that perceptions of job satisfaction and work–life balance are reduced by sustained extensive work intensification but the differences between the two generations are minimal, suggesting that organisations do not need to tailor their employment practices to fit the work values of different generations.

Generational Differences as a Determinant of Women's Perspectives on Commitment

Differences between 116 graduate and undergraduate women, representing 4 generations (i.e., Baby Boomers, Transitionals, Generation Xers, and Millennials), were studied to categorize earliest awareness and definitions of commitment in relationships. More than 63% of participants in each generation viewed relationship commitment in terms of constraints rather than attractions.

CAUSES AND CONSEQUENCES OF REGIONAL POPULATION DECLINE FOR PRIMARY SCHOOLS

ABSTRACTDuring the past few years, the Dutch education system has been confronted with a sharp decline in the number of pupils. Especially in rural villages, inhabitants fear for the closure of their local primary school, which is perceived as a very negative development for local village life. This paper shows that the relatively sharp decline of the number of pupils in the next decade can be explained by a wavelike pattern in the past and projected number of pupils, resulting from the baby bust of the 1960s and 1970s. The relative decrease in pupils will almost be as strong in future depopulating (Anticipeer) regions as in present day declining (Topkrimp) regions. However, municipalities in the Topkrimp regions have many smaller primary schools which implies that they will have to deal with school mergers and closures in the near future. The paper concludes that long term effects of school closures on local society are not as devastating as often perceived.

Comparing apples to apples

PurposeThis study aims to compare the career patterns of Matures, Baby Boomers, Generation Xers and Millennials over the various stages of their careers to determine whether there have been notable shifts away from the “traditional” career model characterized by long‐term linear, upward career movement, toward a “modern” career model characterized by increased job mobility, organizational mobility and multi‐directional career movement.Design/methodology/approachThe retrospective career accounts of 105 Canadians were gathered through review of résumé information and semi‐structured interviews. The job changes and organizational changes experienced by each respondent in each five‐year career period (e.g. age 20‐24, 25‐29) and the direction of job changes (i.e. upward, downward, lateral or change of career track) were recorded. The generations were compared statistically on each of these measures through analysis of variance (ANOVA).FindingsSignificant inter‐generational differences were observed on all variables of interest, but the differences were largely restricted to the age 20‐24 and 30‐34 career stages.Research limitations/implicationsThe study relied on a small sample because of the qualitative nature of the data collection. The sample was also exclusively Canadian. The results should therefore be interpreted with care and the research should be replicated with different types of respondents and in different cultural contexts.Practical implicationsThe research demonstrates to employers that the younger generations change jobs and employers at a greater rate than previous generations and that they are more willing to accept non‐upward career moves. Recruiting and retaining young employees will therefore require a different approach than was used for previous generations.Originality/valueThe use of retrospective accounts allowed for the comparison of generations within various career stages. This overcomes a significant limitation of cross‐sectional studies of generational phenomena by simultaneously considering life‐cycle and generational cohort effects.

Generational and Gender Perspectives on Career Flexibility: Ensuring the Faculty Workforce of the Future

Generational and Gender Perspectives on Career Flexibility: Ensuring the Faculty Workforce of the Future

On the effects of public and private transfers on capital accumulation: some lessons from the NTA aggregates

Intergenerational transfers are a very important part of our daily economic activity. These transfers, whether familial or public, may influence our economic decisions to the same extent that financial markets do. In this paper, we seek to shed some light on the effects of transfers on capital accumulation in the face of demographic aging. In particular, a general equilibrium overlapping generations model with realistic public and familial transfers drawn from the National Transfer Accounts project is implemented to Spain. Given that, in this case, net familial transfers mainly go from parents to children while public transfers go from children to parents, it is shown that the Spanish baby boom and baby bust could lead to capital depletion and a reduction in consumption per capita.

