Different Generations Of Employees Research Articles

Internal and External Communication between Employees of Different Generations: Emerging Problems in Lithuanian, Latvian, and Swedish Tourism Organizations

The paper aims to analyze internal and external communication between employees of different generations and emerging problems in Lithuanian, Latvian, and Swedish tourism organizations. The secondary data has been obtained from scientific literature and the primary data from 12 semi-structured interviews conducted in tourism enterprises of the three countries. The survey sampling method used – criterion sampling. The data were analyzed using qualitative content analysis, applying a conventional approach to content analysis using an inductive coding process. The results show both internal and external communication problems of different generations of employees in tourism organizations in Lithuania, Latvia, and Sweden. The qualitative research confirms the cognition in the scientific literature that communication problems are particularly evident between the younger (Generation Z and Generation Y) and older generations (Baby Boomer Generation and Generation X). Based on the study's results, employees of different generations can communicate more effectively in tourism organizations and other organizations with intergenerational employee diversity. The research's added value comprises the matrix of the most effectively applied communication channels and tools recommended for intergenerational employees in a tourism organization, which may be used to improve intergenerational communication.

Формування ефективних команд в компанії як інструмент управління персоналом

The work examines the regulatory and legal field of human capital management and defines the conceptual principles and methods of forming effective teams. As a result of the classification of methods and tools according to the stages of identification, development and retention of talents, their respective features, application advantages and disadvantages were determined. A number of universal provisions regarding the adaptation of personnel management tools in the conditions of martial law are proposed. Eight principles of leadership development program formation and talent management practices that contribute to the attraction, development and retention of key talents are substantiated. In order to take into account the development of cultural and value characteristics of employees, the existing methods of talent management were improved and we substantiate the essence and possibilities of applying new methods. Methods of taking into account the interaction of different generations of employees in teams have been developed and ways of forming organizational culture, values and ethics have been determined in order to attract and retain talents.

Examining the differences in the impact of different work ethics of 80s, 90s and 00s Chinese employees on their organizational commitment and organizational citizenship behavior

As global economic integration advances, an increasing number of businesses are confronted with the conflict between economic and social benefits, as well as between the pursuit of corporate profits and the observance of ethics and morals. Using the Employee Work Ethics Questionnaire, the Organizational Commitment Questionnaire, and the Organizational Citizenship Behavior Questionnaire, this study focuses on the differences between different generations of employees' work ethics and organisational commitment and organisational citizenship behaviors. The study focuses on the enterprise management of "post-80s, post-90s, and post-00s" personnel and explores the distinctions between "post-80s," "post-90s," and "post-00s" people. The objective is to assist the "post-80s," "post-90s," and "post-00s" in adapting to corporate management with related measures. The objective is to assist the "post-80s," "post-90s," and "post-00s" in better adapting to enterprise management in order to achieve the enterprise's sustainable development. Several company personnel were chosen as responders, and the data are analyzed using Questionnaire Star and SPSS. A regression model of employee work ethics, organisational commitment, and organisational citizenship behavior was established. Generational differences were discovered in the effects of gender, years of work experience, education, and position on organisational commitment and organisational citizenship behaviors. However, in all three age groups, work ethics was strongly and positively associated with organisational commitment and organisational citizenship behaviors.

Examining employee retention and motivation: the moderating effect of employee generation

PurposeThis study explored moderating effects of employee generations on factors related to employee retention and motivation in the workplace.Design/methodology/approachThe authors developed a survey instrument and collected the survey data via Amazon Mechanical Turk. After filtering out bad responses, the authors ended up with 489 sample cases for this study. The authors used structural equation modeling for data analysis.FindingsEvidence showed that only transformational leadership was significantly related to retention of Generation X employees and only work–life balance had a significant relationship with intrinsic motivation. For Generation Y employees, transformational leadership was the only factor affecting their retention while both transformational leadership and autonomy showed significant impacts on their intrinsic motivation. Generation Z employees reported that only transformation leadership affected their retention while transformational leadership, corporate social responsibility and autonomy were significantly related to their intrinsic motivation in the workplace. All three generations showed statistical significance between intrinsic motivation and employee retention.Practical implicationsThis study could help business practitioners increase employees' work motivation and retention.Originality/valueFirst, our results revealed interesting similarities and differences between generations in terms of the factors that affected employees' retention and motivation. Second, this study proved that employees' generation affects the impacts of transformational leadership, CSR, autonomy, WLB and technology on their motivation and retention in the workplace. Third, the results of our study also showed that employees of different generations are intrinsically motivated by different factors, proving the importance of considering generational differences in motivation literature.

