Differences In Work Values Research Articles

The Generational Differences in Work Values and its Impact on Workplace Conflicts of Operational Level Employees in Pharmaceutical Companies of Western Province, Sri Lanka

The primary purpose of this study was to identify whether there is a significant impact of generational differences in work values on workplace conflicts. This study is cross-sectional and explanatory research in nature. A standard questionnaire was used to collect primary data through a survey. The respondents were the 120 operational level employees who are working in Pharmaceutical companies in the Western Province of Sri Lanka. Descriptive statistics, correlation analysis, and one-way ANOVA were used to analyze data and make conclusions. Findings revealed that there is no significant impact of generational differences in work values on workplace conflicts. Further analysis done using one-way ANOVA revealed that there is a significant difference in work values between generations and workplace conflicts among generations

Türkiye ve Dünya da Tersine Mentorluk: Kuşaklar Bazında Farklılaşan İş Değerleri ve Gençlerin İşten Ayrılma Niyeti Açısından Bir İnceleme (Reverse Mentoring in Turkey and World: A Research in Terms of Generational Differences in Work Values and Intention to Leave among Young Workers)

Purpose – In this study, it is aimed to reveal the relations between “generational differences in work values”, “intention to leave among young workers” and “reverse mentoring”. Design/methodology/approach – In this study, first, a conceptual framework has been established by reviewing the literature about the concepts of “generational differences in work values, intention to leave among young workers, and reverse mentoring”. Then, the leading practices of reverse mentoring from Turkey and the world, which is one of the innovative HRM (Human Resources Management) practices, were examined. In this study, the effect of reverse mentoring on the intention to leave among young workers has been evaulated. Findings: When the world practices are examined; it has been confirmed that reverse mentoring processes have been implemented in organizations operating in various sectors since 1999. These processes are generally used as a method of transferring information about technological innovations and internet usage from young workers to their managers. It was confirmed that reverse mentoring practices in organizations began to be seen only in the early 2010s, which is very recent. By virtue of reverse mentoring, it is understood that the organizations have the opportunity to discover the original ideas of the young generation (Y-Z), to direct the competencies specific to the younger generations towards the targets of the organization and to benefit from them more effectively. Discussion – It is understood that there are differences between the factors affecting the intention of leaving in the generations with different work values. It is thought that innovative HRM processes will gain more importance as the workforce in enterprises will be differentiated and diversified by generations in the following years. As an innovative HRM application to reduce the intention to leave among young workers, it is foreseen that the number of enterprises that will integrate reverse mentoring into basic HRM processes will increase in time.

Generational Differences in Work Values and Attitudes: Reintroducing Retirees to the Workforce

Reintroducing retirees into the workforce has been proposed as a solution to population ageing. This paper explores whether generational differences about work values and attitudes might represent a barrier to the reintroduction of retirees to the workforce. Based on empirical data collected from pre and post interviews with 32 respondents across three generational cohorts in Australia, and a research intervention to simulate retirees’ reintroduction to the workforce, this paper theorizes about workplace conflict caused by generational differences. The pre-research intervention results show significant generation differences. The post-research intervention results showed positive change. The findings provide important contributions about the impact of generational differences in terms of work values and attitudes and how sharing retirees’ knowledge modifies some negative stereotypes about older people. A conceptual model is developed to reflect general differences in work values and attitudes. Overall result supports our contention that the reintroduction of retirees to the workforce is a feasible solution to aging population and knowledge sharing, which may also be used to improve positive work behaviours between generations in the workplace.

Work Values in the United States: Age, Period, and Generational Differences.

This article examines how processes of aging, generational shifts, and changes over historical time periods shape differences in work values in the United States. Our analyses of data from the General Social Surveys and the International Social Survey Program show that changes over historical time periods are most consistently responsible for temporal differences in work values. In particular, during recent periods Americans tend to place greater importance on jobs that provide security, high income and opportunities for advancement; this is consistent with a narrative that these job rewards have become more difficult to attain recently and are thus more problematic for workers. Some differences in work values are also attributable to aging or life course processes, especially the greater importance placed on high income during the mid-life years when family responsibilities are generally greatest. By contrast, we find few differences in work values among members of different generations or cohorts. We also find that people from less advantaged social origins and those with greater labor market resources are more likely to value economic rewards.

