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Article
Publication date: 30 November 2021

Hasan Tutar, Ahmet Tuncay Erdem and Ömer Karademir

There has been a rapid generational change in the business world in Turkey recently, and X generation managers are rapidly leaving their place to Y generation managers. In…

Abstract

Purpose

There has been a rapid generational change in the business world in Turkey recently, and X generation managers are rapidly leaving their place to Y generation managers. In countries with relatively young populations such as Turkey, management in family businesses passes into the hands of Generation Y. This study aims to examine the moderator role of the difference between old and new generation Y in the effect of self-efficacy perceptions on decision-making strategies.

Design/methodology/approach

This research, which was designed according to the quantitative research method, was designed according to the cross-sectional survey model, one of the general survey models. The research data were collected from a sample of 441 family business managers determined according to the simple random sampling technique. The data were analyzed and interpreted with various statistical techniques. Data analysis was done with AMOS. 20 and International Business Machines statistical package for the social sciences 22 data analysis programs.

Findings

According to the analysis findings, there is a significant relationship between the participants’ self-efficacy perceptions and decision-making strategies. Research findings old and new generation Y managers have different decision strategies. The research results showed that the dominant self-efficacy perceptions of the Y generation affect their decision-making strategies.

Research limitations/implications

This research only examines whether the old and new generation Y perceptions have a moderator function in the relationship between the participants’ self-efficacy perceptions and decision-making strategies. The research is quantitative research limited to family businesses. The results can be compared by repeating the research with other variables and in different samples, for example, by researching in public institutions. In addition, the way of reflecting the differences in perception to the management can be subjected to deeper analysis with mixed studies.

Practical implications

One of the important reasons for the difference in people’s approaches to events is their personality structure. Generational differences, which have been discussed primarily in recent years, make themselves felt in working life. The new working models arising from the different perspectives of the Y generation differ from the traditional business models. Today, in traditional business models, the manager profile is usually the X generation. However, the process is moving toward gaining essential positions in the management levels of the new Y generation. They put traditional managers in a difficult situation with their impatient behavior and desire to climb the career ladder quickly.

Social implications

In the studies conducted on the Y generation, it is understood that they do not favor the classical management approach based on the command-command relationship. The sense of loyalty of the Y generation is low compared to other generations and their organizational commitment levels are weak. There are determinations that they attach importance to flexible working style and want to do business using digital technologies. They are highly motivated in setting vision and participating in strategic decisions in organizations. These features differ significantly from the X-generation managers who adopt the traditional management approach.

Originality/value

Both emotional and cognitive characteristics influence decision-making behavior. The generation gap which shows common personality structures in a certain period is an important predictor of decision-making strategy. Research results and related studies significantly affect the decision strategies of the generation gap. No research has been found comparing the old and new Y generations. In this respect, it is thought that the research will contribute to theory, practice and method.

Article
Publication date: 7 June 2011

Joanna Fountain and Charles Lamb

The primary aim of this research is to identify the wine consumption behaviour of Generation Y in New Zealand to explore whether differences exist in the wine behaviour of Gen Y

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Abstract

Purpose

The primary aim of this research is to identify the wine consumption behaviour of Generation Y in New Zealand to explore whether differences exist in the wine behaviour of Gen Y in comparison to Generation X and to seek possible explanations for these differences, in terms of cohort, age and period.

Design/methodology/approach

A quantitative survey was conducted with a random sample of residents of Christchurch, New Zealand in 1998 and again in 2008. Three forms of analysis were undertaken: time lag (comparing Gen Y, aged 18‐29 in 2008 with Gen X, aged 20‐29 in 1998), cross‐sectional (comparing Gen Y in 2008 with Gen X, aged 30‐39 in 2008) and longitudinal (comparing Gen X in 1998 and 2008).

Findings

In relation of wine consumption, there is no difference in the proportion of Gen X and Gen Y in New Zealand consuming wine as young adults, which is remarkably similar to the proportion of wine drinkers in the population as a whole. In terms of the evidence reported elsewhere that Generation Y are consuming more wine, and at a younger age, than their Gen X counterparts, this research supports this contention; New Zealand Gen Y are drinking wine more frequently, and in more everyday contexts than their older counterparts were at a similar age, although they are less likely to consume wine on special occasions.

Research limitations/implications

The research focuses on a relatively small sample within a specific urban New Zealand setting and further application to the country as a whole may be useful. Qualitative research, perhaps using a recall methodology to explore previous consumption behaviour, would help to provide more explanation for the findings.

