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Generation X: acceptance of others and teamwork implications

Augusta C. Yrle (Department of Management, University of New Orleans, New Orleans, Louisiana, USA)
Sandra J. Hartman (Department of Management, University of New Orleans, New Orleans, Louisiana, USA)
Dinah M. Payne (Department of Management, University of New Orleans, New Orleans, Louisiana, USA)

Team Performance Management

ISSN: 1352-7592

Article publication date: 1 July 2005

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Abstract

Purpose

Seeks to conduct serious academic study of the Generation X phenomenon.

Design/methodology/approach

Considers how the literature (primarily the popular press) has viewed the contrast between Generation X and its predecessor, the Baby Boomer generation. Uses Fey's acceptance of others scale to consider what differences may exist between these individuals and those who preceded them.

Findings

The popular literature and anecdotal evidence from practicing managers hold that the impact of a new, radically different generation, often referred to as Generation X, is just now beginning to be felt in US organizations as well as in society as a whole. Many observations and informal reports from practicing managers describe how different the “new breed” of employees is and how difficult they are to manage. Finds that issues of trust and independence surface repeatedly. Interprets the results as providing some evidence that generational differences may exist.

Research limitations/implications

Considerable future research will be required to clarify the extensiveness of the differences and their significance.

Originality/value

Considers the impact of a radically different generation on US organizations and on society as a whole.

Keywords

Citation

Yrle, A.C., Hartman, S.J. and Payne, D.M. (2005), "Generation X: acceptance of others and teamwork implications", Team Performance Management, Vol. 11 No. 5/6, pp. 188-199. https://doi.org/10.1108/13527590510617765

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited