Search results

This chapter explores how resilience in the face of difficult and crisis-ridden circumstances influences innovation. By examining Qantas and the critical role played by the CEO and Managing Director Alan Joyce, we discuss how innovation leadership amid a crisis requires resilience with a balanced approach. With a lens of self-level innovation leadership, we showcase Alan Joyce’s resilience and how that flowed onto his team and the organisation to action required changes in a creative and novel way to revitalise. The chapter contributes to the literature by further detailing about how resilience from a business leadership perspective influences the organisation’s ability to encourage innovation in a difficult and crisis-ridden environment. We believe that the lessons learned from the Qantas case can inspire companies and industries that face similar challenges to understand what it means to demonstrate resilience as a leader.

This introduction seeks to provide a brief background to the notion that there are generational differences at work and to introduce the papers included in this special issue of the Journal of Managerial Psychology.

The current context concerning generational differences at work is briefly outlined followed by a description of the core theory underpinning the notion of generational cohorts. Criticisms of this theoretical premise are provided before a brief outline is given to each article in the special issue.

There is evidence for changes in personality profiles across generations, and for differences in attitudes towards work and careers. However, effect sizes tend not to be large, and some findings are inconsistent with popular stereotypes regarding generational differences. Little support was found for differences in work values or motivation.

Contrary to popular hype concerning generational differences at work, managerial time may be better spent considering employee needs relating to age (maturity), life‐cycle and career stage differences than developing generationally specific management policies and practices. Significant methodological problems remain in generational research.

The papers facilitate a critical understanding of the challenges facing generational research and its limitations, and provide a litmus test against which popular stereotypes can be compared.

The purpose of this paper is to review data from 1.4 million people who completed personality, attitude, psychopathology, or behavior scales between the 1930s and the present and to discuss how those differences may impact today's workplace.

The data are gathered from research reports using psychological scales over the last eight decades, primarily those using college student samples.

Generation Me (sometimes called Gen Y or Millennials) demonstrates higher self‐esteem, narcissism, anxiety, and depression; lower need for social approval; more external locus of control; and women with more agentic traits.

Managers should expect to see more employees with unrealistically high expectations, a high need for praise, difficulty with criticism, an increase in creativity demands, job‐hopping, ethics scandals, casual dress, and shifting workplace norms for women. Organizations can respond to these changes with accommodations (e.g. praise programs) or with counter pressure (e.g. dress codes), and it is imperative that managers consider the best reaction for their workforce.

Most studies of generations interview workers at one time; thus any differences could be due to age or generation. Many of these reports are also based on subjective opinions and perceptions. In contrast, the paper reviews quantitative data on generational differences controlling for age. This empirically based look at generations in the workplace should be useful to managers and workers.

The purpose of this research is to examine whether personality and motivational driver differences exist across three generations of working Australians: Baby Boomers, Gen Xs, and Gen Ys.

Using the Occupational Personality Questionnaire and the Motivation Questionnaire, the study examined cross‐sectional differences in personality and motivational drivers across three generations.

The results are not supportive of the generational stereotypes that have been pervasive in the management literature and the media. Specifically, few meaningful differences were found between the three generations. Moreover, even when differences have been observed, these have related more to age than generation.

One of the key limitations is the use of cross‐sectional data. To further explore this issue, it would be interesting to undertake a longitudinal study to assess personality preferences and motivational drivers of the different generations, when the participants are at the same age or the same point in their career.

The research emphasizes the importance of managing individuals by focusing on individual differences rather than relying on generational stereotypes, which may not be as prevalent as the existing literature suggests.

Managers and HR professionals may find the lack of differences across generations interesting and refreshing, in contrast with the popular management literature.

The purpose of this study is to test the relationships of learning, organizational commitment and talent retention across managerial generations in Europe.

Hypotheses are developed to explain the influence of learning and organizational commitment on talent retention across generations. A total of 1,666 European managers completed a survey on these issues. Depending on year of birth, they were categorized into four generational cohorts. Their answers were analyzed with statistic procedures.

Findings reveal that younger generations are less willing to remain in the same organization and have lower organizational commitment. The youngest generations (Early and Late Xers, born 1960 and after) show stronger learning orientation and lower organizational commitment than older generations (Early and Late Boomers, born 1946‐1959). Learning orientation predicted the intention to remain in the same organization for Early Xers and Late Xers. Organizational commitment mediated this relationship. For Late Boomers and Early Xers, it mediated the relationship between specific leadership development intentions and intention to stay.

Managerial, job‐related learning is confirmed as an important antecedent for the intention to stay/leave one's current organization. The differential meaning of learning and commitment across generations needs to be better understood in order to develop effective strategies for the retention of talent in all generations. In particular, differences in the psychological contract between organizations and their managers need to be understood.

