Differences In Work Values Research Articles

Work value profiles across cultures: an application of the multiple-group latent profile procedure in Switzerland, Spain, the United States and China

PurposeThis study explores the differences and similarities of work value profiles in samples of business students from four countries with markedly different cultures and labor markets.Design/methodology/approachWe used multiple-group latent profile analysis (LPA) to explore the differences and similarities in work value profiles across cultures (n = 317 from Switzerland, n = 313 from Spain, n = 326 from the United States and n = 327 from China).FindingsThe latent profiles mostly show similarities across countries: the largest profiles are a want it all and a humble profile with overall high and intermediate levels in all work values. An overall low work value levels profile and one stressing high security and pay emerged in all countries except Switzerland. In the Swiss sample, two unique profiles emerged: the no status and freelancers profiles.Practical implicationsThis study has implications for employee attraction, relations and career counseling with culturally diverse populations.Originality/valueStudies on work values across cultures most often make direct comparisons between samples, which can lead to excessive emphasis on sometimes small differences. By first studying within-culture differences before comparing the results across cultures, we find that there may be more similarities than differences in work values across cultures and that cross-cultural differences may have often been overstated.

How are new nurses satisfied with their jobs? From the work value perspective of Generations Y and Z nurses.

Job satisfaction has garnered significant interest across multiple disciplines as it plays a vital role in shaping human resource strategies. In the field of nursing, enhancing job satisfaction can help prevent workforce shortages. Work values and job-related characteristics are significant predictors of job satisfaction. However, the influence of factors may change as younger generations join the nursing workforce. Although research on generational commonalities and differences in work values is increasing, there is insufficient information on generational differences in the interplay between work values and job satisfaction. This study investigated the factors associated with job satisfaction of new nurses in each generational group based on a work value perspective. A total of 280 new nurses (151 from Generation Y and 129 from Generation Z) were selected from the Graduates Occupational Mobility Survey. Multiple linear regression analyses were performed to determine the factors associated with job satisfaction in both groups. Most participants graduated with a diploma (61.1%), were paid less than the average salary of each group (60.4%), and conducted shift (72.9%) and overtime work (64.3%). Work values and job satisfaction levels were not significantly different between the two groups. Multiple linear regression analyses showed that career growth and task work values were associated with job satisfaction for Generation Z, while task, reputation, and environment work values were associated with job satisfaction for Generation Y. Among the job-related characteristics, nurses' job tenure was associated with job satisfaction in both groups; salary and overtime had varying relationships with job satisfaction between the two generations. Understanding generational differences is crucial for improving the effective management of new generational nurses. Our study findings support that different work value dimensions and job-related characteristics were associated with job satisfaction in each generation. Accordingly, it is essential to develop distinct initiatives, such as a well-structured program, to support the continued career growth of the new Generation Z nurses, thereby enhancing their job satisfaction. Furthermore, providing a conducive working environment that helps new-generation nurses overcome challenges and ensures personal lives should be considered.

The Cultural Consequences of Market Transition: An Empirical Examination of Rising Materialism in Twenty-First-Century China

This study examines how markets affect personal culture in the context of postsocialist China. Drawing on several bodies of literature, I argue that China’s transition to a market economy promotes materialist values via two causal pathways. First, market transition entails a process of economic liberalization, which accentuates economic incentives and exacerbates existential insecurity. Second, market transition also entails a process of commodification that, by immersing individuals in market relations, crowds out intrinsic motives and normalizes the pursuit of material self-interests. My empirical analysis uses repeated cross-sectional data from a large-scale national survey to demonstrate the effect of market transition through the lens of work values. Taking advantage of China’s regional variations in the pace of institutional change, I show that, between 2005 and 2015, provinces where market transition had made greater progress tended to experience a sharper rise in materialist work values. Additional analyses reveal significant differences in work values between state-sector employees and workers in the market sector, and that the relationship between market transition and materialist values extends beyond the work domain. These findings contribute to the theoretical literature on the cultural consequences of markets and the empirical knowledge on cultural change in contemporary China.

