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This chapter focuses on the impact of generational differences between younger (Millennial) and older generations of frontline miners on team performance as one of the factors that compelled the mining teams to make a plan (planisa) at the rock-face down the mine. In this context, making a plan is a work strategy the mining teams adopted to offset the adverse impact of intergenerational conflict on their team performance and on their prospects of earning the production bonus. The chapter examines intergenerational conflict within the mining teams as a work and organisational phenomenon rather than simply from a birth cohort perspective. It locates the clash of older and younger generations of miners and their generational identities in the historical, national and social contexts shaping the employment relationship, managerial strategies, work practices and production culture of the apartheid and post-apartheid deep-level mining. This shows the impact that the society has in shaping the differences across generations. The chapter highlights work group dynamics that generated conflict between the older and younger generations of frontline mineworkers. The chapter argues that at the heart of the intergenerational conflict was their orientation towards work and management decisions.

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.

How does leadership empower seasoned staff to relinquish historical practices without compromising self-image with new staff? Libraries are rife with legacy practices; those processes and procedures that were valid and important yet are no longer useful. Relinquishing those practices can be challenging for some staff members. In many cases it is simply, “we’ve always done it that way.” In other cases it has to do with ownership, self-image, or perceptions of job security. The authors examine literature on organizational change exploring the implications of legacy practices and procedures through the lens of Generational Theory. A targeted literature review establishes the link between theories and practices. Specific examples of workflow transitions are examined in order to understand how generational and change theories inform staff behaviors. Legacy practices may be perceived as a barrier that disenfranchises younger staff while at the same time be perceived as a barrier that isolates and devalues older staff. Literature informs us that intra-generational stereotypes prevail and add tensions to discussions of workflow changes. Times of change can be emotionally charged and these stereotypes often lead to misunderstandings, hurt feelings, and conflict. Leadership strategies emerging from literature on organizational change must be applied with careful attention to characteristics identified by generational theory. Communication is a prevalent and recurring theme for successful change initiatives. It is also a moment when generational theory awareness will inform good practice and avoid emotional pitfalls. A careful step-by-step examination of specific workflows that have changed in libraries during recent decades will provide examples in order to inform leaders’ planning for future changes.

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.

This chapter introduces a new tool, termed the Communication Agreement, for enhancing communication in the library workplace. The chapter defines the communication agreement, provides discussion questions for forming a communication agreement, provides examples of how communication agreements are beneficial to a diverse library workforce, and provides strategies to informally assess communication agreements’ effectiveness. Communication problems in diverse library workplaces can lead to, or exacerbate, conflict between employees. Generational, cross-cultural, gender, and other differences can lead to misunderstandings and conflict between employees. The communication agreement provides library managers with a tool to bridge differences in communication styles between employees, enable employees to engage in more effective communication, assist employees in developing better understandings and respect for colleagues of different backgrounds, and raise employees’ emotional intelligences. Numerous resources and publications provide generalized approaches to communicating with others in a heterogeneous workplace or team, but the communication agreement provides a new approach for developing effective communication between people in a diverse library workplace. The chapter lays out informal assessment strategies for the communication agreement, but formal assessment methods and metrics still need to be developed.

Few published studies have examined which values and motives might encourage the purchase of craft beer (CB) over the Internet by Millennials. This study aims to investigate the motivations behind CB online buying habits among Millennials, and the chosen context is Italy. Adopting a revised model of the Alphabet Theory, a questionnaire-based consumer survey was designed. The data were collected in Italy, between January and April 2020, from a convenience sample composed of 273 interviewees aged 25–39. A structural equations model was estimated using a three-stage least squares regression. The interviewees were segmented into two groups based on their habits of purchasing CB online, using a triadic split procedure. The findings confirm the significant role played in Millennials’ attitudes towards CB online purchasing habits. Specifically, within the whole sample, our concern was with the essential role played by online product availability. The impulsive desire to discover a moment of pleasure is the principal aspect influencing Millennials’ attitudes (among those who are more inclined to purchase CB online). Whereas, for consumers less inclined, sensorial aspects, self-identity and local identity remain relevant. Given the lack of research on Millennials in this purchasing context for CB, this study breaks new ground to better understand this group and the CB consumer culture in this evolving sector. These findings shed new light on making and selling CB, as well as on the interests of beer consuming communities. The findings may help marketing managers develop appropriate marketing strategies based on a better understanding of Millennial-specific needs.