Holistic leader: discussing the emerging challenges

In today's environment the leader is already faced with changes in the status quo of the field of work. Changes such as automation and digitization of work, changing forms of employment and the constant demand for further specialization make up an explosive context that could not easily be considered productive and psychologically likable for humans. There has been a great demographic shift, therefore different generations of employees need to be led properly within the organization. On the threshold of the 4.0 industrial revolution, leaders need to balance variables such as technological advances and the generational differences and/or clashes. To properly lead the organization, leaders must have abilities and skills that fall within all four capitals, economic, human, social and positive psychological capital. The ever-evolving theory of leadership highlights the characteristics that leaders must have for the organization to prosper and subordinates/followers as well. The paper discusses the leadership theory and the emergence of e-leadership. The new mentality and the differences within different generations are analyzed as well. The paper proposes the concept of the ‘holistic’ leader and discusses the gap regarding the leadership theories and the need for the higher education programs to be modified for the new leaders to be trained more effectively.

Exploring intergenerational differences in technology-oriented ethical behavior

PurposeThe proliferation of information technology (IT) and IT-enabled devices has brought various challenges for modern organizations. These challenges are aggravated by the fact that the employees of different generations have a varying degree of expertise and ethical orientation regarding technology. This study has two primary objectives to have an in-depth understanding of technology-related ethical behavior of a diverse workforce. First, it aims to develop a valid and reliable scale to measure technology-oriented ethical behavior. Second, it investigates variations in technology-oriented ethical behavior among Generation X (pre-millennial), Generation Y (millennial) and Generation Z (post-millennial) using the scale.Design/methodology/approachThe study is conducted in two steps. The first step, a techno-ethical scale, is developed with the help of the six steps of scale development proposed by Churchill (1979). These steps include exploratory factor analysis (EFA), confirmatory factor analysis (CFA), reliability analysis (composite reliability) and validity analysis (convergent and divergent validity). In the second step, intergenerational variation in different factors of technology-oriented ethical behavior among generation X, Y and Z employees is explored with the help of ANOVA and mean plots.FindingsThe study suggests a four-dimensional techno-ethical scale comprising fourteen statements. These four dimensions of the scale are the invasion of the right of privacy, defamation, self-enrichment and loafing during office hours. The scale is reported to have adequate reliability and validity estimates. Results also recommend statistically significant variations in all four dimensions of technology-oriented ethical behavior among pre-millennial, millennial and post-millennial. Also, except for self-enrichment, the mean values progressively increase from pre-millennial to post-millennial. Even for self-enrichment, the mean value is highest for post-millennial.Originality/valueThis study is one of the pioneer studies that explore ethical orientation towards technology usage of three generations of employees.

The Employees Perception on Generation Stereotypes in Workplaces among Selected BPO Companies in Quezon City

The study sought to know the perception of employees about generational stereotyping from different generations in a BPO company. The study used qualitative research to investigate participants’ perceptions through their real-life experiences. The data was obtained through guided questions and interviews consisting of employees from each generation: Baby Boomer, Generation X, Millennials, and Generation Z. Some of the participants said that they are uncomfortable and felt awkward interacting with other generations because they share different views on life. The study’s results indicate that the word “stereotyping” refers to the behavior in which a person takes a negative perception and acts on it, whether the person does this on purpose or by accident. According to the results of this study, most of the participants had various understandings of generation stereotypes. The researchers concluded that; (1) stereotypes often occur in older generations. (2) the younger generation tends to avoid asking for help due to the belief that they already know everything. (3) give and take; where seniors shared their experiences while the younger generation shared their technical knowledge. Studies show different perceptions that deal with every generation. As a result, the company performs activities that help employees boost their confidence. Employees of different generations can have better interactions with their co-workers.