The findings suggest an approach of generation‐specific HR practices for talent retention.

The study is one of the first to date to address leadership development and learning orientation in the context of talent retention, as well as one of the first to address the discussion of generational challenges in Europe and across the specific population of people in managerial roles.

The purpose of this paper is to examine whether four different generations (Silent Generation, Baby Boomers, Generation X, and Generation Y) hold different beliefs about career. Career type, career success evaluation and importance attached to organizational security are to be scrutinized for each generation.

A total of 750 people completed a vignette task, rating the career success of 32 fictitious people. Each vignette contained a different combination of five career features (functional level, salary, number of promotions, promotion speed, and satisfaction) at two levels (low and high). Furthermore, several items were added in order to determine each participant's career type and the extent to which they attached importance to organizational security.

The majority of participants still had rather “traditional” careers, although younger generations seemed to exhibit larger discrepancies between career preferences and actual career situation. Overall, satisfaction appeared to be the overriding criterion used to evaluate other people's career success. No significant differences were found between generations. With regard to importance attached to organizational security, the Silent Generation and Generation Y scored significantly higher than the other generations.

The convenience sampling strategy led to large differences in sample size per generation. Using a vignette design limited the amount and richness of information that could be offered to participants. Perhaps other criteria relevant to real‐life career success evaluation should have been incorporated in this study.

The study raises questions about the validity of career success operationalizations frequently used in research. It is the first study to examine career success evaluation by means of vignettes.

The purpose of this paper is to investigate differences between three generational groups currently in the workforce (Baby Boomers, Generation X, and Generation Y), in work values, job satisfaction, affective organisational commitment and intentions to leave. The study also seeks to examine generational differences in person‐organisation values fit.

A total of 504 Auckland employees representing a range of industries completed an online questionnaire. Generation X (57 per cent) was defined as those born between 1962‐1979, Baby Boomers (23 per cent) were born 1946‐1961 and Generation Y (17 per cent) were born 1980‐2000. The remainder (3 per cent) were born 1925‐1945.

The youngest groups placed more importance on status and freedom work values than the oldest group. Baby Boomers reported better person‐organisation values fit with extrinsic values and status values than Generation X and Generation Y but there were no other generational differences in fit. Where individual and organisational values showed poor fit there were reduced job satisfaction and organisational commitment, and increased intentions to turnover across all three generational groups.

The study was cross‐sectional and based on self‐report data, limiting the generalisability of findings.

Values are important in guiding behaviour and enhancing work motivation. Organisational values must be able to meet the needs of different employees, and organisations need to clarify their work values and expectations with staff.

The paper presents evidence that person‐organisation values fit is important for all generational groups and popular notions about generational differences should not be over‐generalised.

This research investigated Australian property valuers' identification and consideration of physical climate change risks in valuation practice.

Thirty Australian valuer members of the Australian Property Institute from a variety of specialisations were interviewed. The semi-structured interviews explored climate change risks and the extent of risk investigation and consideration in valuation practice. The analysis utilised the Moser and Luers (2008) climate risk preparedness framework as a lens to evaluate current valuation practice in Australia.

The analysis reflects that while physical risks are easily identified and engaged with by valuers, correspondingly, there is a lack of understanding of and engagement with, climate change risks. This supports the need for better information sources and guidance to inform valuers of climate change risks and the development of specific mechanisms for the consideration of such risks to be included in valuation processes, practices and reports.

The research was limited by its sample size and qualitative approach. Therefore, the research is not a representative opinion of the Australian profession; however, the analysis provides the perspective of a range of valuers from across Australia with different valuation specialisations.

This research has established that valuers have the potential to be prepared to address climate change in their professional capacity, as described by Moser and Luers (2008). However, they are constrained by information communication, access and detail and subsequent market awareness of information on climate change risk exposure on properties. There is a need for further support, guidance, information and tools, as well as awareness-raising, to enable valuers to accurately identify and reflect all risks affecting a property in the process of valuation.

This research provides the first investigation into the consideration of climate change in valuation practice. Property stakeholders—owners, investors, financiers and occupiers—are escalating their climate change risk analysis and reporting for property portfolios and organisations. This research suggests that valuers also need to be aware of the changing dynamics of market reporting and decision-making related to climate change risks to ensure appropriate reflection in valuation practice.

This study explores the influence individual characteristics identified in prior research have on ethical choice in a financial reporting task. An action-based, multi-metric dependent variable is developed to measure ethical reporting choice. Intermediate accounting students participate in the task as part of a curricular assignment in a revenue recognition module. Results demonstrate that several, but not all, individual characteristics found in prior research do influence accounting students’ ethical revenue recognition choices. Specifically, the external locus-of-control, idealism, consequentialist, and Machiavellian characteristics are found to influence ethical reporting choice.