Work Values across Generations among Construction Professionals in the United States

Employees hold a range of attitudes and beliefs about their work life. This paper’s contribution to the overall body of knowledge is to further the understanding of how construction professionals’ work values are influenced by generational status. Improved understanding of the relationship between work values and generations can inform construction companies’ support for current employees and recruitment of new employees. This study collected survey data to investigate the work values of construction professionals. The data were explored to examine similarities and differences in responses based on membership in a specific generation (e.g., baby boomer or Generation Xer). Prior research regarding work values and generational status presents mixed findings, with some studies reporting differences and others finding no differences among generations. Analysis of this survey data revealed very few differences among generations, suggesting that construction companies adapting practices based solely on generational status may be doing so to their detriment. The results contribute to the growing body of research that explores generational differences in work values.

Millennial Motivation Issues Related to Compensation and Benefits: Suggestions for Improved Retention

Millennials are currently the largest generation at work and will reach an estimated 75% of the labor force by 2025. Studies have shown that millennials hold slightly different attitudes toward work when compared with previous generations. They more readily change jobs and are generally less committed to their organizations, with an estimated 66% of millennial employees planning to leave their current company within 5 years. These differences in work values necessitate changes in current approaches to compensation and benefit packages that would better align with these changing values. The goal of this article is to review recent empirical data on Millennials as compared with previous generations and then offer suggestions for what changes might improve retention.

What drives future business leaders? How work values and gender shape young adults' entrepreneurial and leadership aspirations

Who wants to become a business leader? We investigated whether young adults' work values (i.e., the importance placed on different job characteristics and rewards) predict their entrepreneurial aspirations (i.e., the intention to create a venture) and leadership aspirations (i.e., the intention to become a leader in a business context). Furthermore, we illuminated whether gender differences in work values contribute to the pervasive gender gap in these aspirations. Analyses in a sample of young adults from Finland (N = 1138) revealed that a higher importance placed on extrinsic rewards and a lower importance placed on security at age 21 predicted higher entrepreneurial and leadership aspirations at age 27 over and above personality, motivational, and sociodemographic factors. Additionally, a higher importance placed on social/interpersonal rewards predicted lower entrepreneurial but higher leadership aspirations; and a higher importance placed on autonomy predicted higher entrepreneurial aspirations. Gender differences in work values explained a substantial share of the gender gap in entrepreneurial and leadership aspirations. Here, men's higher endorsement of extrinsic rewards and lower endorsement of security proved most critical. These findings suggest that work values are implicated in shaping young people's aspirations to business leadership and contribute strongly to the gender gap therein.

Differences in Work Values by Gender and Generation: Evidence from Egypt

This research was built on the previous research titled “The Mediating Role of Work Values in the Relationship between Islamic Religiosity and Job Performance: Empirical Evidence from Egyptian Public Health Sector” (2017) and continued to examine work values differences based on gender and generation. A quota sampling procedure was used to survey (400) participants in (10) public Egyptian hospitals. The positive response rate of the target population was (83.75%). Work values were measured using Lyon Work Values Survey (LWVS) revised 25-item scale to assess four types of work values, namely, instrumental values, cognitive values, social/altruistic values, and prestige values. It also ranked the importance of each of these 25-items according to gender and age. A confirmatory factor analysis, using AMOS 20, was conducted to confirm the factor structure of the used scale on the target population. The Findings revealed that there exists a similarity on the high importance of instrumental work values to both males and females, in all age groups. Dissimilarities are more apparent among other types of work values based on gender and generations. These results suggested that understanding work values differences based on these two demographic factors have a significant impact on the improvement of human resources practices and the development of management theory.