Perception of talent management practices by different generations of employees

Talent diversity is now an important characteristic of any organization. The ability of companies to attract, develop, and retain employees, who differ in their gender, age, generation, nationality, etc., affects firm performance and forms unique competitive advantages. Representatives of different generations are active participants in the global and local labor markets who at the same time differ in terms of values, attitudes, and perceptions. That is why, modern companies adapt and develop existing management practices for such employees, through creating talent management systems for different generations. However, the question of effectiveness of using the existing practices remains debatable and requires further research inquiries. This study is aimed at identifying differences in the perception of talent management practices among employees from different generations who may value different aspects of their working experience. The research results would allow companies to identify the most significant practices, increase their effectiveness, and achieve higher long-term results through increasing the levels of satisfaction among their employees.

Evaluation of industrial enterprises' performance by different generations of employees

Evaluation of industrial enterprises' performance by different generations of employees

Sustainable Human Resource Management and Generational Diversity: The Importance of the Age Management Pillars

The issue of population aging is currently highly topical. In the context of population aging, age management comes to the fore. It addresses the management of human resources with regard to the age and potential of employees. The main aim of the article is to present the results of research focused on the importance of age management pillars from the perspective of employees from different generational groups in industrial enterprises in Slovakia. Based on established research questions and the research hypothesis, we can state that the perceived importance of age management pillars differs depending on the affiliation to the generational group. The research hypothesis was confirmed, and we conclude that there is a dependence between generational groups of employees from industrial enterprises in Slovakia and the importance of the age management pillars (the number of designations in a pairwise comparison). As a data collection tool, a research questionnaire was created. Collected data were evaluated based on a pairwise comparison of the perceived importance of age management pillars for employees. The research sample consisted of N = 384 respondents (employees of large industrial enterprises in Slovakia). When considering the research results, the use allows approaching the management of different generations of employees directly within the framework of sustainable human resource management. The research problem is also supported by resources and theoretical background.

Role of Intergenerational-interpersonal Communication in the Performance of Red Crescent Society Staff in Tehran Province

INTRODUCTION: The most important, useful, and cost-effective way to attain organizational goals is the improvement of intergenerational-interpersonal communication among different generations of employees in the workplace. Therefore, the present study aimed to assess the role of intergenerational-interpersonal communication in the performance of 50s-70s-generation employees of the Red Crescent Society of Tehran (age range of 20-40 years) in 2019. METHODS: This applied research was conducted based on a descriptive-survey design. The statistical population of this study includes all employees of the Red Crescent Society of Tehran province (n=160). The participants were selected via the census method. A researcher-made questionnaire was employed to collect data, and SPSS software (version 24) was used for data analysis. FINDINGS: Based on the results, the variables and dimensions of intergenerational-interpersonal communication were significantly and strongly correlated with the performance of 50s-70s-generation employees of the Red Crescent Society of Tehran province. In other words, the employees' performance will be enhanced with an improvement in the dimensions of intergenerational-interpersonal communication. CONCLUSION: As evidenced by the obtained results, effective intergenerational-interpersonal communication skills training should be considered one of the goals of stakeholders. Moreover, groupism and relationship solidarity are among the effective factors influencing employee performance. This solidarity can be significantly improved by the establishment of intimate relationships, membership in groups, interaction, face-to-face communication, social status, appropriate expectations, necessary trust, participation in decision-making, and managers' acceptance of individual differences.

Performance Motivation and Employees of Different Generations in Slovak Industrial Enterprises

Currently, there are four unique generations of employees on the labour market (Generation BB, Generation X, Generation Y, and Generation Z. The individual performance of employees is largely influenced by their motivation to perform. The main aim of the article is to present the results of the research focused on the analysis of the performance motivation of different generations in Slovak industrial enterprises. A standardized psychodiagnostic performance motivation questionnaire (D-M-V) was used for data collection, which was distributed to six industrial enterprises operating in Slovakia. The research sample consisted of N=158 respondents (administrative employees and managers). By evaluating the established research hypotheses, statistically, significant relationships were identified between the monitored variables from the D-M-V questionnaire and perceived age discrimination and the possibility of further education in industrial enterprises. Proven and quantified statistically significant relationships can be used to increase individual employee performance, which contributes to the overall performance of the organization.

