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This study aims to explore the relationship between the number of co-operative (co-op) education work terms that students completed and the importance they attach to employer and job attributes (i.e. work values).

Data were collected from a large cross-sectional survey of co-op students (N = 2,097) from one Canadian university.

Of the 19 work values measured, only six were related to work experience. Whereas work experience was related to several of the least important work values, such as geographic location, it was unrelated to many of the most important work values, such as work–life balance. Further, evidence suggests that changes in work values occur when work experience is first introduced in the curriculum (e.g. first co-op work term), not at subsequent work experiences.

The findings extend the understanding of how work-integrated learning (WIL) prepares students to make decisions about their careers in the future of work and provide insights to address the challenge of scaling WIL. However, the study draws on cross-sectional data from one single Canadian university and does not explore potentially confounding factors including time itself or critical events such as the COVID-19 pandemic.

WIL educators may leverage these findings to improve their understanding of how students' work values evolve as they complete WIL experiences. They may also use insights from the study to align students' needs and employers' understandings of those needs.

This study is the first to explore how work values might change throughout a WIL program, particularly among Gen Z students whose work values seem divergent from those of previous generations.

The purpose of this study is to compare the perceptions of work values among different generational groups (Boomers, Generation 386, Generation X and Millennials) in the Korean Government sector.

Using a sample of 1,084 employees working in the Korean Government sector, this study compared generational differences in work values with seven dimensions: detail, aggressiveness, team orientation, outcome orientation, people orientation, innovation and organization orientation.

This study found that Millennials had the most significant differences in aggression, team-orientation, innovation and organization-focus, compared to Generation 386. Millennials were less aggressive and more team-oriented and innovative than Generation 386. Millennials also put less value on the organization compared to Generation X and Generation 386, indicating that Millennials are less willing than other generations to sacrifice their individual needs for the needs of the organization. Generation X had higher values in supportiveness, fairness and respect for individuals than Generation 386.

This study adds to the current literature by empirically examining how employees’ work values are influenced by the generational differences of the workers.

This paper aims to examine work values among job seekers and how these values differ across experience and gender.

This study asked participants to rate the importance of various intrinsic and extrinsic work values on a five-point Likert scale. Responses were compared for 865 participants.

This study found that individuals differed in their ratings of work values based on experience. Individuals with more experience assigned greater importance to intrinsic job characteristics, while those with less experience assigned greater importance to extrinsic job characteristics. Findings further reveal differences in gender ratings of work values, with females assigning greater importance ratings to both intrinsic and extrinsic job characteristics as compared to males.

Limitations of this study include that it drew its data exclusively from a sample of US respondents. Research investigating populations from other geographic regions within the same study may uncover important cross-national similarities/differences. Moreover, although this study examined experience and gender, it excluded other potentially important factors such as ethnicity. Future research should explore international samples and broaden its focus to include additional factors.

Organizations should be aware of how experience and gender shape work values to impact job choice and retention. They may wish to target their recruitment efforts toward certain groups to ensure alignment between candidates' work values and those of available positions.

This study improves on prior research by examining the dual impact of experience and gender in shaping work values.

The purpose of this study is to rely on the modernization theory to analyze and explain the cross-national differences in work-related values and attitudes (WVA).

First, the modernization theory and WVA are conceptualized, their relations are discussed and the hypotheses are formulated. Next, the data, measures, variables and empirical tests are presented. Finally, the theoretical and managerial implications are discussed, an integrative model is proposed and avenues for future research are suggested.

The empirical results confirm the explanatory strength of the modernization theory and provide valuable insights into the patterns of WVA across the world. It is found that the countries involved in the first phase of human development emphasize work centrality, extrinsic aspects of a job and material rewards and are likely to show noticeable discrimination against women and foreign workers. In contrast, post-industrial societies that are involved in the second phase of human development prefer emancipative WVA, such as low work centrality, tolerance of foreign workers, gender equality and hedonism at the workplace.

Despite the remarkable acceptance of the modernization theory, some of Inglehart’s propositions have been subject to criticism. Furthermore, human development, modernization and the subsequent cultural shifts are “path-dependent” as they are affected by the national, religious and civilization heritage of a country.

The findings of this study can help international mangers adopt the appropriate strategies for a wide range of issues, such as staffing, planning, job description and compensation policies.

The modernization theory is a suitable alternative to national cultural dimensions. This approach relies on the premise that socioeconomic development creates consistent patterns of values, beliefs and behaviors that ultimately shape WVA around the globe.

The purpose of this research is to identify that both work values and burnout are important predictors for promoting organizational citizenship behaviors (OCBs). Moreover, this research also seeks to investigate the moderating impact of burnout on the relationships between work values and OCBs.

A total of 310 employee‐supervisor dyads of hotel front‐line service employees in Taiwan were selected as the research participants. The employees were asked to provide information on the items about work values and burnout, and their supervisors were asked to complete items concerning the OCBs of their subordinates. A confirmatory factor analysis was conducted to investigate measurement reliability and validity. All hypothesized relationships and moderating effects were tested using hierarchical regression equations.

