Young Workforce Research Articles

Benevolence in New-age Businesses of Developing Economies: Some Conclusions from The Information Technology Companies/Sector of India

The article evaluates how knowledge workers in new-age businesses in developing economies conceptualize and practise acts of individual social responsibility (ISR) vis-à-vis the corporate social responsibility (CSR) endeavours of the companies for which they work. The study aims to differentiate between the values that drive ISR and CSR in such organizations. On one hand, the study targets young information technology professionals between the ages of 25 and 35 years exploring the individual motivations for socially responsible behaviour, and it looks at CSR managers responsible for strategizing and implementing CSR portfolio, representing the organizational imperatives of CSR behaviour and practice on the other. The study concludes with a conceptualization of how the convergence or otherwise of motivations between ISR and CSR in such organizations are defined and what are their determinants, with the derivative managerial implications for firms in developing economies in the context of managing the relatively younger workforce’s participation in their CSR efforts.

Perceived Leadership Behaviors among Multigenerational Managers

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

Using the Planned Behavior Theory to Understand Backpackers 'Intentions to Take Low-cost Airlines

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Planned behavior theory , Low-cost airlines, Self-help travel

The dental workforce in Malaysia: drivers for change from the perspectives of key stakeholders

The dental workforce is facing unprecedented change globally as a result of multiple influences. There is a need for research informed action to map possible drivers for change at the national level and examine their potential implications in order to shape the dental workforce to serve population needs. The objective of this study was to explore key stakeholders' views on the drivers for change for the Malaysian dental workforce and their potential implications. Stakeholders from key dental organisations/professions in Malaysia were purposively sampled and invited to participate in a semi-structured interview (n=20) using a pre-tested topic guide. Interviews were recorded, transcribed verbatim and analysed using Framework Analysis. Drivers for workforce were identified across four main domains: policy-politics; trends in demography; social and economic; and, technology-scientific development. The pace of change and possible interplay between drivers, most notably government policy, liberalisation of education and health services and challenges of workforce governance, followed by Malaysian demography and health trends. Implications for the future, including possible uncertainties, particularly in relation to specialisation and privatisation were identified, together in balancing and meeting public health needs/demands with professional career expectations. Stakeholders' views on the high-level drivers for change broadly mirror those of high-income countries; however, specific challenges for Malaysia relate to rapid expansion of dental education and a young workforce with significant career aspirations, together with imbalances in the health care system. The impact of these drivers was perceived as leading to greatest uncertainty around specialisation and privatisation of the future workforce.

Exploring the future of startup leadership development

Leadership development (LD) is a crucial success factor for startups to increase their human capital, survival rate, and overall performance. However, only a minority of young ventures actively engage in LD, and research rather focuses on large corporations and SMEs, which do not share the typical startup characteristics such as a rather young workforce, flat hierarchies, resource scarcity, and high time pressure. To overcome this practical and theoretical lack of knowledge, we engage in foresight and explore which leadership development techniques will be most relevant for startups within the next five to ten years. To formulate the most probable scenario, we conduct an international, two-stage Delphi study with 27 projections among industry experts. According to the expert panel, the majority of startups will engage in leadership development over the next decade. Most startups will aim to develop the leadership capabilities of their workforce as a whole and use external support. The most prominent prospective LD measures in startups include experiential learning methods, such as action learning, developmental job assignments, multi-rater feedback, as well as digital experiential learning programs, and developmental relationships such as coaching in digital one-to-one sessions. Self-managed learning will play a more important role than formal training.

Leader readiness of Gen Z in VUCA business environment

PurposeThe purpose of this paper is to focus on the leadership competencies of the Z generation (born after 1997) in the VUCA business environment. In today’s scenario, the business works differently than it used to previously. The young workforce wants not just to contribute their energy to the organisation but to their colleagues and themselves too, with the leading global sceneries.Design/methodology/approachAn unstructured questionnaire was prepared by testing the reliability and validity of the data. Multiples linear regression analyses were used to derive results and to check whether the competencies are dependent on the VUCA skill sets. Entrepreneurial leadership, enabling leadership, operational leadership and architectural leadership are chosen to be the independent variables for this study.FindingsThe findings reveal that the dependability is on all the four factors for the VUCA business environment and hence the need is to practice the same in the organisation.Research limitations/implicationsThe test has been done on a sample having 260 respondents. This study reveals data of the workspace environment only and not how Gen Z will behave to the conditions as individuals. Gender-perspective is not taken into account in this study.Practical implicationsThe implications can be seen for the organisations’ understanding of how to deal with generation Z and empower them. The organisation-structure and processes that were developed previously will not be limited now just to making the organisations function but also impact self-development for Gen Z, the development that is focussed on work-teams of Gen Z and so the global market eventually.Originality/valueThe originality is in the variables that have been taken for this study. As the world is growing rapidly, the mind-set and the style in which the manager works are changing. Therefore, it is necessary to take into account what leadership style will affect the current business environment.