Generational Differences in Work-Related Attitudes: A Meta-analysis

Differences among generations on a wide variety of outcomes are of increasing interest to organizations, practitioners, and researchers alike. The goal of this study was to quantitatively assess the research on generational differences in work-related attitudes and to provide guidance for future research and practice. We conducted a meta-analysis of generational differences on three work-related criteria: job satisfaction, organizational commitment, and intent to turnover. Our review of published and unpublished research found 20 studies allowing for 18 generational pairwise comparisons across four generations (Traditionals, Baby Boomers, Generation Xers, and Millennials) on these outcomes using 19,961 total subjects. Corrected mean differences for job satisfaction ranged from .02 to .25, for organizational commitment they ranged from −.22 to .46, and for intent to turnover the range was −.62 to .05. The pattern of results indicates that the relationships between generational membership and work-related outcomes are moderate to small, essentially zero in many cases. The findings suggest that meaningful differences among generations probably do not exist on the work-related variables we examined and that the differences that appear to exist are likely attributable to factors other than generational membership. Given these results, targeted organizational interventions addressing generational differences may not be effective. This is the first known quantitative review of research on generational differences in the workplace.

Generation effects on work engagement among U.S. hotel employees

Drawing upon generational differences in work values and attitudes, this article examines work engagement of three generational cohorts using survey data collected from 677 customer contact employees in the hotel industry. Results of ANOVA and a series of moderated regression analyses indicate that levels of work engagement significantly differ depending on the generational membership of the employees. The effects of work engagement on turnover intention were significantly moderated by generational differences. Millennials were found to be a more distinct cohort from Gen Xers and Baby Boomers in terms of their level of work engagement as well as the relationship between work engagement and turnover intention.

Kicking Bear, John Trudell, and Anthony Kiedis (of the Red Hot Chili Peppers): “Show Indians” and Pop-Cultural Colonialism

Kicking Bear, John Trudell, and Anthony Kiedis (of the Red Hot Chili Peppers)“Show Indians” and Pop-Cultural Colonialism Cynthia L. Landrum (bio) One evening in the summer of 1989, at the inception of my twenty-second year, I walked up the steps of the Mount Royal Tavern in downtown Baltimore. Passing through the doorway, I gazed up as usual at the ceiling, a replica of the Sistine Chapel—God giving life to Adam through fingertips that never fully touch. From there my eyes moved around the room to the bartender, the painting of the three Graces, and tables of Maryland Institute of Art students, street punks, Rastafarians, and hippies. I was looking for my friends, the members of the band the Allmighty Senators (at least one of whom was of Native American descent), when I heard a familiar click in the jukebox as the next song loaded and played. It was “Higher Ground”—a new version, not the familiar Stevie Wonder version. It was faster and funkier, with a posthardcore LA edge. All of the bar’s talking, chatting, laughing, conversing, and divulging voices were overshadowed and ceased to matter. The voice of the lead singer, Anthony Kiedis, boomed out, “People, keep on learning . . .” There was a jolt in the room as glasses and bottles clinked continually in the warm July night. It was the type of evening when, regardless of your attire, sweat poured down your frame from a ninety-nine-degree day that refused to cool down. I gradually made my way through the crowd to the jukebox, midway through the bar, not quite to the pinball machine and back booth. I had to know who was singing this song. My eyes kept meeting the hand of God giving life to Adam as I drew toward the jukebox. I finally stood before the glowing Technicolor wonder, face to face with the Red Hot Chili Peppers’ album cover. A woman resembling the [End Page 182] Virgin Mary smiled and cradled the tattooed, pierced, and half-naked band. Their singer, Anthony Kiedis, was a visual fusion of musician Iggy Pop and actor Joe Dallesandro. The name of the album was Mother’s Milk, and it seemed to fit neatly into this freakish universe as the music radiated and undulated into the woodwork and brick. I stood halfway in the bar and halfway through my life on a foot inadvertently tapping to the crescendo. I knew something was different about their sound. They were a fusion of hardcore, funk, jazz, and reggae, strung together with a voice that melted into the music as if it were another instrument. It was a voice that unleashed a Pandora’s box of Generation X counterculture, that teetered on the edge but never quite fell into the nebulous abyss below. Anthony Kiedis, in a sense, was the phoenix rising over and over again out of the ashes of his own despair, reflecting this in his lyrics and voice. Spawned in 1983 from the late 1970s LA punk and hardcore scenes, the Red Hot Chili Peppers followed in the wake of seminal bands like X, Black Flag, and the Germs, slightly predating the early 1990s Seattle grunge sound, with Nirvana, Sound Garden, Pearl Jam, and Mud Honey. The Chili Peppers were not as self-consciously political as their hardcore contemporaries, yet politics was still in their sound. From its inception, Generation X was a collection of fragmented people who did not fit in with their peers, their parents’ expectations, or the conservative political climate of the 1980s. Extremely individualistic, many punk rock Gen Xers believed in and worked to build some classless utopia beyond social status or skin color using nothing but boundless youth, idealism, and anger. And music was just one of the tangible “manifestation” of this belief. Other manifestations included skateboarding, zines, film, art, and writing or simply attending shows while moving against the grain of the larger American society in a way that was much more in step with the maverick Beats of the 1950s. For over thirty years, American Indians, Alaskan Natives, and Hawaiian Natives have also actively participated in the Generation X and Y countercultures alongside non-Native participants. For...

