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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.

The purpose of this paper is to investigate the microgeneration between Generation X and the Millennial generation. The research question addressed was “What makes the Xennial generation unique and how might the knowledge of these differences be beneficial to organizations?”

The research question was analyzed by a review of literature through the lens of generational theory. This study reviewed current literature on generational theory, years encompassing specific generations, and differences between recent generations in the workplace.

It was discovered the exact years distinguishing generations were unclear because generations fade into one another without a distinct starting and stopping point. This overlap creates a cusp generation or microgeneration. The presented findings suggest microgeneration employees could aid in reducing workplace generational tensions.

Organizations can benefit from creating flexible workplaces accommodating the desires of multi-generational employees while still meeting the goals of the organization as a whole. It is important managers approach generational differences with a clear perspective of what information is valid and what may simply be popular. It is crucial to remember employees are individuals who never completely fit a stereotype, generational, or otherwise.

Very few academic articles on generational differences mention cusp generations and none address their unique opportunities for organizations in the workplace. Members of microgenerations between major generational cohorts may be a key to reducing workplace friction between employees of different generations.

The purpose of this paper is to understand how global managers from the generation born 1965 to 1980 (“Generation X”) manage demands of international business travel with desires for family involvement. A portrait evolves of how travel within a global career might be optimized for both business and family life.

A qualitative methodology was used as little research has focussed on alternative forms of global work or work-family issues in a global context. The author conducted in-depth interviews with 25 Gen X global managers in dual-career families (“Global Gen Xers”) pursuing global careers from the USA and Canada.

The author uncovered how Global Gen Xers experienced “work-life balance” through executing personal discretion over travel and substituting in technology. The construct of travel discretion reveals these approaches. Mutual flexibility on the part of global managers and organizations tamed the demanding nature of work spanning divergent locations and time zones.

The findings represent experiences from a self-select group of global Gen X managers interviewed at one point in their careers. The author did not obtain reflections from their families on work-family functioning.

The findings encourage companies to foster flexibility among their global managers around travel decisions. The author can consider how and when international travel can be replaced through technology in order to control costs and sustain global workforces.

This study provides one of the first examinations of work-life balance among younger global managers. It also highlights experiences of those not on expatriate assignments, but performing global work through international travel and technology.

A case study was conducted to identify and to dispel the current stereotypes in the workplace regarding Generation X and Baby Boomers. For the purpose of the study Generation X consisted of those born between 1961 and 1981, while Baby Boomers consisted of those born between 1943 and 1960. The purpose of this article was to use a custom designed survey based on the literature as the foundation to test congruence or lack of it, to address six commonly held myths presented by Paul and Townsend (1993). Furthermore it was intended to test empirical research gathered by a literature review of the stereotypes in the workplace, to better understand the profiles and factors that motivate the Baby Boomers and Generation X, in conjunction with the following independent variables: age, productivity, motivation, training, mentoring and job satisfaction. The hypothesis tested suggested that Generation Xers are more productive, more motivated, and easily trainable and exhibit higher job satisfaction levels as compared to Baby Boomers. It is important for or ganizations to recognize the limitations that stereotypes create in the workplace. As was demonstrated by the survey, Baby Boomers and Generation Xers are not dissimilar as employees; they possess more similarities than differences. Organizations need to foster an environment of respect/equity for both groups to create synergies between them to build and maintain a productive workforce.

This chapter aims to provide nuance into the issue of generational cohort differences at work by focusing on the role of contextual moderator variables. Theory and hypotheses derived from the research on generational differences, psychological contracts, and work values are contrasted to a countervailing set of hypotheses derived from theory and research on the confluence of age and Person-Environment (P-E) fit. Complex patterns of interactive effects are posited for both alternatives. The results favored a generational hypothesis regarding the positively valenced construct of job satisfaction but an age-based hypothesis for the negatively valenced construct of turnover intentions. Results are tested using a subset from a large and nationally representative sample of adults from the US workforce (n = 476). Results offer mixed support for both age and generational cohorts, qualified by the specific type of outcome at hand.