Examining the importance of the Sino-Africa swap formula in creating backward and forward linkages

African nations are trying to diversify their economies in order to induce industrialization that will help them eradicate poverty and create employment for their young workforce. One of the continent’s key challenges continues to be the shortage of physical infrastructure. Therefore, finding ways to overcome this problem has become of large importance. China has identified this and has thus enhanced its involvement in Africa primarily via its swap formula. The formula enables the financing and development of infrastructure that African nations critically need by depending on their resource wealth. However, the mounting involvement of the formula has continued to stimulate questions on its impact regarding creating backward and forward linkages. As such, one of the significant aims of this article is to identify linkages that emerge from the Chinese swap formula that involve long-term concessionary loans from China’s Exim Bank to finance major infrastructure projects in Africa. It examines whether the swap formula is creating backward and forward linkages in Africa, and what the infrastructure leads to concerning creating novel opportunities for the continent, by theoretically answering this question: “Can China’s swap formula create backward and forward linkages?” Furthermore, the article theoretically identifies the benefits and linkages of the formula via a case study – that of Abuja-Kaduna railway. Arguably, the article discovers that the formula has multiple benefits and linkages for Africa. It is also seen by the Chinese government as a way of fulfilling its strategic goals in Africa.

SMALL SCALE STUDIO SETUP (4S) CREATION : CURRENT TRENDS IN ANIMATION INDUSTRY ENTREPENEURSHIP

Self-employment and self-entrepreneurship activities among graduates in local and global economic trends lead to the birth of small scale animation studios. Government funding and business exposure in higher learning institutions are driving the young workforce to establish their own company rather than working for others. The current generations of graduates are very much in favor of entrepreneurship and begin to break away from the notion of stability in conventional professions due to the lack of flexible work-life balance and office benefits. Company ownership and financial freedom self-management remain the most recent phenomena in today's graduates. The idea of maintaining self-expression and control of the personal intellectual property is driving the young animator to venture into a small scale studio setup (4S).

Strategies for improving construction craftspeople apprenticeship training programme: Evidence from the UK

This study seeks to address two research questions: (i) what are the factors responsible for the non-completion of the craftspeople apprentice training programmes? and (ii) how can the non-completion of construction craftspeople apprenticeship programmes be improved? Eighteen semi-structured interviews were conducted with relevant stakeholders involved apprenticeship in the UK. The finding reveals that multiplicity of factors contribute to the non-completion of craftspeople apprenticeship. The study reveals that ’underestimation of the apprentice programme’, ’poor career guidance’ and inappropriate placement’ have not been previously mentioned in literature as factors responsible for the non-completion. Also, it was found that ‘improvements in recruitment methods’ and ‘improvements in learner’s experiences during apprenticeship’ are vital strategies for improving completion rates of craftspeople apprenticeships. By understanding these strategies, the construction sector would have a better chance of attracting and training a young workforce to meet its future needs. Young workforce is vital for improving productivity and organisational sustainability in the construction sector. The research contributes to the current body of knowledge by providing an in-depth understanding of the challenges faced in craftspeople apprenticeship training and how to improve its outcome.

Younger workforce increasingly working part-time.

Younger workforce increasingly working part-time.

Recording and interpretation of vital signs in a selected private hospital in the KwaZulu-Natal province of South Africa

BackgroundEnrolled Nurses (ENs) and Enrolled Nursing Auxiliaries (ENAs) are responsible for the monitoring of vital signs as an essential indicator of patients’ physiological deterioration. Monitoring are essential for early recognition of and responding to signs of deterioration as delayed responses could severely affect patient safety. ObjectivesThis research study, (1) describe the accuracy of recording and the ability of ENs and ENAs (2) interpret the data presented during the assessment of vital signs at a selected private hospital in KwaZulu-Natal. Design and sampleA quantitative, descriptive design was used. MethodsThe population (N = 89) consisted of permanent ENs (n = 27) and ENAs (n = 47). Part-time nurses working for an agency were also invited. A sample total of 64 respondents, comprising 20 ENs and 44 ENAs, participated in the study. Ethical permissionEthical clearance and permission from the organization head office was obtained. ResultsThe data, reveals a young workforce, with 55% of respondents being between 26 and 35 years of age. Results from the questionnaire indicate that the nurses with more nursing experience and permanently employed achieved a higher score in the knowledge component. Analysis of the documentation, showed that the implementation record was not always correctly identified and that 29.6% of the ENs and ENAs did not enter the vital signs data correctly on the implementation record or rapport abnormalities to the professional nurse in charge. ConclusionThe gaps identified during the assessment of vital signs while working at a private hospital put patients at risk and severely affect quality care.