PAYG Pensions and Economic Cycles

In this article we compare the dynamics and long-run outcomes of an overlapping generations closed economy under exogenous and endogenous fertility. Individuals have myopic foresight, and pay-as-you-go (PAYG) public pensions exist. Although large PAYG transfers may cause endogenous fluctuations in both contexts, cyclical instability and deterministic chaos more likely occur when fertility is an economic decision variable. We find that the existence of endogenous fertility and PAYG pensions can explain the occurrence of demographic oscillations that mimic the baby boom and baby bust, in contrast with the unrealistic case of constant population, and also economic cycles. We also show that an increase in the social security contribution rate under endogenous fertility, often advocated as a remedy against the crisis of public pension budgets, may prolong both the phases and size of demographic (economic) cycles around a lower (higher) long-run level of population growth (income per worker) than under exogenous fertility.

Bridging the gap between Gen X and Gen Y

AbstractThe implications of the generational diversity inherent in the fabric of the current workforce have been a topic of much discussion, exploration, and debate among organizational scholars and researchers. What are the leadership implications of this generational diversity, and what forms of leadership can be used constructively to achieve performance outcomes that foster a positive and constructive relationship between generations? We turn to the theoretical developments associated with the Authentic Leadership model to synthesize learning lessons from the theory, research, and practice of authentic leadership. We illustrate how the components of authentic leadership can help in overcoming some of the leadership challenges that result due to the differences between Gen Xers and Gen Yers.

Effective Training for Millennial Students

A generational shift is occurring in training environments worldwide, a shift that promises to bring with it a dramatic and long-lasting impact. Just as years ago, those of the Baby Boomer generation passed the torch to Generation X, today the process is starting anew with Generation and those who have come to be known as the Millennials. Millennials, also referred to in the literature as Generation Y, Nexters, the Net Generation, and Garners, have been described as a challenging group to recruit and manage (Grant, 2008; McCafferty, 2003). Individuals of this generation may also present a problem for those who depend on traditional training methods to prepare them for work in a variety of professions (Grant, 2008; Harrison, 2007; Henchey, 2005; McCafferty, 2003). While a great deal has been written describing the characteristics of as well as what they value, much has yet to be discovered regarding best practices for the education and training of this group. The purpose of this article is to provide training administrators and educators with concrete suggestions on how to effectively facilitate the learning of Millennial generation students by analyzing current literature on the topic. The correlation between these suggestions and commonly used training practices is also investigated. Generations in the Classroom Although labeling a person as belonging to one generation or another based solely on the year they were born is stereotypical, it can be a useful tool for making general statements about the likely characteristics that exist in a group of individuals. The generation to which one belongs can also be of use in making generalizations as to how groups with different life experiences and expectations learn most effectively (Carlson, 2005). Oblinger and Oblinger (2005) describe four separate generations as being represented in educational environments today; the (1900-1946), (1947-1964), X (1965-1982), and Millennials (1983-1991). Using these dates, in 2011 (the current year), Matures would be 65 years and older, Boomers between 64 and 47, Gen Xers 46 and 29, and 28 and 20. Complicating the value of categorizing individuals along generational lines is the fact that different years are used in literature as the breakpoint between generations. As a result, depending on the source referenced, in 2011 Matures could be older than 100 or as young as 67, Baby Boomers as old as 66 and as young as 47, Gen Xers as old as 50 and as young as 29 while as old 33 and as young as 9 (Grant, 2008; Halstead and Hesser, 2005; Henchey, 2005; Oblinger and Oblinger, 2005; Rothwell, 2008). In addition to blurring the generational boundaries, the size of these categories has educational ramifications. Someone who is 50 and returning to school will likely have different educational needs and expectations than someone who is 29, even though they both could be called Gen Xers. In this situation, the 29 year old is more likely to align educationally with a Millennial than a fellow Gen student. Regardless of the dates used, it is clear that there are three major generations currently employed within a variety of professions: the Baby Boomers, the Generation Xers, and the Millennials. Currently, those associated with Generation comprise the greatest number of individuals employed in many occupational fields. Individuals who are part of the Millennial Generation, however, are entering the workforce in ever greater numbers. Characteristics of Student Generations Numerous authors have attempted to describe the younger generation entering workforce and other educational environments. Often cited are Howe and Strauss (1993) who identified seven characteristics of Millennial students. According to Howe and Strauss, Millennial students feel they are special, have been sheltered, are team oriented, exhibit confidence and optimism, are pressured, have a strong desire to achieve, are peace keepers, and are accepting of those from varied cultural backgrounds. …