Generational Differences In Work Values In The Workplace

Abstract Research background Generational differences in work values, specifically in India, are now having an impact on organizational effectiveness and workplace environments. Even though a wide range of perspectives, experiences, and skill sets might be valuable to a business, generational mixing can also lead to conflict and a lack of agreement in the workplace. Such disagreements have a negative effect on the workplace since they reduce productivity and negatively damage employee morale. To solve the problems of inefficiency caused by the generation gap, different generations in the workplace must understand the differences between the three generations and be able to get along with each other. Purpose Examining the differences between three generations in the workplace is the purpose of the study. The study also aims to examine how different generations have different work values. Research methodology To examine the current situation in IT companies of Delhi and NCR. A total of 450 employees completed a questionnaire. Baby Boomers were defined as those born between (1946–1964), Generation X was born between (1965-1980) and Generation Y was born between (1981–1996). The values of status and freedom at work were more important to the younger group than to the older group. Results There were significant generational differences, with Baby Boomers having higher status values and extrinsic values in organizations than Generation X and Generation Y. Values have an important role in directing behaviour and improving work motivation. An organization’s work values and expectations must be clarified to workers, and values must be flexible enough to satisfy the demands of various employees. Novelty Furthermore, Generation Y is the first generation that has grown up with the Internet; as a result, they consider working together virtually to be standard procedure.

Social and vocational identity in workers’ online posts: a large-scale Instagram content analysis of job-related hashtags

ABSTRACT Instagram may be a novel context in which vocational identity construction occurs by posting content about one’s profession. Yet, the content of such posts is unclear. Therefore, we performed a content analysis of 1,260 Instagram public feed posts that included a hashtag referring to gender-stereotypical professions (i.e. stereotypically male/female, gender-neutral) at multiple status levels (low, medium, high). We examined the posters’ sex and ethnicity in relation to the profession in which they portrayed themselves and whether individual differences (i.e. sex, ethnicity, gender typicality/status of the job) were reflected in references to work values (i.e. qualities a job can offer). No differences were observed in the types of jobs in which individuals portrayed themselves according to sex and ethnicity. Differences in work value portrayals were exhibited for users’ sex, ethnicity, gender typicality, and status of the job. Differences according to sex, gender typicality, and status of the job emerged with respect to the extent to which individuals’ posts referred to work values being (dis)satisfied. Our findings highlighted that work value posts of certain social groups (i.e. sex, ethnicity) reflect work value differences in the real-world.

Work values and communication styles among Generation X, Y, and Z nurses: A cross-sectional study.

To compare and contrast nurses' work values and communication styles across Generation X, Y, and Z. Intergenerational differences in the work values of nurses are well known, but the commonalities remain largely uninvestigated. It is also unclear if there are intergenerational differences and commonalities in the rhetorical communication style of nurses. This study used a cross-sectional research design. Participants were 243 nurses of Generation X (n=78), Y (n=86), and Z (n=79) working at a general hospital in Korea. Structured questionnaires were used to collect the data from September to October 2019. The differences in work values and communication types were measured and analyzed using the χ2 test. The work values of Generation X differed from those of Generation Y and Z, who preferred extrinsic work values. There was no significant intergenerational difference in communication types, although Generation X and Y were similar to each other in communication types and different from Generation Z. Although the work values of the three generations are different, their communication styles are similar so that they may reduce the generational gap through communication. In particular, Generation Y nurses prefer extrinsic work values and share some work values with Generation Z; however, the dominant communication type of Generation Y is similar to Generation X, not Z. Therefore, Generation Y could play a key role in connecting Generation X with Z during communication. Nursing organizations should delegate the authority to Generation Y so that Y may have a voice in the nursing group as the mediator between X and Z.

Work values and cultural background: a comparative analysis of work values of Chinese and British engineers in the UK.

In literature of work-related values and attitudes, it is often argued that different work attitudes could be attributed to different ethnic origins and cultural backgrounds. This perspective article argues that we should avoid a deterministic argument of cultural essentialism and explore how ethnic differences in work values were formed in specifical socioeconomic and cultural contexts. To support this argument, this research conducted in-depth interviews to explore the mechanisms underlying the formation of British and Chinese immigrant engineers' work values in three dimensions: intrinsic-extrinsic, masculine-feminine, uncertainty avoidance-entrepreneurial risk. The main finding in this paper is that the different social and cultural milieus where both ethnic groups grew up to a large extent contributed to their different work habitus, which further resulted in their different work values. To conclude, this paper contributes to the literature by rejecting the cultural essentialism, which links individual work attitudes with their ethnic/cultural backgrounds in a "deterministic" way.

