Generational Differences In Work Values Research Articles

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.

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.

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.

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.

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 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.

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.

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.

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.

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.

An Empirical Study of Generational Differences in Work Values among Chinese IT Employees based on MANCOVA

An Empirical Study of Generational Differences in Work Values among Chinese IT Employees based on MANCOVA

Generational differences in work values and attitudes among frontline and service contact employees

Utilizing data collected from frontline and service contact employees, this study identifies employees’ work values for a hospitality business, and then examines differences among employees belonging to different generations. Through an exploratory factor analysis, seven dimensions of employees’ work values are identified. Results of a series of one-way ANOVA tests reveal significant differences among three generation of employees’ work values. Managerial implications and recommended strategies to manage those differences to create and maintain a work environment that foster leadership, motivation, communication and generational synergy are discussed.

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.

The Generational Effects on the Relationship between Job Involvement, Work Satisfaction and OCB

Generations come and generations go, but the earth remains forever,” (Ecclesiastes 1:4). Is this true? Generational differences are a fact of life in numerous areas, including family, culture, and technology. Each generation sees itself as distinct from those that came before or after it, and we have all heard statements beginning “When I was your age…,” or “When we were young…” Consequently, efforts are constantly being made to bridge the “generation gap.” In recent years, generational differences have also been studied in the context of the workplace. In a review of the evidence for generational differences in work values, for example, Twenge (2010) reported that work centrality and the work ethic declined steadily from the Baby Boomer generation through Generation X and to Generation Y. Gen X, and especially Gen Y, attribute greater value to leisure and extrinsic rewards (e.g., money, status) than the Boomers. Moreover, Gen Y experiences more work satisfaction than the other generations, and its members are more likely to leave their current workplace for a better opportunity, thereby exhibiting weaker organizational commitment. Thus, the literature appears to confirm that generational differences indeed exist in respect to work. However, very little research attention has been paid to the relationships between various work attitudes in the generational context. The current study therefore sought to examine the degree of generational influence on the relationships between three work-related attitudes.