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Book part
Publication date: 30 June 2016

Eddy S. Ng and Emma Parry

Interest in generational research has garnered a lot of attention, as the workplace is seeing multiple generations (i.e., the Silent Generation, Baby Boomers, Gen Xers…

Abstract

Interest in generational research has garnered a lot of attention, as the workplace is seeing multiple generations (i.e., the Silent Generation, Baby Boomers, Gen Xers, and Millennials) working side-by-side for the first time. However, it is unclear how multiple generations of workers interact with each other and affect the workplace. Although there is extant literature on generational differences, some scholars have argued that the effect sizes are small and the differences are not meaningful. The focal aim of this chapter is to present the current state of literature on generational research. We present the relevant conceptualizations and theoretical frameworks that establish generational research. We then review evidence from existing research studies to establish the areas of differences that may exist among the different generations. In our review, we identify the issues arising from generational differences that are relevant to human resource management (HRM) practices, including new workforce entrants, aging workers, the changing nature of work and organizations, and leadership development. We conclude with several directions for future research on modernizing workplace policies and practices, ensuring sustainability in current employment models, facilitating future empirical research, and integrating the effects of globalization in generational research.

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Article
Publication date: 18 September 2020

Eddy S. Ng, Greg J. Sears and Muge Bakkaloglu

Building on the notion of “White fragility,” this study aims to explore how Whites react and cope with perceived discrimination at work. Specifically, the authors explore…

Abstract

Purpose

Building on the notion of “White fragility,” this study aims to explore how Whites react and cope with perceived discrimination at work. Specifically, the authors explore whether: (1) Whites react more negatively than minorities when they perceive discrimination at work and (2) Whites are more likely than minorities to restore the status quo by leaving the situation when they perceive discrimination at work.

Design/methodology/approach

Data for this study were obtained from the Professional Worker Career Experience Survey. In total, 527 working professionals from multiple organizations across the central USA participated in the survey.

Findings

The authors find evidence that Whites experience more negative psychological effects (i.e. lower job satisfaction and higher work stress) from perceived discrimination than minority employees and are more likely to act to restore conditions of privilege by leaving their current job and employer. The stronger negative effects of perceived discrimination for Whites (vs minorities) were restricted to work outcomes (job satisfaction, work stress, turnover intentions from one's employer) and were not evident with respect to perceptions of overall well-being (i.e. life satisfaction), suggesting that White fragility may play a particularly influential role in work settings, wherein racial stress may be more readily activated.

Originality/value

Consistent with the notion of White fragility, the study’s results demonstrate that the deleterious impact of perceived discrimination on employee work outcomes may, in some cases, be stronger for White than minority employees.

Details

International Journal of Manpower, vol. 42 no. 4
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 19 September 2016

Eddy S. Ng

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271

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Equality, Diversity and Inclusion: An International Journal, vol. 35 no. 7/8
Type: Research Article
ISSN: 2040-7149

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Article
Publication date: 18 March 2020

Eddy S. Ng, Greg J. Sears and Kara A. Arnold

Drawing on the relational demography literature and a social identity perspective, several research propositions in which the authors postulate that demographic…

Abstract

Purpose

Drawing on the relational demography literature and a social identity perspective, several research propositions in which the authors postulate that demographic characteristics (e.g. gender and race) of senior leaders will influence the implementation and effectiveness of diversity management practices were presented. Specifically, the authors focus on the Chief Executive Officer/Chief Diversity Officer (CEO/CDO) dyad and explore independent and joint effects of CEO and CDO majority–minority group status on workplace diversity outcomes, outlining key identity-based and relational moderators (e.g. value threat, relational identity and leader–member exchange) of these relationships.

Design/methodology/approach

The literature on relational demography and leader–member exchange to develop propositions for future research was integrated.

Findings

This is a conceptual paper. There is no empirical data reported testing the propositions.

Research limitations/implications

The authors extended theory and research on relational demography by focusing on senior leaders in the organization and proposing that the influence of CEO and CDO demographic characteristics on the enactment of diversity practices may be contingent on key identity-based and relational processes.

Originality/value

The authors are not aware of any studies investigating how personal characteristics and relational processes relating to the CEO and CDO may influence the implementation and effectiveness of workplace diversity management practices. In a similar vein, the authors contribute to the research literatures on relational demography and social identity by extending the application of these theories to senior leaders in organizations and in relation to the work of CEOs and CDOs.

