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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.

Generational theory research suggests that the arrival of the Millennial generation into adulthood will have significant effects on society because of their differing values and attitudes. We examine whether this generation has differing perceptions of tax fairness as well as their attitudes towards tax compliance as compared to other generations by administering an instrument to a sample of 303 taxpayers, distributed approximately equally across three generational groups: Baby Boomers, Generation X, and Millennials. The results suggest that there are significant differences in the viewpoints toward vertical equity and progressive taxation among the three generations. More specifically, the Millennial generation was less likely to recommend progressive taxation than the other two generations. In addition, there were significant differences between the groups on an exchange equity question as well. However, in this situation, it was the Baby Boomers that were significantly different from the other two generations. The results also suggest that the Millennials have attitudes that are more accepting of noncompliance than both the Generation X participants and the Baby Boomer participants. However, a significant difference does not exist between the Baby Boomer participants and Generation X participants on their attitudes towards compliance.

The purpose of this article is to understand how academics in management deal with the concept of generation in the workplace. We begin by conducting an interdisciplinary literature analysis, thereby elaborating a conceptual framework concerning generational diversity. This framework consists of four levels of analysis (society, career, organisation and occupation) and three dimensions (age, cohort and event/period). We then conduct a meta-analysis using this conceptual framework to analyse papers from the management field. The results from this analysis reveal the existence of a diversity of generational approaches, which focus on the dimensions of age and cohort on a societal level. Four factors seem to explain these results: the recent de-synchronisation of generational dimensions and levels, the novelty of theoretical models, the amplification of stereotypes by mass media and the methodologies employed by researchers. In sum, this article contributes to a more realistic view of generational diversity in the workplace for both academics and practitioners.

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.

The study examines how two types of trust – institutional and system trust – predict online banking intentions (OBI) as a function of generational cohort membership.

The study uses a cross-sectional survey of 559 U.S. Amazon Mechanical Turk (MTurk) members using quota sampling from three generational groups: SGI (born before 1946), older boomer (born 1946–1954), and millennial (born 1977–1992).

Results showed generational cohort differences in system and institutional trust as well as OBI. Serial mediation model results showed the model where institutional trust precedes system trust best explains the relationship between generational cohort membership and OBI.

While diverse, the sample comprised of MTurk workers and relied on self-report measures of behavioral intentions, thus limiting the generalizability of our findings.

This study introduces two levels of e-trust into the technology acceptance literature and provides a guideline for financial institutions and system designers to understand the role of trust in driving online service adoption and use for different generations.

This study explores generational differences in technology use with special focus on older adults, which is yet to be fully explored in the literature. This study differentiates between two levels of e-trust and explores the order in which both trust types mediate the relationship between generational cohort membership and OBI.

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.

In this chapter, how the occupational stress process changes over the life course and how this may intersect with observed generational differences are examined. This is done by jointly reviewing studies on occupational well-being that adopted the theoretical lens of generational or lifespan developmental perspectives; the two perspectives are closely related and have the potential to better inform one another because both consider chronological age to be a pivotal factor driving individual differences in work values, attitudes and well-being. However, these perspectives have yet to be simultaneously considered in a review of occupational well-being research, leaving scholars wondering whether they overlap, and if so, in which area. It is hoped that juxtaposition of the two disparate bodies of literature can better inform the convergence and divergence of findings on worker well-being scattered across the two literatures. In this chapter, (a) generational differences in job satisfaction, (b) how work characteristics may differentially affect job satisfaction in workers across generations, (c) how work contexts may differentially impact job satisfaction across generations, (d) generational differences in work-family interface, and lastly, (e) recent developments in the field are discussed. Although extant research on the first topic, generational differences in job satisfaction, has shown some consistent evidence, research findings in the subsequent topics remain relatively inconsistent. Based on our review, it is concluded that additional research is needed to expand our understanding of the role of generation and chronological age in workers’ occupational well-being.