Originality/value

This is the first research project to explore the wine behaviour of Gen Y in a New Zealand context. This research has used a random and representative sample and has been able to analyse cross‐sectional, longitudinal and time‐lag data for Gen Y and Gen X; an approach that has not previously been used in generational research on wine consumption behaviour and which provides insights not available using one method alone.

Details

International Journal of Wine Business Research, vol. 23 no. 2
Type: Research Article
ISSN: 1751-1062

Keywords

Article
Publication date: 17 June 2020

Ali B. Mahmoud, Leonora Fuxman, Iris Mohr, William D. Reisel and Nicholas Grigoriou

The primary purpose of this research is to examine generational differences in valuing the sources of employees' overall motivation in the workplace across Generation X, Generation

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Abstract

Purpose

The primary purpose of this research is to examine generational differences in valuing the sources of employees' overall motivation in the workplace across Generation X, Generation Y and Generation Z with a view of assisting managers in making employment decisions and maintaining multigenerational staff.

Design/methodology/approach

The respondents in the study live and work in Canada and provided answers to self-administered online surveys between the fourth quarter of 2017 and the end of January 2020. To assess subjects' work motivation, the study employed Gagné et al.'s (2014) multidimensional work motivation scale (MWMS) alongside a three-item measure of employees' overall motivation (designed for this study). The authors assessed measures of validity and reliability and tested the hypothesis about generational differences in work motivation using structural equation modelling (SEM).

Findings

The six motivators regress differently to employees' overall motivation. Generation Z is more sensitive to amotivation than Generation X and Generation Y. Extrinsic regulation-material is a valid source of overall work motivation for Generation Z only. Only Generation X values extrinsic regulation-social as a source of employees' overall motivation. So is introjected regulation by Generation Y. Unlike Generation Z, both Generation X and Generation Y employees value identified regulation as a source of overall work motivation. Finally, intrinsic motivation contributes more to Generation Z employees' overall work motivation than it does for Generation X and Generation Y.

Research limitations/implications

Further work needs to be done to establish whether variations in valuing the sources of motivation may also be spawned by age or status of the respective groups. Future investigations can expand the authors’ focal theme to include additional organisational outcomes, alternative geographical settings and/or include country's economic development as an additional variable. Moreover, further research can address the implications of national culture on shaping generational differences in employee's motivation as well as aiding companies to redesign work tasks considering today's uncertainty as well as increasingly competitive, global environment (e.g. the rise of artificial intelligence).

Practical implications

It is vital to offer motivators that are valued by each of the three generations, i.e. X, Y and Z, before being able to attract the best candidates of each generation. Organisations should not only create an inclusive and understanding multigenerational working environment but also be able to communicate strong branding via new communication channels successfully (e.g. social media networks), which Generation Yers and Generation Zers utilise better than any other generation in employment. Finally, the authors suggest that service organisations with diverse generational composition should adopt new measures of workplace agility to survive interminable disruptions (e.g. the coronavirus disease 2019 [COVID-19] pandemic).

Originality/value

This is the first study of its kind to examine generational differences between Generation X, Generation Y and Generation Z in valuing workplace motivation from a western cultural perspective.

Details

International Journal of Manpower, vol. 42 no. 1
Type: Research Article
ISSN: 0143-7720

Keywords

Book part
Publication date: 5 September 2022

Małgorzata Bartosik-Purgat, Barbara Jankowska and Ewa Mińska-Struzik

The development of new technologies directly contributed to the emergence of advanced instruments, which in turn enabled the rise of new solutions associated with Industry 4.0…

Abstract

The development of new technologies directly contributed to the emergence of advanced instruments, which in turn enabled the rise of new solutions associated with Industry 4.0 (I4.0). These technologies associated with I4.0 are adapted and used by individual users in diverse ways. Many determinants influence this diversity. One of the significant elements impacting such behaviour is age.

The main objective of this chapter is twofold. Firstly, it is to evaluate the differences among the four generational cohorts in how they use I4.0 tools, and secondly, to develop a conceptual framework of interdependencies between diverse I4.0 tools, their use – along with preferences and attitudes – and the generations as a moderate variable that influences the tools' use. In this chapter, we employ an inductive approach and apply the literature studies according to the SALSA method. This research contributes to the existing literature by framing the interdependencies between individuals' attitudes, their use of I4.0 tools and their age.

Article
Publication date: 14 November 2016

Haiyan Kong, Ning Sun and Qi Yan

This study aims to explore the influence of psychological empowerment on the career competencies of Generation Y employees and the relationship between empowerment and career…

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Abstract

Purpose

This study aims to explore the influence of psychological empowerment on the career competencies of Generation Y employees and the relationship between empowerment and career satisfaction.