Preface to Jack London Special Section

Christopher McCandless died alone in the Alaskan bush in 1992 at the age of twenty-four. He was a high-achieving student and recent graduate of Emory University who came from a prosperous upper-middle-class family, and his Hiker-Starves-in-the-Wilds-of-Alaska story made ready copy for news outlets across the country. Shortly thereafter an article on McCandless by Jon Krakauer appeared in Outside magazine. The volume of reader response to the article was immense. Many readers condemned him as foolhardy, selfish, or deluded. Other readers praised him as a hero, an adventurer, or a renegade. Kraukauer wrote a book-length account of the McCandless saga, published in 1996 as Into the Wild. It spent over two years on the New York Times bestseller list. What, after all, could make better reading for huffily maturing Generation Xers who found themselves, for better or worse, increasingly entangled in the expanding corporate economies of the late 1990s? Didn’t they, too, think seriously about doing the same thing when they were twentytwo? But McCandless did it. Forget the vagaries of postmodernism. This was a flesh and blood journey straight into the heart of adventure. Once inside Krakauer’s narrative one soon discovers that McCandless was a serious reader, and the influences of London, Twain, Melville, Thoreau, Tolstoy, Jeffers, and others played significant roles in shaping his beliefs. Although by birthright he was more of a Tom Sawyer, pirate books and all, McCandless daringly pulled off a Huck Finn and lit out for the territory. Declassing himself, he abandoned the comforts, camaraderie, and materiality of the yuppie meritocracy and commited to what was, for the most part, a re-primitivized, unmediated existence. His quest, no doubt, had levels of intensity that the rest of us “on the grid” are never likely to replicate.

Factors affecting the retention of Generation X public servants: An exploratory study

Orientation: Retaining employees, especially Generation Xers, is imperative to ensure the high performance of organisations.Purpose: The purpose of this study was to explore the factors that affect the retention of Generation X public servants.Motivation for the study: Given their unique characteristics, it is a challenge to retain Generation X employees. This problem may be worse in the public sector than in the private sector, as there are fewer financial rewards in the public service than in the private sector.Research design: The interpretivist paradigm is appropriate for this study. It used a qualitative, empirical approach. The researchers obtained the data through purposive sampling and interviews.Main findings: The study showed that the factors affecting the retention of Generation X public servants include work content, utilisation of skills, career advancement, work–life balance, compensation, security needs, leadership and drive.Practical/managerial implications: Employers, like the civil service, can be proactive in retaining Generation X employees because of the factors that affect their retention. Managers can prevent further pressure on service delivery that the skills shortage has caused if they use the skills the employees already have.Contribution: The article fills a gap, as there has been little research on staff retention. This is particularly true of Generation X employees in South Africa. This article adds information that will improve retention strategies for Generation X employees, particularly in the public service.