Digital Natives, Work Values, and Computer Self Efficacy

Generational differences in the workplace have been the subject of much discussion for the field of management. In many cases, the technology savvy of the youngest generation in the workplace, coined “digital natives,” is the motivation behind organizational decision-making. However, little empirical evidence exists as to whether it is their comfort and confidence using technology that truly sets digital natives apart from their generational predecessors known as “digital immigrants.” Work values, those areas of importance that enhance satisfaction and engagement in the workplace, are rooted in the belief that there is a structure to basic human values. This study connects the theories of work values, generational differences, and computer self-efficacy to investigate if computer self-efficacy interacts with digital native status to influence differences in work values.

Exploring the effects of workforce level on supply chain job satisfaction and industry commitment

PurposeDespite a pervasive workforce shortage, existing research has provided limited guidance about job satisfaction and commitment of the supply chain workforce. Moreover, few studies explore the effects of workforce level on such satisfaction and commitment. The paper aims to discuss this issue.Design/methodology/approachTo address this gap, the authors apply person-organization fit theory to study the critical work value drivers of supply chain job satisfaction and industry commitment across workforce levels through structural modeling of practitioner survey data.FindingsJob satisfaction and industry commitment are impacted differently across workforce levels, particularly for executives, suggesting the potential for conflicts in the workplace and that a “one size fits all” approach for recruitment and retention will be ineffective.Practical implicationsThe results reveal how proactive organizations can not only hire and retain the best people but also help employees at different workforce levels understand one another’s motivations, empowering these organizations to become employers of choice.Originality/valueThis study is among the first empirical papers to directly address the labor shortage in supply chain. It also strikes new ground by assessing differences in work values across workforce levels.

How do Different Age Groups Approach Work in Turkey

Abstract. The main purpose of this study is to understand the impact of age on work values and work centrality. The study was conducted in Istanbul, Turkey with the participation of 935 university graduate, corporate white-collar employees of large companies in Istanbul. In-depth interviews were conducted for the qualitative stage and a web-based survey was administered for the quantitative stage of data collection. An important contribution of this study is the emic items identified for the Turkish work context. These emic items are suggested to be incorporated to work values inventory for future research. The results indicated differences in work values among different age groups as well as changes among age groups in the level of importance of work. Keywords. Work values, Work centrality, Age, Turkey. JEL. J50, J60, J61.

Do different generations look differently at high performance organizations?

PurposeMany researchers argue that the shared values of a generation affect people’s attitude, commitment, and ethics toward work. It is also argued that generational differences may cause tension between employees and with that prevent projects – such as a transition to a high performance organization (HPO) – from being completed successfully. The purpose of this paper is to examine whether generational differences in work values influence people’s perceptions of HPO, and if so, in what ways and how management could deal with it. The HPO Framework developed by de Waal (2012b) was used as a starting point for the study.Design/methodology/approachThis study was performed at a Dutch multinational with a management trainee program. In this program, young talents, all belonging to Generation Y, followed a series of internships in various business units. A questionnaire on HPO was distributed among the trainees and their direct managers (all Generation Xers). The average scores for the five factors described in the HPO Framework were calculated for both groups. In addition, attention points were identified for the multinational, i.e. issues that needed to be addressed by the organization in order for it to become an HPO. The scores and the attention points were discussed in a workshop with both trainees and managers. Finally, the results of the workshop were analyzed and several weeks later presented by the authors to a larger audience, to validate the research findings.FindingsThe research results showed that there was a close match between the opinions of trainees (Generation Yers) and of managers (Generation Xers) concerning the general importance of the HPO factors, the organization’s performance on these factors, and the actions needed to improve on them. There were several explanations for the fact that generational differences did not influence the opinions of both generations on HPO. For example, the corporate culture in a multinational may be predominant over national culture, creating uniform thinking; or new employees adapt quickly to the organization and behave according to established patterns and thereby comply to the accepted way of thinking in the company.Research limitations/implicationsThe practical implication of this study is that an organization does not have to target specific groups to convince people of the importance of HPO. It should be sufficient to hold an informative session for all staff on HPO before starting the joint HPO transition process.Originality/valueThis is the first study into how generational differences in work values could influence the opinions of various generations on HPO.