The leadership style, relationship with superior and intention to retain in employment

The paper aims to present results of research focused on the coexistence of different generations of employees. The research was carried out based on analysis of data collected through a research questionnaire on a sample of 534 respondents. The research aimed to investigate the importance and fulfillment of the motivational factors leadership style and relationship with superiors among different generations of employees. This research provides evidence for industrial managers that the relationship with a superior is related to the superior's leadership style. It has also been confirmed that satisfaction with relationships with superiors has an impact on the intention to retain in employment.

SUSTAINABLE HUMAN RESOURCE MANAGEMENT AND GENERATIONS OF EMPLOYEES IN INDUSTRIAL ENTERPRISES

Sustainable human resource management is one of the distinguished approaches for ensuring the organizational performance of an organization in today's turbulent business environment. Human resource management ensures the achievement of the organizational goals through practices of managing human resources. Sustainable human resource management thereby ensures the development and maintenance of the potential of all employees in the organization. The main goal of this paper is to present the results of research in the field of human resource management with respect to different generations of employees in industrial enterprises operating in the Slovakia. The research sample consisted of n = 1 471 respondents (employees of industrial enterprises). The most important results of the prezented research is the finding that employees of industrial enterprises consider work performance, which influences their remuneration, to be important. The research showed that there are statisticaly significant relationships between employees at managerial and production positions and the perceived importance of work performance when determining the income of managers and production employees (rs = 0.274 and rs = 0.363).

Эволюция работы HR-служб с разными поколениями сотрудников в условиях перехода к цифровой экономике

Эволюция работы HR-служб с разными поколениями сотрудников в условиях перехода к цифровой экономике

Формування та розвиток компетентностей працівника сучасного цифрового світу (за результатами експертного опитування)

Digitalization of the economy and society, on the one hand, creates new opportunities for the development of human potential and an increased efficiency of its use, and on the other hand, it requires the acquisition of new professional and super-professional competencies demanded in the modern labor market. The article is aimed at expounding the issues of formation and development of competencies of an employee in modern digital world according to the results of an expert survey on the quality of working life in the conditions of digital transformations. The article estimates the employers’ demand for competencies and their significance for employees. The priority of formation and development of competencies from the position of employers and employees is determined. It is identified that the most important competencies for both the employer and the employee are digital, professional, social, personal, educational, and the least important are civic competences and competence of cultural awareness and self-expression. According to the survey results, the influence of higher and vocational education on the competitiveness of the employee in the labor market, the willingness of employees to independently invest in their professional development and the impact of the lack of digital skills on employment opportunities are characterized. The results of experts’ answers on the frequency of raising of qualification in the conditions of digitalization of the economy are provided. The impact of professional development opportunities in the workplace on the quality of working life for employees of different generations is evaluated. The emphasis is made upon that creating conditions and opportunities for professional growth in the digital economy should become an important strategic direction for the formation of a new quality of life in the context of digital transformations in Ukraine, and ensuring lifelong learning conditions for the citizens of the country is the most effective form of the State-based regulation of the digital segment of the labor market.

ОСОБЕННОСТИ УПРАВЛЕНИЯ ЧЕЛОВЕЧЕСКИМ КАПИТАЛОМ В ЭПОХУ ЦИФРОВИЗАЦИИ

In this article, human capital is considered as a set of processes of interaction of local groups of workers in the course of production activities. The study of human capital management issues in relation to the practice of Russian business is of particular interest due to the transition to the digital economy, demographic changes and structural changes in the labor market. The purpose of this article is to determine the features of human capital management, taking into account generational cohorts in the light of new economic trends. The re-search is exploratory and is aimed at studying the practice of human capital management, which includes the processes of formation, retention and development of different generational cohorts. Based on a comparative analysis of major international and domestic scientific research, various factors affecting the process of at-tracting, retaining and developing employees of different generations are identified in the work. The results of this study will allow managers to implement an effective policy of managing the corporation's human capital and in a short time create a favorable environment for the development of employees and the enterprise as a whole with minimal financial costs.