Design/methodology/approach

Generation Y working in the hospitality industry comprised the target population of this study. A total of 500 questionnaires were distributed, and 458 valid questionnaires were obtained. Structural equation modeling was used to analyze the data and to test the causal relationships among the constructs.

Findings

Psychological empowerment was positively related to career competencies and career satisfaction. Moreover, the four dimensions of psychological empowerment, namely, impact, competence, self-determination and meaning, also contributed positively to the career competencies and satisfaction of Generation Y. Findings indicated that empowerment was an important predictor of career management among young employees.

Research limitations/implications

The limitation of this study is the use of convenience sampling method, with participants selected according to their accessibility. Future studies should collect a reasonably broad sample by using probability sampling methods.

Practical implications

The findings of this study provided useful guidance to manage and empower Generation Y employees. First, the importance of psychological empowerment to enhance the career competencies and satisfaction of young employees was proved. Second, this study provided detailed information on how to empower Generation Y employees. Third, this study may help to retain qualified employees by empowering and supporting their career development.

Social implications

This study highlighted the importance of empowerment in managing Generation Y employees. Once Generation Y employees are trusted and empowered, they tend to perform well in both their job and career. Findings indicated that the four factors of psychological empowerment had different contributions to careers of the employees. Results suggest that managers should attempt to assign challenging and meaningful tasks to young employees and to increase their responsibility and impact in the organization. To attract and retain qualified young employees, career competences should be enhanced to achieve a level of career satisfaction.

Originality/value

This study presented new findings on Generation Y and the outcomes of psychological empowerment. Initial evidence on the contribution of empowerment to the career issues of the new generation was proved. The findings outlined detailed information on psychological empowerment by exploring the function of its four factors. The results may serve as a foundation for future research on empowerment and career issues of Generation Y.

Details

International Journal of Contemporary Hospitality Management, vol. 28 no. 11
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 12 February 2018

Mohammad Faraz Naim and Usha Lenka

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

11673

Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Practical implications

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.

Originality/value

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.

Details

Employee Relations, vol. 40 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 20 February 2019

Nidhi Arora and Vijay Dhole

The purpose of this paper is to examine expectations of Generation Y (born between 1980 and 2000) entrants to Indian industry, in respect of their perspective, job experiences…

4327

Abstract

Purpose

The purpose of this paper is to examine expectations of Generation Y (born between 1980 and 2000) entrants to Indian industry, in respect of their perspective, job experiences, considerations and initial employment expectations. Keeping in mind that organizations are required to prepare for the expectations of Generation Y. Human resources (HR) practitioners should consider the next generation as strategic business partners in the twenty-first-century workplaces, questions ignite about Generation Y’s values and aspirations and how we can engage them in our workplaces. This study was an attempt to look at Indian Gen Y employees who comprise almost half of the Indian working population and are growing at a rapid pace. Effective understanding of Gen Y will lead to the designing of effective HR policies and environment.

Design/methodology/approach

Utilizing quantitative research methods, an exploratory study was undertaken with 520 employees (all of whom fell into the category of Generation Y) from various industries.

Findings

The study found that many of the propositions contained within the Generation Y literature were reflected among participants in relation to their future career and lifestyle aspirations. This hints to the need for industry to carefully benchmark employee expectations and experiences to ensure commitment to the sector.

Research limitations/implications

Being an exploratory study, the results are not generalizable to the wider population. The findings frame a future longitudinal study on the careers of Generation Y graduates as they move from the anticipation to the encounter stage of their career development. This will seek to further explore the implications of Generation Y values, including those relating to diversity and equality which were not raised as an issue in this preliminary study.

Practical implications

The findings of this research contribute to our knowledge of the career aspirations of Generation Y. The paper indicates to employers some of the future benchmarkings in recruitment and HR practices that they might adopt to meet the needs of this generation of employees. It is anticipated that this paper will interest new and experienced HR practitioners. Interest might spark ongoing inquiry into effective approaches for employee engagements, specifically to Gen Y employees who will be ruling the workplace in the coming decade. The Gen Y has also led to attrition problems. Therefore, this paper will help in the effective understanding of Gen Y and designing strategies for internal benchmarking in various policies.

Originality/value

This work is a unique effort to look at the common expectations of the Gen Y employees, from the workplace. The findings highlighted the general expectations which are normally neglected in high strategical environment of today’s tech-savvy industry.