Details

Management Decision, vol. 59 no. 11
Type: Research Article
ISSN: 0025-1747

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Abstract

Details

Equality, Diversity and Inclusion: An International Journal, vol. 40 no. 1
Type: Research Article
ISSN: 2040-7149

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Book part
Publication date: 15 February 2018

Eddy S. Ng, Sean T. Lyons and Linda Schweitzer

Abstract

Details

Generational Career Shifts
Type: Book
ISBN: 978-1-78714-583-2

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Article
Publication date: 15 November 2019

Filipa Sobral, Eddy S. Ng, Filipa Castanheira, Maria José Chambel and Bas Koene

A major trend in the changing nature of work is the increasing use of temporary workers. Although common among students, older employees have joined the ranks of temporary…

Abstract

Purpose

A major trend in the changing nature of work is the increasing use of temporary workers. Although common among students, older employees have joined the ranks of temporary workers as they extend their work lives. Temporary workers tend to report lower affective commitment and consequently poorer work outcomes. However, different generations of workers may conceive temporary work differently from each other. The purpose of this paper is to explore how different generations of temporary workers, respond to human resource practices (HRP), which in turn influences their affective commitment and work performance.

Design/methodology/approach

The sample is comprised of 3,876 temporary agency workers (TAWs) from seven temporary employment agencies in Portugal. The authors undertook multiple group SEM analyses to test a moderated mediation model that accounts for TAWs’ affective commitment (toward the agency and the client company) across three generations (Baby Boomers, Generation X and Millennials) in the relationship between human resources practices and overall perceived performance.

Findings

After controlling for gender, age and tenure, the authors find generational differences in the perceptions of HRP and perceived performance. The results support the moderator effect of generations in the direct and indirect relationships – through both affective commitments – between TAWs’ perceived HRP and perceived performance.

Research limitations/implications

The cross-sectional design limits the possibility to make causal inferences.

Originality/value

This study contributes to a better understanding of how different generations respond to temporary employment relationships. The findings suggest important differences in the way in which the same HRP system relates (directly and indirectly thorough affective commitment toward the client) with their perceived performance across different generations.

Content available
Article
Publication date: 13 March 2017

Eddy S. Ng

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451

Abstract

Details

Equality, Diversity and Inclusion: An International Journal, vol. 36 no. 2
Type: Research Article
ISSN: 2040-7149

Content available
Article
Publication date: 14 February 2018

Eddy S. Ng and Christina L. Stamper

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3719

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Details

Equality, Diversity and Inclusion: An International Journal, vol. 37 no. 1
Type: Research Article
ISSN: 2040-7149

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Article
Publication date: 1 August 2016

Alain Klarsfeld, Eddy S Ng, Lize Booysen, Liza Castro Christiansen and Bård Kuvaas

This is a special issue introduction on cross-cultural and comparative diversity management (DM). The purpose of this paper is to present five articles that explore and…

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1774

Abstract

Purpose

This is a special issue introduction on cross-cultural and comparative diversity management (DM). The purpose of this paper is to present five articles that explore and examine some of the complexities of equality and DM in various countries around the world.

Design/methodology/approach

In this introductory paper, the authors provide an overview and the current state of literature on comparative research on equality and diversity. The authors also gathered a list of indices that is helpful as secondary data for informing comparative and cross-national research in this domain.

Findings

To date, comparative work involving two or more countries is scarce with Canada/USA comparisons first appearing in the 1990s, followed by other groupings of countries a decade later. Existing comparative work has started to uncover the dialectics of voluntary and mandated action: both complement each other, although the order in which they appear vary from context to context. This work also acknowledges that there are varying degrees of intensity in the way that legislations may constrain employer action in encouraging a more diverse workforce, and that there is more than a binary choice between blind equality of rights (identity blind) and quota-based policies (affirmative action) available to decision makers.

Originality/value

The comparative nature of these papers allows the reader to compare and contrast the different approaches to the adoption and implementation of DM. The authors also draw attention to several areas in cross-cultural DM research that have been understudied and deserve attention.

Details

Cross Cultural & Strategic Management, vol. 23 no. 3
Type: Research Article
ISSN: 2059-5794

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