This study aims to examine the differences in adoption of mobile data services between two age cohorts (gen Xers and baby boomers). Three elements in the extended Technology Acceptance Model – perceived usefulness, perceived ease of use, and perceived fun – were used to identify the differences in adoption of mobile data services for the two age cohorts.

A sample of 200 mobile services users drawn from a purchased consumer panel participated in an online survey. Of this sample, 67 gen Xers and 86 baby boomers were used for the analysis (n=153). Multigroup structural equation modeling analysis was used to examine the differences in adoption of mobile data services between the two age cohorts.

This study found that baby boomers perceived mobile data services as more difficult to use than gen Xers. However, the perception of usefulness of mobile data services was stronger for the baby boomers than gen Xers. Usefulness of mobile data services may be a critical motivator for baby boomers to adopt mobile data services. Mobile data service marketers should focus on mobile data service usefulness when they are targeting the baby boomer cohort.

The results of this study provide insights to assist marketers in developing and positioning appropriate mobile data services to targeted age cohorts during the adoption stage.

Boreout is a psychological state of intense boredom and apathy. Characterized by the absence of mental stimuli (i.e. menial tasks) required to keep employees conscious about their environment, and this incessant decline in mental stimuli may turn employees into “professional zombies.” The diversity in work needs and preferences across generations has become a key organizational factor, generational differences have been studied in Western countries, not much information is available about generational cohorts and satisfaction (i.e. career, life and job satisfaction) in developing countries. The purpose of this paper is to provide more insights on these phenomena.

Drawing upon conservation of resources theory, this paper examines the potential effects of boreout on important job outcomes (i.e. career, life and job satisfaction) conditioned by generation (Gen-Xers and Gen-Yers) in the service industry. Data analyses with Artificial Intelligence technique (i.e. artificial neural network) and structural equation modeling were conducted with data collated from Nigerian service employees.

Results revealed that boreout has a negative impact on career, life and job satisfaction. The hypothesized relationships were significantly moderated by generation cohorts as Gen-Xers and Gen-Yers were found to be distinct cohorts.

This paper advocates that non-western organizations should avoid utmost service standardization and rigid stylization of work processes and procedures.

The modern workplace now consists of four different generations for the first time in history. Each generation, Traditionalists, Baby Boomers, Generation X and Generation Y, has been heavily influenced by the events of their time; this creates a new challenge for employers. Companies must make workplace adjustments in order to create a productive environment for all employees, regardless of their generation. This paper aims to address these issues.

The findings of researchers interested in generational differences, workplace communication, management, diversity in the workplace, and many other topics were studied in the production of this piece.

This research shows that employers must identify the separate characteristics of each generation present in their workplace. Further, employers must foster a work environment that aids productivity for every generation; they must give their employees the information and skills needed to understand the generational characteristics of their co‐workers to create understanding among employees. Other steps that managers can take include mentor programs, generational diversity training, and enhanced communication methods designed to cater to each generation's preferences.

This literature review takes into account the findings of researchers who have studied the characteristics of each generation and the application of these characteristics in the workplace. The problem of a generationally diverse workplace is present in most companies today.

This study examined university students’ perceptions of generational issues in the workplace. Baby Boomers are retiring rapidly (their knowledge and experience retiring along with them), and Millennials are now the largest generational group represented in the workforce. Students at a mid-sized university in the southeast region of the United States, majoring in Leadership or attending a leadership skills development workshop, were surveyed to determine their views on challenges and opportunities that exist due to the current generational landscape of the workforce. Results of the study indicated that reconciling various perspectives was both the top challenge and benefit when working with members of other generations, and that opportunities for reciprocal mentorship were valued by members of each generation surveyed. Recommendations for leadership educators and future researchers are provided.