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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.

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.

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.

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.

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.

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.

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

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

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.

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.

Although skilled migrants have a high capacity for integration, many report experiences of exclusion which impacts their ability to contribute fully to the host country. This experience of exclusion, which can diminish their self-efficacy at work, is especially acute for skilled migrants from non-English speaking backgrounds when functioning in a new or exclusionary environment. In this paper, we explore the relationship between workplace inclusion and self-efficacy and identify factors that contribute to perceived inclusion for skilled migrant workers.

Participants were recruited through social network groups representing migrant workers via LinkedIn. Through snowball sampling, participants were asked to recommend recent (3–5 years) skilled migrants to participate. A total of 210 skilled migrant workers to Australia completed the survey. Structural equation modelling (SEM) is used to test our model on the relationship between inclusion and self-efficacy.

Migrants' perceptions of inclusion at work are related to their self-efficacy at work. We also find that some dimensions of inclusion are more important than others in enhancing self-efficacy for skilled migrants. Meaningful exchanges with supervisors, a sense of belonging at work and workgroup cohesion (being accepted by co-workers) are more important than senior management support or getting involved in organizational social activities as determinants of perceived inclusion.

Although skilled migrants are often assumed to be a self-select group of highly motivated, high achieving workers, many experience poor adjustment and feel excluded after arriving in the host country. Public policies have limited effects in promoting inclusion of skilled migrant workers in organizations. These policies may be supplemented with an inclusive organizational climate to improve migrant worker success. Organizations and employers are thus critical partners in fostering migrant workers' sense of inclusion and supporting the career outcomes of skilled migrant workers in the host country.

This study supports the link between perceived inclusion and self-efficacy among skilled migrant workers. It also sharpens the evidence of organizational-level factors that contribute to perceived inclusion for migrant workers.

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.

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.

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.

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

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.