Generational effect on nurses’ work values, engagement, and satisfaction in an acute hospital

BackgroundThe present nursing workforce comprises four generational of nurses working side–by–side. While such a generation blend adds invaluable diversity to the workforce, it also brings added complexity. The study aimed to describe and summarise work values and attitudes of four nursing generations, namely Baby boomers, Generation X, Y and Z.MethodA cross-sectional questionnaire study was adopted. A total of 778 nurses from an acute hospital in Singapore completed the online questionnaire. The Work Value and Attitude scale measuring seven constructs (Work Centrality, Non-compliance, Technology Challenge, Work life balance, leadership, Power, and Recognition) was employed for data collection.ResultsThe Cronbach’s alpha was 0.714 for the overall instrument. Statistically significant differences amongst the four generations of nurses emerged in the Work Value and Attitude scale in the construct of non-compliance (p = 0.007), technology challenge (p = 0.027), work-life balance (p < 0.001), and recognition (p < 0.001). No statistically significant differences were noted for the rest of the constructs.Discussion and conclusionThe findings of this study highlight that differences in work values and attitudes exist among nurses of different generations. Generation X are less likely to challenge the conventional norm and supervisors. Generation Y and Z are the most tech-savvy generations and can adapt quickly to new technology. There is also a greater emphasis on work-life balance as the generation gets younger. Generation Y and Z nurses perceived that younger nurses do not get due respect and recognition from their colleagues. Acknowledging the generational differences in work values and attitudes can facilitate nursing management to tailor strategies to improve individual and organisation performance while creating a work environment that enhances intergeneration harmony and teamwork.

Work values across generations: Development of the New Work Values Scale (NWVS) and examination of generational differences.

The "battle for talent" requires organizations to more strongly focus on employer branding strategies, and, thus, on work values or work orientations of potential candidates. We therefore developed and validated the New Work Values Scale (Study 1; n = 316), a brief, 28-item, rating scale that covers a broad set of both, instrumental and symbolic, values, relevant for the appraisal of an employers' attractiveness. We also applied the scale to a sample representative to the German online population, to explore the controversially discussed generational differences in work values (Study 2; n = 956). Results revealed that work values associated with sustainable organizational development or basic needs were highly similar across generations. Younger and older generations only differed significantly with regard to how much they valued clarity, money, career, development, stimulation, and relating, all of which are highly plausible from a lifecycle perspective.

Generational differences in work values in the Korean Government sector

Purpose The purpose of this study is to compare the perceptions of work values among different generational groups (Boomers, Generation 386, Generation X and Millennials) in the Korean Government sector. Design/methodology/approach Using a sample of 1,084 employees working in the Korean Government sector, this study compared generational differences in work values with seven dimensions: detail, aggressiveness, team orientation, outcome orientation, people orientation, innovation and organization orientation. Findings This study found that Millennials had the most significant differences in aggression, team-orientation, innovation and organization-focus, compared to Generation 386. Millennials were less aggressive and more team-oriented and innovative than Generation 386. Millennials also put less value on the organization compared to Generation X and Generation 386, indicating that Millennials are less willing than other generations to sacrifice their individual needs for the needs of the organization. Generation X had higher values in supportiveness, fairness and respect for individuals than Generation 386. Originality/value This study adds to the current literature by empirically examining how employees’ work values are influenced by the generational differences of the workers.

Harnessing subcultural identity to optimize workplace rewards: Evidence from Russia

How cultural values differ across countries has attracted a lot of research attention. However, growing evidence suggests that cultural values vary within borders, along the lines of subcultures. This paper explores cultural value differences and similarities among subcultures in Russia, and whether the values underlying these subcultures are reflected on unique preferences for workplace rewards. Our findings from a sample of 959 employees across three subcultures in Russia highlight significant differences in work values and in preference for specific rewards, suggesting the need to further study and understand subcultures within nation states, especially in large countries with a rich and complex socio-political history.

