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This study aims to analyse the impact of the big five personality traits on the financial risk tolerance of individuals. Furthermore, it also examines the differences in personality traits and financial risk tolerance across four generations: baby boomers, Generation X, millennials and Generation Z.

The data constituted 869 responses from Indian individuals, collected using a self-administered structured questionnaire using a convenience sampling technique.

Structural equation modelling analysis showed that openness to experience, extraversion and neuroticism had a significant impact on financial risk tolerance. Multivariate analysis revealed the role of specific personality traits in predicting the financial risk tolerance of generational cohorts. Mean difference showed that millennials and Generation Z had the greatest risk tolerance, whereas the tolerance levels were lower for Generation X and baby boomers.

This research provides insights into the role of personality on financial risk-taking among generational cohorts in India. Thus, these results cannot be generalised for other risk-taking domains or outside the Indian context.

This study’s results align with the pulse rate hypothesis of generational theory and contribute to the growing field of behavioural economics and finance. It provides a perspective of the emerging economy of India, where behavioural finance studies are still at a nascent stage.

Conflict in the workplace creates a challenge for many of present day managers. The purpose of this paper is to explore the moderating effect of generations X and Y on the relationship between personality and conflict handling styles.

The study is conducted using a sample of 199 employees working in the electronic retail sector in a non-Western culture. The five-factor model of personality traits is used to measure personality, while conflict styles are measured using Rahim’s Organizational Conflict Inventory II.

Results indicate that generations X and Y moderate the relationship between specific personality traits and conflict handling styles.

This study investigated the moderating effect of generations X and Y on a sample of employees within the electronic retail service sector in Lebanon. It is recommended that future research examine such a relationship in other sectors and cultures for generalizability. Since generation Z (born in the late 1990s) will soon be entering the job market, further studies should include this cohort when investigating the relationships. Finally, for a deeper understanding of the relationship, it is advisable to use both qualitative and quantitative data collection methods.

The understanding of what influences an individual’s choice regarding his/her choice of conflict resolution styles is of great use to supervisors in general and human resource managers in particular. This will assist in developing training programs that help employees acquire the appropriate skills necessary to control their impulses in a conflict situation. Training should comprise conflict resolution and communication skills that could help bridge the gap between generations. Effectively managing generational conflict in the workplace can positively contribute to the level and frequency of future conflicts, which in turn, can lead to favorable organizational outcomes.

Earlier research that examined the relationship between personality and conflict management styles have found varying results ranging from weak to strong relationships. The understanding of what influences an individual’s choice of which management style he/she chooses is of great use for managers in general and human resource managers in particular. This study showed that the inconsistency could be the result of some factors that moderate this relationship. The age of individuals contributes to the strength or the weakness of the various relationships between personality and conflict handling styles. Findings suggest that generations X and Y do not moderate the relationships among the personality traits and the dominating and obliging conflict styles. They do, however, have varying moderating effects on the relationships between specific personality traits and the integrating, avoiding, and compromising styles.

This study examined generational differences in traits and desired schemas of leaders among Filipino workers using the lens of the generational cohort theory.

This study utilized a sequential exploratory mixed-method approach. Phase One of the study utilized a qualitative approach in eliciting perceived characteristics and leadership schemas. Phase Two utilized a quantitative approach utilizing a survey to test generational differences.

Cluster analysis of survey responses of 341 Filipino workers showed two generation cohorts – the political and technological generation. Respondents from the political generation characterized themselves as being work-centered, family-oriented, traditional, seasoned, decisive and multi-tasking. The political generation also believes that an ideal leader is someone who cares about people's welfare, delegates, and is able to control others. On the other hand, the technology generation described themselves as being tech-savvy, carefree, laid-back, proud, individualistic, self-centered, arrogant, energetic and adventurous. The technological generation views an ideal leader as someone who is responsible, provides clear instructions, listens, and recognizes people.

The study focuses on Filipino workers and more studies in other countries are needed to establish generational differences in schemas.

The results have implications on the way that leaders are selected and developed especially in an increasingly diverse workforce.