Attracting and Retaining Young Workforce in Indonesia: Does Person-Organization (P-O) Fit Matter?

Rooted in the similarity−attraction−attrition paradigm, Cable and Judge’s framework has been one of the leading models in explaining Person−Organization fit. It associates perceived value congruence with employee work attitudes pre and post their entry. This study extends the model and findings by looking at the specific, underlying value dimensions that cause these effects. Drawing on a sample of 800 Indonesian jobseekers, I applied polynomial regression to test the model. Results showed that congruence between personal and organizational social responsibility value was the strongest and most consistent dimension predicting employee job satisfaction and organizational commitment.

Spatial, temporal, and occupational risks of Q fever infection in South Australia, 2007–2017

BackgroundThe burden of Q fever on at risk population groups in Australia is substantial, despite the availability of a vaccine. Our objectives were to: (a) describe the epidemiology of notified Q fever cases in South Australia (SA), (b) identify if Q fever infection is associated with occupational exposure, and (c) detect the possible spatial and temporal association of Q fever with livestock density. MethodsLaboratory confirmed Q fever notifications from January 2007 to December 2017 were obtained from the SA Health Department. Q fever notification rates and incidence rate ratios were calculated for gender, notification year, age group, occupation category, and primary exposure suburb. Spatial mapping and analysis of Q fever notifications was undertaken using livestock data, and abattoirs and saleyards located in SA. ResultsDuring the study period 167 Q fever cases were notified. Males predominated (72%), with higher rates observed in the 21–40year age group (1.52/100,000), and eight cases (5%) reported prior Q fever vaccination. Most frequently listed occupation categories were livestock farmers (35%), and abattoir workers (20%), but in 15% of cases, there was no known occupational risk. Highest notifications (22%) were recorded in the suburb containing an abattoir. The number of goats, cattle and sheep was not associated with Q fever notifications. ConclusionsQ fever predominance among males in their twenties and thirties may indicate vaccination under-coverage among the young workforce possibly due to high turnover of workers. Q fever among those vaccinated raises concerns about vaccine efficacy or potential waning immunity. Our findings are consistent with previous studies highlighting abattoir workers as a high-risk occupational group because of its transient workforce, and low vaccination coverage. Q fever notifications in SA may be unrelated with spatial livestock density. Further One Health research involving veterinary, public health and environmental data is required.

Strengthening public health research capacity to inform evidence-based policies in Tunisia / CONFIDE

Abstract Introduction Over the past 15 years, Tunisia has experienced considerable development in the political and economic areas. In this context, important reforms in the field of public health have been made, with the Tunisian universities (University of Sfax, University of Tunis el Manar, University of Sousse) on their way to educate the public health professionals who can contribute to the modernization of the health system. Funded by the EC through Erasmus+ programme, the CONFIDE project (coordinated by Babes-Bolyai University, having European partners the Southern Denmark University and Trnava University) has 3 major objectives: develop Centres for Evidence into Health Policy (C4EHPs) designed to ease future collaborations; strengthen institutional capacity to deliver state-of-the-art research into policy training program; consolidate national and local partnerships between the public health academic and non-academic sector. The progress The partners have jointly contributed to the following activities: development of the Centre for Evidence into Public Health Policy, 3 train-the-trainer sessions, 9 train-the-trainees sessions, internships for trainees, one policy game. To this date, 18 trainers have been trained by European partner universities and they trained 29 Tunisian trainees in the field of public health research, health promotion and evidence-based public health policy. The trainees will participate in internships in local and regional health institutions, to practice what they have learned. A policy game will be organized, to simulate collaboration between researchers and policy makers, for public health policy elaboration. Conclusions The Research into Policy training program has been implemented in all 3 Tunisian partner universities. The expected long-term changes are: young workforce trained into public health and evidence-based policies fields; university curricula modifications by introducing public health courses and developing of Masters of Public Health.