СОЦІАЛЬНА ВІДПОВІДАЛЬНІСТЬ У ТРУДОВИХ ВІДНОСИНАХ: СУЧАСНІ ДЕТЕРМІНАНТИ ТА ПРОБЛЕМИ ЗАБЕЗПЕЧЕННЯ В УПРАВЛІННІ БРЕНДОМ РОБОТОДАВЦЯ

The current determinants of the assessment of the employer's brand by employees are investigated, taking into account the differences in the values ​​of generations and the importance of socially responsible initiatives of companies in labour relations. There are significant differences in the importance of the components of the employer brand in different countries as well as in the assessments of the generations. European countries are characterized by incomplete compliance of employers' value proposals with the interests of employees. In Ukraine labour market stakeholders’ assessments differ considering many of the value proposals offered by employers in terms of compliance with employees’ priorities. Thus, the dominant values ​​of employment are connected with material incentives, however, the importance of professional development (successful career), the content of work, a comfortable environment is also high. Employment guarantees and financial capability of the company are very important for Ukrainian employees regarding the stable employment prospective. An obvious trend in both the global and domestic labour markets is the change of values ​​in labour relations in the context of different generations. All generations of employees in Ukraine are united only by the dominant importance of material incentives for employment. Regarding other values, there are significant differences that should be taken into account by employers in planning CSR programs and the formation of value propositions. As for the youngest generation, which is actively entering the labour market today (Generation Z), it should be considered that the top 5 of their values includes the possibility of flexible employment. It can be concluded that the components of the employer's brand have different assessments by different generations of employees and do not always meet the current value propositions. However, in terms of growing competition in attracting talents, they should be the basis for further development of social responsibility of companies in labour relations in order to strengthen their competitive advantages.

УПРАВЛЕНИЕ ТЕКУЧЕСТЬЮ ПЕРСОНАЛА БАНКА С УЧЕТОМ ПОКОЛЕНЧЕСКИХ ОСОБЕННОСТЕЙ

This study focuses on the problem of employee turnover in the banking sector. The reasons for staff turnover are analyzed, the main attention is paid to the specifics of the labor behavior of employees of different generations. The purpose of this study is to identify the features of the Bank's personnel turnover management, taking into account generational characteristics. In accordance with the purpose of the work, the following tasks were set: to consider expert assessments of the problem of staff turnover in banks, to analyze generational differences, to conduct a study of the personnel structure in the operating offices of VTB Bank and to identify problems and features of the Bank's staff turnover management. As a result of the study the need to build the work of all elements of personnel management, taking into account generational characteristics, the balance of digitalization and personal communications, was revealed in order to increase the involvement of employees in achieving the goals of the organization.

О повышении эффективности обучения в сфере охраны и безопасности труда

Modern economic conditions, intensive modernization and digitalization of production, and the level of technologies require a change in the approach to training in the field of occupational safety and health. It is necessary to improve the methodology and organization of the educational process, training programs, material and technical base and logistics. Due to the appearance of Generation Z, the generation «born with gadgets in their hands», there was a huge gap between generations X, Y and Z (51–65, 31–50 and 18–30 years). The development of programs and training methods should consider generational psychophysiological features: the format, volume and speed of perception of information flows differ among employees of different generations. The main aspects of the methodology that are recommended to be used in the development of training programs and methods are considered and justified. The first aspect is the change in perception due to digitalization of the society and economy, as well as the use of modern means of communication. The «bandwidth» of intelligence was increased: faster and more data is perceived per unit of time, but the ability to concentrate was decreased. In Generation Z, in comparison with X and Y, the ability to hold attention on one object decreased from an average of 12 to 8 seconds. Constant communication in gadgets and the specific format of information on the Internet formed the new psychophysiological features: to operate with abstractions, pictures; «scan» the text, and not read in the usual sense of the word, etc.