Factors affecting the retention of Generation X public servants: An exploratory study

Orientation: Retaining employees, especially Generation Xers, is imperative to ensure the high performance of organisations. Purpose: The purpose of this study was to explore the factors that affect the retention of Generation X public servants. Motivation for the study: Given their unique characteristics, it is a challenge to retain Generation X employees. This problem may be worse in the public sector than in the private sector, as there are fewer financial rewards in the public service than in the private sector. Research design: The interpretivist paradigm is appropriate for this study. It used a qualitative, empirical approach. The researchers obtained the data through purposive sampling and interviews. Main findings: The study showed that the factors affecting the retention of Generation X public servants include work content, utilisation of skills, career advancement, work–life balance, compensation, security needs, leadership and drive. Practical/managerial implications: Employers, like the civil service, can be proactive in retaining Generation X employees because of the factors that affect their retention. Managers can prevent further pressure on service delivery that the skills shortage has caused if they use the skills the employees already have. Contribution: The article fills a gap, as there has been little research on staff retention. This is particularly true of Generation X employees in South Africa. This article adds information that will improve retention strategies for Generation X employees, particularly in the public service.

Coping With Different Generations In The Workplace

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">There was a time when diversity in the workplace was thought of as different races, religions, ethnic backgrounds and, gender.<span style="mso-spacerun: yes;">  </span>An emerging form of workplace diversity is the different generational groups.<span style="mso-spacerun: yes;">  </span>The generations in almost any given company ranges from Veterans to Baby Boomers to Gen Xers to Gen Yers.<span style="mso-spacerun: yes;">  </span>With such a large age gap and associated attitudinal and behavioral differences, managers are facing a difficult leadership task.<span style="mso-spacerun: yes;">  </span>Employees are also facing the difficult task of how to get along with and work with coworkers of different generations.<span style="mso-spacerun: yes;">  </span>Employers, managers, and employees must learn how to bridge the gap between the age generations, and capitalize on those differences to enhance organizational effectiveness.<span style="mso-spacerun: yes;">  </span></span></span></p>

Generational Influences in Academic Emergency Medicine: Teaching and Learning, Mentoring, and Technology (Part I)

For the first time in history, four generations are working together-traditionalists, baby boomers, generation Xers (Gen Xers), and millennials. Members of each generation carry with them a unique perspective of the world and interact differently with those around them. Through a review of the literature and consensus by modified Delphi methodology of the Society for Academic Emergency Medicine Aging and Generational Issues Task Force, the authors have developed this two-part series to address generational issues present in academic emergency medicine (EM). Understanding generational characteristics and mitigating strategies can help address some common issues encountered in academic EM. Through recognition of the unique characteristics of each of the generations with respect to teaching and learning, mentoring, and technology, academicians have the opportunity to strategically optimize interactions with one another.

The M-factor: how the millennial generation is rocking the workplace

As the Millennial generation (those born between 1982 and 2000) rapidly enters the workforce, their introduction into the workplace has been anything but seamless. In fact, you might have already heard one of these jaw-dropping stories: the mother who called HR to complain when her daughter got a mediocre performance review; the recent college graduate who dialed the CEO directly to tell him what the company could be doing better; and, the young employee who revealed a new product launch on her Facebook page before it was announced to the public. As unbelievable as these scenarios seem, they are happening in workplaces around the world everyday, and in M-Factor, Baby Boomer Lynne Lancaster and Generation Xer David Stillman identify the seven trends essential to understanding this new generation: The Parents, Entitlement, Meaning, Great Expectations, The Need for Speed, Social Networking, and Collaboration. At once readable, humorous, and savvy, this book - the ultimate guide to Millennials in the workplace - offers valuable insight and practical, actionable tips and solutions. Traditionalists, Boomers, Gen Xers, and even Millennials themselves can use to bridge generational gaps, be more productive, and achieve organisational success like never before