Workforce Diversity on Employee Performance in the Office of the Attorney General and Department of Justice, Kenya

Embracing and managing diversity in today’s business world is an essential part of successful business practices as it brings various voices to a team, improves morale and increases overall productivity. However, manager face difficulties in understanding the value of each person’s unique abilities or voice, there may arise some instances where certain employees still have conflicts. Ineffective communication of key objectives results in confusion, lack of teamwork, and low morale. In the office of the attorney general and department of justice now going through a massive influx of young workforce in both gender with diverse educational background and from different ethnic groups have brought a challenge of having different sets of values, expectations, and work styles in the work place and also understanding the other’s culture has been a heavy task on managing work force in the organization. It is due to this regard that this study sought to investigate the influence of workforce diversity on employee performance in the office of the Attorney General and Department of Justice in Nairobi City County, Kenya. The study specific objectives were to examine the influence of educational background diversity, ethnicity diversity, age diversity and gender diversity on employee performance. The theories guiding the study were the human capital theory, social identity theory, social exchange theory and social categorization theory. This study will use descriptive survey research design. The unit of observation was office of the Attorney General and Department of Justice in Nairobi City County, Kenya and the unit of observation was 5 Human Resource Managers and 50 Support Staff from HRM department. A census of 55 respondents was carried out. Primary data was collected using questionnaires. Quantitative data was analysed with the use of descriptive statistics such as mean and standard deviations and presented using tables, graphs, charts and figures. Content analysis was used to test data that was qualitative in nature or aspect of the data collected from the open ended questions. Multiple regression analysis was used to test the extent to which the variables relate to each other. The study examined that educational background diversity, ethnicity diversity, age diversity and gender had a positive and significant relationship on employee performance. The study concluded that employees with diverse educational background promote higher levels of consistency, creativity because of their unique perspectives. Ethnicity diversity management improve gains in worker welfare and efficiency, leads to reduced turnover costs, fewer internal disputes and grievances, prevention of marginalization and exclusion of categories of workers, improved social cohesion and so on. Age diversity in the workplace provides a larger spectrum of knowledge, values, and preferences. Having a diverse gender within the organization leads to a wider talent pool, encourages different points of view and approaches that come from different life experiences and the organization to challenge gender stereotypes. The study recommended that the organization should employ people of different backgrounds in education so as to improve creativity and innovation. The organizational management has responsibilities when it comes to promoting and monitoring ethnic diversity policy in the workplace. It is highly essential for the organization to find effective ways to meet the challenges of age diversity because both the old and the young employees can make tremendous contributions to the organization, in their own unique way. The organization should encourage team leaders to select diverse groups for projects to ensure the genders do not naturally separate.

Becoming an Employer of Choice in the Infrastructure and Construction Sector

Purpose of Research: The aim of the study was to understand the perception of campus applicants towards employers in the Infrastructure and Construction related sectors. This research further explored, into measuring the extent to which these perceptions translated into employment preferences for the campus applicants. The objectives of the study were to (1) to understand the preference of campus applicants towards different employer-types, (2) to identify the job attributes that campus applicants seek in their prospective employers, (3) to analyse if job-preferences are based on demographics such as gender, work experience etc. An attempt was also made to compare and contrast the EmpAt scale developed by Berthon et al. (2005) in the Indian context. Methodology: Descriptive research was undertaken to explore the aforementioned research objectives. Data was collected through a mail-questionnaire administered on a sample comprising the final year students pursuing post-graduate management courses in NICMAR, Pune and RICS, Noida; two of the country’s premier Institutes offering niche courses in the Infrastructure and Construction related sectors. In all, 264 students had participated in the online survey. Various multivariate tools and techniques were used to evaluate and analyze the data collected. Findings: The survey findings have helped identify those variables that determine a firm’s attractiveness as an employer of choice in the Infrastructure and Construction sector. Given that the survey was restricted to only the aforementioned Institutes, it has helped understand the sectoral specifics, as far as job preferences of campus applicants are concerned. Implications: By understanding the drivers and motivators of potential campus recruits, organisations will be better positioned to develop strategies to attract-retain the young workforce and consequently, nurture tomorrow’s leaders. It is worthwhile to understand the millennials, such that it helps Organizations to modify their workplace policies to suit the distinctive tastes, interests and preferences of the young workforce and become employers of choice.

Digital Media and the Changing Nature of Labor Action

Precarious working conditions resulting from neoliberal policies of the Indian state have placed an overwhelmingly young and mobile industrial workforce under a lot of duress. Traditional forms of organizations and modes of resistance such as labor strikes that were thought to be effective are now increasingly seen as inadequate against the speed and complexity of contemporary production processes, forcing the workers to devise commensurate responses. In this article, I discuss some of the newer strategies of resistance gaining prominence among industrial workers, especially as they are mediated through digital media. Focusing on online self-work underpinning worker agitations, I argue that contemporary labor movement should devise creative strategies using new media tools, to which the millennial worker has unprecedented access, in addition to their traditional rank and file struggles, to counter contemporary challenges.