The results highlight the role of political, sociocultural events and technological trends that shape the traits and schemas of workers.

The study contributes to both generational studies as well as implicit leadership literature. The study highlights the value of examining the intersection of both culture and generation in the context of leadership.

The purpose of this study is to examine the potential relationship between generational membership and perspectives on female leadership.

Participants from Generation X (birth years from 1961 to 1980) and Generation Y (birth years from 1981 to 2000) rated 10 descriptor words, which came from Kouzes and Posner’s ten most admired leadership characteristics. Participants were put into three gender conditions: rating a male leader, female leader or gender-neutral leader.

Differences did not emerge for the gender conditions, probably due to the methodology implemented. However, findings indicated that Generation X members admired competency and honesty more than Generation Y members, while Generation Y members admired ambitiousness and determination more than Generation X members.

By examining the perceptions of different generations, we can begin to track potential changes in this country’s perspective on female leadership.

This study addresses how generation may be specifically linked to attitudes toward leadership; however, few empirical research projects have been done on the subject. Because this area of research has not been explored thoroughly, the present study has the potential to yield new and illuminating results. The present study may be one of the first steps in determining if our views on female leadership are changing.

While there are many articles in the popular press and practitioner journals concerning the Millennials (i.e., who they are and what we need to do about them), the academic literature on the subject is more limited. This chapter (1) extensively reviews this literature as published in practitioner, popular press, and academic journals across disciplines including psychology, sociology, management, human resources, and accounting education, and (2) surveys the generational study literature to determine what, if any, rigorous empirical studies exist to support (or refute) the existence of a distinct Millennial generational cohort. While the popular press is voluminous when it comes to avowed generational differences between Millennials and their predecessors, there is a paucity of peer-reviewed, academic, empirical work in the area and most of the latter suffers in some way from the overarching problem with generational research: the linear relationship between age, period, and generation that results in these variables being inherently entwined. However, even absent strong empirical evidence of a unique generational cohort, the literature offers extensive suggestions about what to do about the Millennials in our classrooms and work places. This chapter better informs accounting faculty about the traits of the current generation of accounting students that are supported by empirical research versus claims made in the popular press. It argues for a more reasoned “continuous improvement” approach to Millennials while offering some classroom suggestions for accounting faculty members.

This research aims to better understand the Zillennial Generation within the workplace, specifically using the perspectives of Business Stakeholders within the context of Northern Ireland. Understanding the perceptions of Zillennials in the workplace is important due to their growing numbers and subsequent impact on the future of work.

A case study approach is used to gain a deeper understanding of stakeholder opinions and experiences of Zillennials. The authors draw on extant research and use semi-structured interviews to explore the experiences and views of stakeholders within three case firms employing Zillennials.

The study concludes that discrepancies can be seen between Zillennial performance and behaviour, compared with Business Stakeholder workplace expectations. Findings suggest that according to Business Stakeholders observations, Zillennials display some, but not all, attributes of Generation Z and Millennials. Business Stakeholders observations also reveal that Zillennials demonstrate some, but not all, entrepreneurial behaviours and competencies.

While many studies focus on both Generation Z and Millennials, research focused on unique cusp generations is limited. No research has been conducted that investigates the perception of Zillennials within the context of Northern Ireland.

The purpose of this paper is to present a conceptual framework of development, commitment, and retention of Generation Y employees.

Based on a review of existing literature and using social exchange and social constructivist approach, this study presents a conceptual framework with mentoring, strategic leadership, social media, and knowledge sharing as its key constructs to retain Generation Y employees.

Mentoring, strategic leadership, social media, and knowledge sharing have a great potential to foster competency development. Competency development is critical to evoke affective commitment of Generation Y employees, which in turn results in intention to stay forth.

The proposed conceptual framework should be empirically validated in the future research.

Organisations should incorporate mentoring, strategic leadership, social media, and knowledge sharing into their talent management strategy for Generation Y employees. Competency development then in turn evokes commitment of Generation Y employees, leading to intention to stay forth. The framework suggests an approach for generation-specific retention strategy.

