Search results

With every successful organization embracing various facets of diversity in this new era, one such facet that is lesser talked about but has huge potential to bring organizational success is “Generational Diversity.” This paper emphasizes the significance of multiple generations in the workplace and suggests organization led strategies for achieving the benefits of generational diversity.

This paper draws on extant literature and knowledge in the field of generational diversity. By reviewing the characteristics, values, work styles and perspectives of multiple generations, this paper offer several strategies to successfully manage and leverage generational diversity.

This paper provides an overview of generational diversity and insights on its relevance at workplace. Besides, it also enlists and emphasizes eight different strategies that can help the organizations embrace and leverage the strengths of multiple generations at workplace.

Diversity & Inclusion (D&I) teams responsible for nurturing a diverse and inclusive culture at work can design and implement the strategies specified in this paper as per the suitability of their cohort(s) of employees to achieve the benefits of multigenerational workforce in organizations.

Generational diversity at workplace is an important factor toward achieving organizational success. For organizations with age-diverse workforce driving relentlessly toward success, there is a need to design and implement customized strategies and practices for managing multiple generations successfully. This study attempts to address this need by highlighting several organization led strategies to manage multiple generations successfully at workplace.

This study investigates how sustainability influences employer branding across generational cohorts – Generations Z, Y and X – and between two neighboring countries, Slovenia and Croatia, with different economic development levels.

A comparative cross-generational survey was conducted among respondents from Slovenia and Croatia to assess the impact of sustainability on employer brand perception. The survey explored generational attitudes toward sustainability and its integration into the employer value proposition.

The study found that all the generational cohorts view sustainability as an important factor in their evaluation of employer brands. Generation X showed the most favorable attitude toward sustainability, followed by Generation Z, highlighting the need for organizations to communicate sustainability efforts effectively to attract these groups. However, there were subtle differences between the countries, with Slovenian respondents indicating a slightly higher preference for sustainable practices. Additionally, while Generation Z may not have the same financial leverage as Generation X, their high valuation of sustainability in employer branding demonstrates their future influence as they enter the workforce.

Limitations include the survey’s conceptual framing, which may be inherently biased toward the more affluent Generation X’s capacity to prioritize sustainability and the focus on USA-based generational definitions, which may not be fully applicable across different cultural settings. Future research could address these limitations by refining the conceptual approach and expanding the sample to include more diverse geographical contexts.

By comparing responses from two economically distinct neighboring countries, the study reveals complex inter-generational dynamics and national contexts affecting sustainability’s role in employer attractiveness.

This study aims to analyze the importance and performance of customer-facing technologies in luxury hotels. The study also assessed differences between and within the four generations in the importance-performance analysis (IPA).

Data were collected using a Qualtrics panel of recent luxury hotel customers in the USA belonging to all four generations. The cross-generational IPA was conducted using t-tests and (ANAOVA).

The IPA matrix concentrated most technology items in either low importance – low performance or high importance – high performance quadrants. One-way ANOVA revealed significant differences between generations on the importance ratings of all technology items except wireless charging power solutions and on the performance ratings of all technology items. Furthermore, post hoc tests indicated that millennials rated luxury technology most favorably among the four cohorts, followed by generations Z, X and Baby Boomers. In addition, significant differences between the importance and performance of many technology items within each generational cohort were observed. Overall, Wi-Fi was unanimously ranked across generations as the most important technology among luxury guests, but it was the only one that scored lower in performance than importance.

The findings of this study contribute to hospitality scholarship in two primary ways: the importance and performance of technology and generational differences. The results advance the understanding of the impact of generational factors on customer-facing technological adoptions in the luxury hotel sector.

Technologies that are pervasive in the home also become vital offerings for hotels. The more pervasive technology, the more a luxury hotel must work to ensure that it performs at optimal levels. Additionally, which technologies are most important to targeted generations are provided so practitioners may budget for their implementation.

This research is a pivotal step forward in unraveling the intricate interplay between generational factors and technological evaluations, providing a foundation for future research and practical applications in a rapidly evolving technological landscape in the hospitality industry.

This paper aims to investigate the impact of family involvement in ownership and governance on the quality of internal auditing.

Leveraging a hand-collected data set of listed family firms from 2014 to 2020, this study uses regression analyses to investigate the impact of family ownership, family involvement on the board, family CEO and the generational stage of the family business on the quality of internal auditing.

The results provide evidence that family ownership is positively associated with the quality of internal auditing, while later generational stages of family businesses have the opposite effect. Additional analyses reveal that the presence of a sustainability board sub-committee moderates the relationship between generational stages of family businesses and the quality of internal auditing function.

This paper does not consider country-institutional factors and other potentially family-related antecedents or governance factors that may affect the quality of internal auditing.

The results are informative for investors and non-family stakeholders interested in understanding under which conditions family-related factors influence the quality of internal auditing functions.

This study offers fresh evidence regarding the relationship between family-related factors and the quality of internal auditing and board sub-committees that moderate such a relationship in family businesses.

The purpose of this study is to identify segments in the Gen Z population (born between 1996 and 2010) in Europe, the USA and Australia, based on brand- and lifestyle-related variables and perceptions about their online activities. This study explores how these segments differ and provide insights into cross-country similarities and differences.

An online survey was conducted with 4,304 participants, and cluster analysis and analysis of variance were used to identify and profile Gen Z segments in each of three geographical areas.