The current article investigates the impact of generational diversity on knowledge sharing and group performance. It, further, explores the moderating effects of intergenerational climate, boundary-spanning leadership, and respect in facilitating greater knowledge sharing and enhanced group performance.

The authors applied partial least square structural equation modeling to test the model, using a sample of 635 employees working in the banking industry.

Results indicate that generational diversity negatively influences knowledge sharing among employees at work. However, the moderating roles of intergenerational climate and boundary-spanning leadership aid in mitigating this negative affect and facilitate knowledge sharing among employees, thereby, resulting in better group performance.

The study extends extant literature on generational diversity and differences by examining its impact on knowledge sharing and group performance. Further, the study also contributes by highlighting intergenerational climate and boundary-spanning leadership as key facilitators in promoting knowledge sharing among employees. Future research may include other industries/contexts to widen the generalizability of the findings and a longitudinal design to ascertain the causal effects.

This study identifies the need to effectively manage multigenerational workforce to capitalize on the unique benefits of each generation. An intergenerational climate free from ageist attitudes and employing leaders possessing boundary-spanning abilities would help organizations to create an inclusive workplace.

The authors attempt to explore the relationship between generational diversity, knowledge sharing, and group performance through the moderating effects of intergenerational climate and boundary-spanning leadership, which has not been studied in the past.

The study aims to define the term “generation” by proposing an integrated design based on age-period-cohort effects and by proposing an Indian generational cohort framework categorizing Indian generational cohorts into four categories, namely, Baby Boomers, GenX, GenY, and GenZ. The study further aimed to capture the existing generational differences between GenY and GenZ cohorts in the Indian teams on team climate, transactive memory system, and team leader humility.

For the first two objectives a literature review methodology along with the author's proposition was adopted. An integrated design was proposed by reviewing the relevant sociological literature to define generations. Thereafter, an Indian cohort framework was proposed categorizing them into four groups Baby Boomers, GenX, GenY, and GenZ. Following that, for the last objective, i.e. to identify the differences between cohorts, empirical data were collected by a structured questionnaire that was disseminated to GenY and GenZ Indian working professionals. A total of 229 responses were used for observing the differences or similarities between GenY and GenZ cohorts on the study variables by employing an independent samples t-test.

The study proposed an integrated design (age, period, and cohort effect). Following that, an Indian generational cohort's framework has been outlined categorizing Indian cohorts based on their birth years, age groups, developmental stages, formative years, major Indian historical events, and various characteristics possessed by them. Moreover, the empirical findings support the existing generational disparities and depict that GenZ holds a higher inclination towards transactive memory systems and team climate whereas GenY holds more inclination toward leader humility.

The study put forth its contribution to research scholars by categorizing Indian generational cohorts in a rationalized manner based on an integrated design (age-period-cohort) effect. The study would further assist concerned authorities and managers in formulating HR policies to deal with the underlying generational differences highlighted by the study.

As there lies a paucity of generational frameworks in the Indian context, this study is the first attempt in this direction which categorizes Indian generational cohorts based on a unique integrated design including age-period-cohort effects. In addition, the study also investigated these cohorts in Indian organizations to observe the existing variations.

The rising costs of recruiting and hiring workers and the seismic shift of age demographics in the United States workforce has created much stir around the concept of generational cohorts. Although much has been done by researchers and practitioners alike to attempt a better understanding of each generational group’s leadership preferences, confusing and contradictory results has attracted much criticism. This critique has inspired efforts to look at the concept of leadership and followership preference through an alternative lifespan developmental lens. Because leadership influences are inherently social influences, a person’s overall lifespan development level may potentially provide a deeper perspicacity of the phenomenon than examining it from the more conventional generational cohort perspective. However, specific research into this area is lacking. This paper adds to the literature by uncovering what we are missing in research and practice when we look at age-related leadership phenomena solely from a generational cohort perspective. A review of the contradicting literature on generational cohorts and leadership is offered. Next, specific lifespan developmental theories are examined, and propositions and implications of such research are extended.