Details

Benchmarking: An International Journal, vol. 26 no. 5
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 3 July 2017

Benjamin Wilhelm Lategan, Chris D. Pentz and Ronel du Preez

The purpose of this paper is to: determine the relative importance that Generation Y consumers indicate for 13 wine attributes in their selection of wine; determine if these wine…

Abstract

Purpose

The purpose of this paper is to: determine the relative importance that Generation Y consumers indicate for 13 wine attributes in their selection of wine; determine if these wine attributes are significantly distinct in importance in the mind of the consumer; and compare the wine attribute importance findings with the US findings of Chrysochou et al. (2012).

Design/methodology/approach

Quantitative data were gathered from a convenience student sample (n=429) to which the Best-Worst Scaling method was applied for 13 pre-determined wine attributes in a Balanced Incomplete Block Design. Data analysis included descriptive statistics, reliability analysis, t-tests and mixed model repeated measure ANOVA.

Findings

Respondents were able to differentiate between the importance of wine attributes. Taste was the most important wine attribute followed by someone recommended it. Alcohol level below 13 per cent was least important. Firm controlled information such as information on back label was of little importance. South African Generation Y consumers seem to select wine similarly to those in the USA.

Originality/value

Findings contribute to generation-based research in wine marketing and increase the understanding of the wine selection behaviour of Generation Y consumers in South Africa. More effective marketing strategies to Generation Y consumers can result to grow wine consumption in this significant segment.

Details

British Food Journal, vol. 119 no. 7
Type: Research Article
ISSN: 0007-070X

Keywords

Article
Publication date: 25 July 2013

Lourdes Susaeta, José Ramón Pin, Sandra Idrovo, Alvaro Espejo, Maria Belizón, Angela Gallifa, Marisa Aguirre and Eugenio Avila Pedrozo

The purpose of this paper is to address the subject of work attitude drivers within the current scenario considering two influencing factors, culture and generation. Both…

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Abstract

Purpose

The purpose of this paper is to address the subject of work attitude drivers within the current scenario considering two influencing factors, culture and generation. Both membership of a particular generation and membership of a particular culture can affect individuals' work attitudes. The study considers these two factors in order to analyse five dimensions that are sources of work attitudes: life project, professional ethics, and attitude towards authority, leadership and commitment to the company.

Design/methodology/approach

Drawing upon a sample of almost one thousand people from various Ibero‐American countries, the results show significant differences between generations and cultures, particularly when focusing on the life project.

Findings

Among its conclusions, the paper points out that Latin America cannot be viewed as a homogenous whole in terms of individual work attitude. On the contrary, it is characterised by a significant degree of national diversity and managers should take this into account when designing initiatives to improve employee motivation.

Originality/value

The contribution that this paper seeks to make is to include the cross‐cultural perspective in the study of attitudes towards work, which has received less attention in previous studies.

Details

Cross Cultural Management: An International Journal, vol. 20 no. 3
Type: Research Article
ISSN: 1352-7606

Keywords

Article
Publication date: 23 September 2021

Shabnam Azimi, Yana Andonova and Charles Schewe

Drawing upon cohort theory, the age-period-cohort framework and the portrait value system, this paper aims to examine differences in basic human values between generations Y and Z…

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Abstract

Purpose

Drawing upon cohort theory, the age-period-cohort framework and the portrait value system, this paper aims to examine differences in basic human values between generations Y and Z as they are shaped by recent major events (most importantly the COVID-19 pandemic).

Design/methodology/approach

Hypothesized differences between values of generation Y and Z were tested using a content analysis of recent articles (Study 1) and an online survey through a prolific crowdsourcing website (Study 2).

Findings

This research finds that while both generations value universalism and benevolence, Generation Y is more likely to conform and follow traditions while Generation Z values stimulation, hedonism and achievement more. The top two COVID-19 concerns for both groups were the health of others and financial security. Generation Y is more concerned about the economy while Generation Z is more worried about uncertainty in their future.

Research limitations/implications

This paper provides insight into how the current environmental crisis has shaped the values of generations Y and Z and offers an understanding of the similarities and differences in values between these two generations.

Practical implications

The findings have direct implications for the design of products/services and for the creation of effective marketing communications to reach these two consumer groups.

Originality/value

This research is novel in identifying the basic human values of generations Y and Z as they are shaped by recent events such as the most recent economic recession and COVID-19.

Details

Young Consumers, vol. 23 no. 2
Type: Research Article
ISSN: 1747-3616

Keywords

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