This is one of the first studies to propose a holistic framework to retain Generation Y employees. This paper adds a new dimension to the talent management literature by focusing on young generation employees.

The learning outcomes are as follows: decision-making in the areas of business plan, business strategy, financial management, profit planning and marketing, learning from outer business environment, succession planning for first-generation entrepreneur and choosing appropriate source of financing and drivers for diversification.

Immersed in sipping green tea in his capacious office lounge, the octogenarian Arjun Mehta introspected on the trials and tribulations of his journey as an entrepreneur, the voyage which started four decades ago. From 1976 to 2018, the business has now traversed three generations. Starting with Spice Mart (Sole Proprietor) to Hindware and Lament Construction (partnership firms) to Starlite Homes Pvt. Ltd. (corporate entity), Mr Mehta witnessed transformation and restructuring in organization with every new generation which characterized the evolution of family business. Handholding children to take up the reins of Spice Mart was not a calculated choice. Yet it is remarkable to study the growth in organizational structure of the regional family business. As a self-made entrepreneur, morals, ethics and value system are vital ingredients steering the organic growth story. Third-generation Mehta’s are enterprising, aspiring and visionary. With the incorporation of a corporate entity, they convinced themselves to bring inorganic growth in their business. Arjun Mehta gleamed with pride as Spice Mart partakes an organized structure which had lost prominence with the second-generation entrepreneurs. But he is equally hammered with juxtaposed thoughts. He contemplates whether the integration of retail business with real estate corroborates sustainable innovation. Will independent businesses create the brand’s footprints perpetually? Should the millennial confine business natively or should they grow internationally and become a conglomerate?

The case can be exclusively taught to masters and executive education class of students pursuing entrepreneurship and business management courses. The case will supplement understanding of theories of entrepreneurship and dimensions of family businesses in emerging economies.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

The objective of this study is to develop a theoretical structure of sporting event personality and to build a measuring scale for that personality. This study identifies five sporting event personality dimensions: diligence, uninhibitedness, fit, tradition and amusement. The findings show that these personality dimensions are related to attitudes towards sporting events, which in turn lead to positive sponsorship evaluation and favourable evaluation of the sponsoring brands.

This research paper focuses on the arriving new generation, “Gen Z,” and how an organization can target this new talent through innovation in its employer branding. This paper aims to enhance the readers’ understanding of how generation Z is different from the previous generations and their unique preferences. This study also attempts to probe and help readers understand innovative practices in employer branding and what tools can be used under this umbrella to influence and attract the increasing workforce of generation Z to the labor market.

There were 21 in-depth semi-structured interviews taken from human resources (HR) heads of various organizations, a few mid-managers, consultants and HR experts based in India. Each interview was transcribed, and a technique of inductive content analysis was used. Broad themes and several new items emerged that looked at innovation in employer branding.

It was found through this study that Gen Z has high career aspirations, working styles, attributes, education preferences and has an innovative mindset. This demands a flexibility of being independent and confident. They prefer diversity not just through race and gender but also through identity and orientation. Most important, money is not the only priority for them when it comes to their career development. They also want themselves to be associates with a workplace exhibiting community support. They are driven by an innovative mindset where they resort to creative means to achieve their goals.

The research paper is exploratory. The model and hypotheses the author arrives at must be verified empirically by collecting primary data through validated instruments by the relevant stakeholders in the organization, specifically the stakeholders specializing in the domain of talent acquisition and talent management, to add additional weight and meaning to the literature.

As the members of Gen Z are about to step into the labor market, the proposed finding in this research paper would help current industrial practitioners rethink how they will design their policies to entice and integrate Gen Z into the workplace.

Realizing that companies’ experience with millennials’ entry into the workforce might not have prepared them to win with Gen Z, the author has examined what makes Gen Z different from earlier cohorts on how do they approach the workplace. Understanding the unique behavioral differences, the author has proposed organizations’ practices to appeal to them to work with them. Adding to the existing literature on “Generation Z” and “Employer Branding,” the author has linked both in the paper with a qualitative study and proposed a model to build Generation Z’s employer brand.