The development of work values during the transition to adulthood: A two-country study

This study addresses the development of work values—the desired characteristics of one's current or future job—during young adulthood. Using two panel studies from Germany (N=2506) and Finland (N=1326), we investigated (a) mean-level and rank-order change and stability in work values across three biennial waves (age 20/21 to age 25/26); and (b) the influence of stable background characteristics as well as of major transitions in family and work roles on inter-individual differences and intra-individual changes in work values. Latent measurement models with three work value dimensions showed good fit in both countries: extrinsic (importance of job security and material rewards), intrinsic (importance of having an interesting, varied, and valuable job), and autonomy (working independently; making one's own decisions). Analyses revealed high mean-level stabilities and moderate to high rank-order consistencies in work values across four years. Intrinsic work values emerged as the most highly endorsed value, and extrinsic work values as the most stable value, in both countries. Individual differences in work values emerged along the lines of sociodemographic background characteristics—especially gender, and to a lesser extent, parental socio-economic status (SES) and school track—whereas work and family transitions played only a limited role in explaining changes in work values across time. We discuss these results against the backdrop of previous research conducted mainly in North America and note some implications for work value research and for career counseling.

A study on generational differences in work values and person-organization fit and its effect on turnover intention of Generation Y in India

PurposeThe purpose of this paper is to provide an insight into differences in work values and Person–Organisation (P–O) fit of Baby Boomers, Gen X and Gen Y in India and to understand the relationship between (P–O) fit values and turnover intention of Generation Y employees.Design/methodology/approachThe work values were measured using an adapted version of Lyons Work Values scale. The generational differences in work values and P–O fit were studied using multivariate analysis of variance and relationship between P–O fit values and turnover intention of Gen Y employees was studied using polynomial regression and response surface methodology.FindingsSignificant differences in work values were observed between Generation Y and older generations. Generation Y also reported significantly higher discrepancy in P–O fit values than Generation X and Baby Boomers. This had an effect on their turnover intention.Research limitations/implicationsA cross-sectional design was used to study the generational differences in work values where the generation effects may have been confounded with age effects.Practical implicationsThe differences in work values and P–O fit values of Generation Y and older generations provide input into designing organisation systems and structures more suitable for younger generations to manage the high turnover among Generation Y in India.Originality/valueThis is one of the first studies on generational differences in work values and P–O fit in the Indian context. It is also one of the first to investigate relationship between P–O fit and turnover intention of Generation Y in India.

A Comparative Study of Work Values between US and Malaysia Marketing Students

This paper aims to identify the ranking of importance of work values as perceived by marketing students, and to explore the underlying dimensions of work values in the Malaysian context. It also aims to determine whether there are differences of work values between marketing students in Malaysia and US. Previously validated Super’s Work Values Inventory (SWVI) containing 15 dimensions was completed by business students undertaking Marketing and other majors in Malaysia and USA. Factor analysis is employed to examine the underlying structure of work values. The study confirms the two-factor structure (intrinsic and extrinsic) of work values and shows that marketing students value the work that allows them to fulfill their potential in terms of creativity (M = 4.23) and intellectual stimulation (M = 3.99) in Malaysia. Moreover, the results showed that significant differences in work values exist between Malaysia and US students with respect to economic return, way of life, altruism, prestige, management and variety. This article contributes to the worldwide knowledge on work values by highlighting the importance of understanding potential marketing professionals’ work values in the two different countries. Respondents selected from two countries will limit the generalizability of the study.