Nationality differences in Gen Z work values: an exploratory study

PurposeGeneration Z (Gen Z) will account for a growing proportion of the global workforce in the coming years. Therefore, it is vitally important to understand this generation’s unique perspectives and preferences regarding work. This exploratory study aims to examine the prioritisation and desirability of Gen Z work values according to respondents’ nationality.Design/methodology/approachData for this study were collected through a survey among 1,188 undergraduate students enrolled in one university each in China, Germany, the Netherlands and Thailand. ANOVA test and Tukey post hoc analysis were used to find out the difference between the groups based on nationality.FindingsFindings indicate that nationality serves as a key differentiator in work value preferences. The findings challenge the concept of a global Gen Z as only two of the measured values, learning and visible results, were found to have universal appeal across the nationality groups. In spite of increased levels of global interconnectedness and accompanying crossvergence of values, the results show significant statistical differences in work values based on the respondents’ nationality.Research limitations/implicationsBecause of the scope and explorative design of the present study, it cannot be certain that the findings are exclusively from Gen Z characteristics or influenced by other, non-cultural, variables.Practical implicationsThis study suggests there is a need for study programmes at a tertiary level to embed experiential learning components and individual study pathways in their curricula to enable students to develop realistic expectations about the workplace and their place in it. In turn, these programmes will be able to develop a competitive advantage in higher education landscape.Originality/valueThe insights gained can be leveraged by internationally oriented study programmes, such as International Business (IB), to better address Gen Z needs and expectations.

Gen Z: An Emerging Phenomenon

This study explains how generations X, Y and Z share similarities and differences in work values and career preferences. The authors attempt to understand the work values and career preferences of Gen Z with a focus on India as the cultural context crucially contributes to generational differences ( Erickson, 2009 , Generational Differences Between India and the US, Harvard Business Review). While researchers portray that the generational values often develop in the formative years ( Strauss &amp; Howe, 1992 ), this article attempts to understand the evolution of Gen Z in light of the COVID-19 pandemic and how it aligns with or urges change in prominent developmental theories. These findings can form a base for future research and potentially draw implications for organisations, managers, communities and individuals.

Knowledge Sharing is The Key Success Factor to Building Competitive Advantage in Indonesia: a Review and Hint for Future Research

Today's development of information and technology requires companies to focus on managing knowledge management, Knowledge Sharing. This is one of the drivers in the company's progress to can compete. This study aims to review and integrate the literature from several previous studies regarding Knowledge Sharing, which examines the implications of implementing knowledge sharing for companies and what things encourage people to share knowledge in Indonesia. This study conducted a narrative review of the literature using the Systematic Literature Review (SLR) method in Scopus indexed journals. 121 articles were selected with four filtering stages to produce 20 articles. The results of the study are: Knowledge Sharing can be applied in different fields; Research on Knowledge Sharing is subjective due to differences in work values and interactions with technology from time to time; Factors that influence Knowledge Sharing include motivation, learning, sharing opportunities, relationships, communication, trust, satisfaction, environmental culture, nature of knowledge, hard rewards, a pleasure to help others, soft rewards, and self-efficiency; and Knowledge Sharing can have a positive impact on the company.

Generations in context: The development of a new approach using Twitter and a survey

Millennials (born between 1982 and 1999) and their work‐related values have received significant attention in recent years, but empirical evidence of Millennials’ characteristics is inconclusive. One possible reason behind these mixed results is the tendency to apply generational groupings universally and ignore the potential impact of the broader context, such as national culture. This study develops a contextual perspective on generational differences and proposes a new, hybrid approach to generations. First, we conducted an exploratory study using data mining of big data from Twitter, to test hypotheses regarding differences between age cohorts in four different countries (The United States, Russia, India, Argentina). Second, we conducted a follow‐up study to further investigate the between‐countries differences found in the first study, using survey data from the same four countries. The results highlight the importance of both global and local influences when considering generational differences, supporting a new hybrid theoretical approach to understanding generational differences. Millennials were shown to be different from Generation X (born 1965–1981) across countries in relation to the behavioural aspect of writing style on social media. In contrast, in relation to work values, generational groupings were not universal, as the distinction between the work values of Millennials and Generation X was only found in the individualistic culture of the United States, and not in other, more collectivistic, cultures.Practitioner points Interest in generational differences has ballooned over recent years with both HR practitioners and consultants designing management practices based on the popular workforce segments of Generation X and Millennials. Despite this interest, empirical evidence for generational differences in work values is mixed and inconclusive. In this study, we found that although Millennials demonstrated uniformity in their social media appearance, employers should not use the western notion of generations outside of the United States when addressing their needs as reflected by their work values. Generational differences appear to be more pronounced in individualistic countries where individual’s choice and self‐expression and are more legitimate. As a result, managers should consider whether the work values of different generations are sufficiently distinct before adopting alternative recruitment, selection, and retention policies presumably aligned with these preferences.