Five segments in Europe and four segments in the USA and in Australia were identified. Segments differ in terms of the importance they attach to exclusivity, inclusivity and sustainability of brands, how Gen Z members perceive money issues and stand in life and how they perceive their online activities. Similar segments are found in the three geographical areas.

This study proposes a conceptual and analytical approach for exploring intra-cohort diversity. Future research can apply this approach to different generational cohorts and use it to study intra-cohort diversity in other parts of the world.

This study provides input for marketing practitioners to create better focused and more effective campaigns.

Cross-country generational cohort research is scarce, and especially intra-cohort diversity is under-researched. This study offers a deep and fine-grained insight into the diversity of the Gen Z cohort across three geographical areas, based on representative samples in these areas.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Submission summary. This research paper aimed to investigate how work attitudes and behaviors differ across generations currently employed in Thailand's manufacturing and service sectors. The core results include that generational divides impact key structural relationships, while industry types showed no variations, and Generation X displayed higher work centrality, engagement, and effort than Generation Z. In response, managers are encouraged to tailor supportive strategies toward developing Generation Y’s leadership skills given their future leadership roles and stronger narcissism ties, as well as coaching Generation Z to optimize their engagement-effort connection as the newest labor market entrants.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This study aims to explore how social media affects decision-making among tourists and whether there is a potential effect of age, which is studied through generations. For this purpose, baby boomers, Gen X, Gen Y and Gen Z tourists are studied and real-time implications are offered.

The study adopts a descriptive and exploratory design where the conceptual model of social media-based decision-making is developed through a review of the literature. Quantitative analysis is conducted on primary data from 600 Indian tourists. This is done using a self-administered questionnaire adopted from Gulati (2022) after checking its validity and reliability. The statistical analysis for hypothesis testing is done using PLS-SEM path modelling on pooled data. To study the categorical moderating effect of generations, partial least squares multigroup analysis (PLS-MGA) is performed as a paired comparison on every successive generation.

After testing every successive younger generation with an older generation through PLS-MGA, none of the pairs found any significant differences in path coefficients, as the values obtained were 0.05 < p < 0.95 for all five paths (SM → NR, SM → IS, SM → E, SM → P, SM → PPB). This indicates all the generations behave in a similar manner irrespective of them being older or younger, and age does not moderate social media’s impact on decision-making among Indian tourists.

The study establishes India as a unique geographical market and suggests tourism marketers to treat all generations at par, irrespective of age, as they behave and interact with social media in a similar manner. But, because this study is restricted to a single geographical location, i.e. India, further regions can be explored for global generalisation. Future research can also explore other demographics for combined, moderated analysis. Findings from the study suggest that marketers should ensure that equal attention is given to all generations as they engage with social media in a similar manner. Targeted marketing using artificial intelligence can help in ensuring custom ads. Personalisation according to generations can also facilitate greater purchases.

The study fills a major population and knowledge gap by exploring a topic that has been highly under-researched. Also, the study adopts an inclusive approach by analysing all the generations, both younger and older, to understand the potential effect of age on moderating the impact that social media has on tourist decision-making. Further, real-time suggestions and implications are offered to tourism marketers with special reference to the Indian tourism industry.

Skilled workers are crucial for an organization’s success, and managing, retaining and attracting them is vital in long-term. This study aims to explore talent management practices in the Finnish restaurant industry and to align workers' expectations with the real-world experiences of their work to reduce turnover and enhance job satisfaction.

The study adopts a mixed methods approach, including a survey and interviews with workers and managers to gain insights into their expectations and experiences of work. The study considers themes for designing and implementing effective talent management procedures.

This study highlights the importance of employees' experiences of their work conditions, leveraging positive emotions and fair utilization of temporary agency work (TAW). Understanding the different work preferences of generational cohorts and addressing the challenges associated with owner disengagement and TAW can also contribute to attracting and retaining talent in the restaurant industry.

Skilled workers have often been portrayed as targets that need to be managed, with insufficient consideration given to their preferences, needs and expectations. With the findings of this study, companies can establish mutual understanding with their employees and attract diverse talent.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study of Indian working professionals showed GenY and GenZ cohorts differed significantly in their approaches to core self-evaluations (CSE), team cohesion and organisational culture, but no significant difference was found in team performance. Meanwhile, the study also showed that CSE, team cohesion and organisational culture had a positive effect on team performance

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Motivated by the organizational challenge coined the great discontent, employees are dissatisfied with their jobs, see minimal opportunities for growth and are actively searching for new roles. This research aims to take a novel approach to internal communication strategy by introducing employability culture and leadership empowerment as mechanisms for supporting employees' career growth and additional positive workplace outcomes.

An online survey was designed and administered in the United States. The final sample size includes 425 full-time employees working in a variety of roles, industries and work arrangements.

Findings point to the inherent need for revised internal communication strategy that goes beyond managing and disseminating information. Organizations must develop cultures and their leaders in ways that empower employees and help them understand the meaning of their work. Employability culture, or an organization's support for developing employees' adaptive skills as work roles change, positively predicted employees' perceptions of their career growth opportunities at their current place of employment, employee loyalty and engagement, and job satisfaction. Leadership empowerment behaviors also positively predicted all previously listed workplace variables. These perceptions as influenced by work arrangement (onsite, hybrid, fully remote) and younger versus older generations were also analyzed.

Research findings offer new strategies for internal communications. Internal communication teams can partner alongside executive leadership to develop a culture that helps employees envision how their skills and expertise translates to different areas of the organization, empowering them to find meaning in their work, and be driven to support organizational growth.