Exploring Regional Clusters of Work Values: The Case of China

The purpose of this article is to analyse the work-value clusters across 31 regions in China by applying Hofstede’s five dimensions framework. Following a thorough literature survey, the authors identified 21 factors to explain cultural differences. Of these, 19 could possibly explain differences in work values among regions in China. Subsequent data analysis suggests that China can appropriately be grouped into two or three work-value clusters depending on the work value dimensions applied. Regional differences suggest two main clusters derived from the dimensions of individualism, power distance, uncertainty avoidance and long-term orientation, while when masculinity is also considered, three clusters emerge.

Generational Differences in Work Values in China

We examined the generational differences in Chinese employees' work values using the Chinese Work Values Scale with 1,015 Chinese employees across three generations (i.e., Cultural Revolution generation, n = 148; Transitional generation, n = 355; Millennial generation, n = 512). We found that, even with gender, education, and position taken into account, the Millennial generation placed more importance on intrinsic and extrinsic rewards than did the Transitional generation or the Cultural Revolution generation, and that the Cultural Revolution generation placed more importance on altruism than did the younger generations. Results also showed that generation exerted more influence on work values than did age. This implies that, taking these results into account, current human resource management practices in organizations and institutions in China should be adjusted accordingly.

Understanding Multigenerational Work-Value Conflict Resolution

Numerous sources report increased conflict between the four generations currently in the workplace resulting in organizational problems. The conclusion of this study is that age-related life-stage researchers and birth-year-cohort researchers provide significant scholarly evidence that can be used to determine the “why and how” of generational work-value differences’ impact on employee productivity. There is a significant relationship between generational cohorts and conflict created by generational work-value differences. A generational management practices model was developed that provides a scholarly basis for managers to make informed decisions about how they can shape workforce strategies and management practices for a generationally-diverse workplace.

Differences in work values: understanding the role of intra- versus inter-country variation

A growing literature emphasizes the need for studies taking a contingency perspective to international HRM to move beyond mean country differences in work values and begin considering intra-country variation (ICV). We use individual-level data on Hofstedeian values – not hitherto available – to infuse this literature with systematic quantitative evidence regarding the importance of ICV vis-à-vis inter- or between-country variation. We begin by estimating various random effects models, discovering that ICV accounts for the bulk, approximately 85%, of total variation in work values. To add a much-lacking comparative dimension and because ICV only has real-life relevance if we know its sources and can observe them, a three-level multilevel analysis provides a novel disentanglement of the importance of country relative to region and socioeconomic stratum as readily observable within-country sources of variation in values. Results show the value for practitioners and scholars of not only focusing on country differences strictly but also considering subnational categorizations when seeking to understand differences in work values. Key contribution of this paper is to take the debate on ICV out of the theoretical and into the practical realm. Implications of our findings are discussed.

Generational Differences in Work Values, Perceived Job Rewards, and Job Satisfaction of Chinese Female Migrant Workers: Implications for Social Policy and Social Services

This cross-sectional survey study is a pioneering attempt to investigate the generational differences in the work values, perceived job rewards, and job satisfaction of Chinese female migrant workers. The study targeted two toy factories in the Guangdong Province of China and recruited a total of 1,307 female workers as participants. Among them were 577 female migrant workers who comprised the target group for this research. The authors hypothesized that the younger generation of female migrant workers would have higher levels of cognitive work values (such as self-enhancement and career development) but lower levels of perceived job rewards and job satisfaction than those of the older generation. The results indicate that there are no generational differences in work values among the three birth cohorts of Chinese female migrant workers. The older generation felt more satisfied with the job rewards that they received, and their sense of job satisfaction was higher than that of the younger generation. Furthermore, the findings showed a substantial positive influence of perceived social job rewards (such as support from co-workers and supervisors) on job satisfaction among the younger generation. The current findings suggest that in China, generational differences in work are affected by both the generation factor and the rural–urban stratification factor. The authors hope that the study will provide a knowledge base for understanding the perceptions of Chinese female migrant workers toward work and for exploring the ways in which new policies and social services can be developed in order to address their needs.