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

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.

The Impact of National Culture on Strategic IT Alignment: A Multiple-case Study of Subsidiaries of Multinational Corporations

ABSTRACT Through a multiple-case study of three subsidiaries of multinational corporations (MNCs), we examined the impact of national culture on strategic information technology (IT) alignment. We found that the headquarters and subsidiary host national cultures affect alignment indirectly, through variables in the organizational context, including intercultural communications, IT governance, management style, differences in work values and practices, and cultural conflict and mistrust. Based on the findings, we propose a model of national culture and alignment.

The Role of Shared Leadership in Managing Conflicts in Multigenerational Teams: A Research Framework

With multigenerational teams becoming ubiquitous in contemporary organisations, this article aims to address the need to understand the dynamics within such teams. The study proposes a conceptual framework to examine the role of shared leadership in multigenerational teams in promoting positive team outcomes for such teams. Potential differences in work values, attitudes and behaviours among different generations are likely to predispose multigenerational teams to a higher probability of conflicts, which may negatively impact team outcomes. The study posits that if shared leadership emerges in multigenerational teams, it is likely to promote the adoption of cooperative conflict management styles and inhibit the adoption of competitive and avoidant styles, thereby leading to positive outcomes like team performance and team member satisfaction. By proposing conflict management styles as an important mechanism through which shared leadership promotes positive team outcomes, the study intends to contribute to the emerging literature on shared leadership and conflict management in multigenerational teams.

Intellectual structure of multigenerational workforce and contextualizing work values across generations: a multistage analysis

PurposeThis study attempts to understand the research clusters and thematic evolution of the topic generational diversity at workplace, over the period of 2001–2009 and 2010–2018. Furthermore, it attempts to identify the key shifts (and convergence) that have taken place in the value system across generational cohorts.Design/methodology/approachIn this context, the first stage of the study involved an in-depth systematic analysis of extant literature on multigenerational workforce between 2001–2009 and 2010–2018 by applying bibliometric analysis. Following an explanatory mix-method approach, the second stage of the study comprised of 32 interviews conducted across generations, exploring the role of ethics at the workplace.FindingsIt was revealed that during the period 2001–2009, communication and identification of generational characteristics emerged as the major themes. The 2010–2018 period unraveled four themes of research – retaining and engaging millennials through leadership, generational differences in work values, impact of generational differences on organizational-level variables and generational diversity in education and nursing. The outcome from the second stage showed that work values differ across generations with an emphasis on intrinsic work values, and work values have rather deteriorated, with baby boomers possessing stronger work ethics in comparison to the millennials. Finally, an integrated model for multigenerational workforce has been proposed.Research limitations/implicationsThis paper provides significant inputs to the expanding research in the area of work values, as it delves into the principal mechanisms leading to differences in work values among generations.Originality/valueBibliometric analysis, which is a quantitative approach to understanding the intellectual structure of a research topic, has been applied to generational diversity at the workplace. This constitutes a novel attempt that can be bracketed as a pertinent contribution to the field.

Generational Differences in Work Values: Moderating Effect of U. S. States’ Liberalism-Conservatism

Generational differences in work values have received significant attention in recent years. Researchers have focused most intensively on generational differences in the U.S., with particular emphasis on the differences between Millennials and other generations. In addition, researchers have typically assumed that generational differences will hold true across the country as a whole, and have thus neglected the possibility that such differences may vary as a function of geographical region or cultural variables within the country. In this paper, we address this gap by investigating generational differences in work values as a function of U.S. state political environment. We propose that the prevailing ideology of U.S. states, along a liberal-conservative dimension, moderates the relationship between generation and work values. We collected data from 960 GenX and Millennial employees from four clearly liberal and four clearly conservative states, selected on the basis of the 2016 election results. As hypothesized, multi-level analysis revealed that differences between GenX and Millennial employees were found only in liberal states. Specifically, in liberal states, cognitive values (e.g., creativity, challenge) were significantly higher among Millennial employees, and instrumental values (e.g., benefits, job security) were significantly higher among GenX employees. In contrast, these differences were not significant in conservative states. We highlight the theoretical and practical implications of our findings and suggest avenues for future investigation.