Skill development for accelerating the manufacturing sector: the role of ‘new-age’ skills for ‘Make in India’

ABSTRACTIndia is one of the fastest growing major economies and has a burgeoning young workforce. The average age in India will be 29 years by 2020. Given the limitations of absorbing growing labor force– especially the unskilled and semi-skilled– in service sector, focus has to be on spurring manufacturing growth to take advantage of this large pool of manpower. The ‘Make in India’ has a grand vision of creating 100 million jobs by 2021. This ambitious program is designed to turn the subcontinent into a‘global manufacturing hub’ and increase jobs by providing afresh impetus to the economy. Running high on this momentum, the government has initiated several policies such as ‘Skill India’ and ‘Digital India’ to complement ‘Make in India’. Attempting to tap this aggressive policy push, stakeholders are focusing on developing right skills to address the growing skill gap in various manufacturing sectors in the context of changing industrial landscape defined by new-age technologies. This chapter will present India’s perspective on how country is working towards developing a cohesive environment for ‘new-age’ manufacturing and ‘future ready’ manpower.

Physical fitness and psycho-cognitive performance in the young and middle-aged workforce with primarily physical versus mental work demands

AimThe purpose of this study was to examine physical fitness and psycho-cognitive performance and their associations in young and middle-aged workers with primarily physical versus mental work demands.Subjects and methodsHealthy young and middle-aged workers (73 men, age = 33 ± 7 years; 75 women, age = 35 ± 9 years) were recruited from German small-to-medium-sized enterprises (< 250 employees) and classified into groups with primarily mental (MD) or physical demands (PD) at work. Participants were tested for cardiorespiratory fitness, trunk flexor/extensor muscular endurance, handgrip strength, balance, leg muscle power, perceived stress, cognitive performance, and work ability.ResultsNinety-four workers were allocated to the MD (53% females) and 54 to the PD (46% females) groups. The MD group showed significantly better balance, trunk extensor muscular endurance, and cognitive performance (p < 0.035, 0.35 ≤ d ≤ 0.55) and less stress compared with the PD group (p < 0.023, d = 0.38). Group-specific Spearman rank correlation analysis (rS) revealed significant small-to-medium-sized correlations between physical fitness and cognitive performance (− 0.205 ≤ rS ≤ 0.434) in the MD and PD groups. Significant small-to-medium-sized correlations were found for physical fitness and stress/work ability (0.211 ≤ rS ≤ 0.301) in the MD group only. Further, associations of trunk extensor muscular endurance and work ability were significantly higher in the MD group (rS = 0.240) compared with the PD group (rS = − 0.141; z = 2.16, p = 0.031).ConclusionsMD workers showed better physical fitness measures (balance, trunk extensor muscular endurance) and cognitive performance and lower levels of perceived stress compared with PD workers. Small-to-medium-sized associations between physical fitness and psycho-cognitive performance measures indicate that gains in physical fitness may at least partly contribute to psycho-cognitive performance and/or vice versa, particularly in MD workers.

Globalization, migration, and ethnicity

ObjectivesThis article presents an overview of global migration and the unique issues facing immigrants, host countries, and practitioners, identifying considerations for practice. BackgroundPerceptions of the effects of human migration are major drivers of country attitudes, policies, and programs. Increasingly complex global interconnectedness has altered relationships among sending, receiving, and transit countries. The Global North, with its aging and declining populations, requires a healthy and young workforce; the Global South, with limited resources, a high birthrate, and an overall youthful population, can fill the gaps of the former, but with several implications for receiving and sending nations. Methods and resultsThis article reviews literature and data on current migration worldwide, with particular emphasis on immigration. Despite the complexities of human migration and extant theories that dissect the phenomenon, the fundamental elements of Lee's early push-and-pull theory of migration continue to hold true. Generally, people are drawn to improved opportunities or leave challenging environments, whether temporarily or permanently. Two salient dimensions undergird the study of migration: (1) migration trends—who migrates and why, and the size and direction of migration flows; and (2) the impact of migration—how migration changes receiving, transit, and sending countries. Receiving/transit nations are particularly apprehensive about whether immigrants fill their needs and how they impact resources. They speculate about immigrant preparedness for the workforce, ability to integrate into the society, and consequences for the racial/phenotypic profile of the nation. Immigrants also experience these worries. ConclusionsEthnicity, which is associated with common ancestry and culture, including language, religion, traditions, and behavioral norms, often contributes to, and challenges, a receiving nation's world view. This can have implications for several segments of its society, including the health profession, which could find that in the delivery of services it must grapple with the complex relationship between migrant, health, and health services utilization.