It was found that both work values and burnout are important factors to consider for promoting OCBs. In addition, the study also proves that burnout as a moderator can decrease the predictions of the relationship between work values and OCBs.

The study is limited to the context culture and data collection process.

This research argues that an employee having higher work values may extend his/her upward striving from in‐role behavior to extra‐role behavior. However, a diminished sense of personal accomplishment signifies that this job may no longer offer a personal interest to the point that an employee is unwilling to display OCBs.

Findings of the present study suggest that not only both work values and burnout are important factors in influencing OCBs, but also their interaction effect is a key factor in influencing OCBs.

The purpose of this paper is to investigate changes in the relative importance to individuals of particular work values during the deterioration of external economic conditions.

The paper employed longitudinal field survey techniques, comparing the change relative work value priorities at an initial and two subsequent points in time during dramatic economic swings in Hong Kong. The paper also evaluate needs hierarchies such as Maslow's and Elizur's, minimally adjusted for a Chinese cultural context for a theoretical framework for assessing the shifting importance of work values resulting from changing local economic conditions.

The major contribution is the finding of statistically significant changes in the differing importance to individuals of particular work values during the deterioration of external economic conditions. The paper demonstrates that the needs hierarchy theories provide an appropriate framework for the shifting importance of work values resulting from local economic conditions.

The paper is in a single location, limiting generality of the results. All longitudinal studies are affected by panel attrition. Replication with larger samples and tracking of panel drop‐outs are needed for theoretical development.

These results have crucial implications for the effective management of business firms and their human resources in changing economic conditions, finding that work values of managers are not invariant but change with conditions.

The majority of studies on work values of employees have been performed, analyzed, and interpreted in a vacuum, in isolation from consideration of critically import variables, the current, historical, and expected future economic environment of the employee. The paper finds work values change due to environmental circumstances; this effect has rarely been studied.

This paper aims to provide insights into current issues, such as changing expectations and needs of blue-collar workers, from both an employee and HR perspective, to provoke further research in the business context on this crucial cohort, as well as broaden the current understanding of Human Resources Management (HRM) measures and incentives implemented by the respective foreign companies.

The author conducted semi-structured interviews with 25 Chinese employees of German multinational companies working in the automobile industry located in Shanghai. Among them, 17 were blue-collar workers and 8 were white-collar workers (General Manager or HR Manager).

Besides factors attributed to work conditions, all of the work values are located in the individual domain, regarding their level of focus (Facet C according to Lyons et al.). Work values in the growth orientation domain (Facet B according to Lyons et al.) show a mix between context- and growth-oriented factors. However, context-oriented factors are still outnumbering the frequency of growth-oriented ones. Regarding the modality of work values (Facet A), all of the categories (instrumental, social, cognitive and prestige) were reflected in the answers of the blue-collar workers.

Due to the limited number of interviewees no final statement can be made on how age, education, gender, or other demographics influence certain work values. Additionally, Inglehart and Abramson (1994) also mention other potential explanations for observed differences, such as inflation or unemployment rates, and per capita gross national product which were not discussed in this research. Furthermore, the HR management selected the interview candidates regarding the blue-collar cohort which could indicate biased answers of the interviewees.

HRM systems (e.g. reward systems or job design) should be adapted to meet the individual preferences of employees and be sensitive toward a potential value change among certain generational cohorts. The findings showed that although pay is still on the mind of the blue-collar worker, career development seems to be even more important for the future blue-collar workforce. Therefore, companies should as well consider non-financial retention strategies in the future.

Due to the talent shortage in China, employee’s ability to assert their interests, wishes and values could be taken to a new level. However, this does not hold true for the (still increasing) flood of migrant workers, often suffering from bad working conditions or discrimination incurred by their hukou status. Although recent changes in the labor regime have taken place (e.g. social insurance reform and labor contract law), the protection of migrant workers still remains insufficient.

By examining the work values of blue-collar workers, this paper draws meaningful implications for talent management with regard to work outcomes, in particular voluntary employee turnover, which is considered to be an issue of concern by both economists and businessmen.

The authors analyze the relationship between perceptions of corporate social responsibility (CSR) activity bundles and prospective employees’ work values to assess how CSR strategies contribute to new staff recruiting strategies.

Building on personal and organizational value fit theory, the authors propose a positive correlation between facets of work values and particular CSR activities. We use work values, as they reflect personal values, and CSR activities to reflect organizational value. We test this relationship using a sample of senior marketing and international business majors.

The authors found that the relationships are threefold: all negative, all positive and selectively positive. Some viewed CSR as irrelevant to their choice of employer – those who focused on security and pride, with low degrees of other work values, and those who were concerned with growth and knowledge utilization. People who seek security and meaningful jobs hold preferable attitudes toward CSR, regardless of the areas of CSR. Selectively positive relationship between work values and CSR bundles was founded in those who seek meaningful jobs and the workplaces for which they feel proud to work.

This paper contributes to better understanding of the influence of CSR on prospective employees over preferences for companies as ideal employers. CSR matters, but not to everyone. Those who perceive that CSR matters are more active regarding work. This study links two topics – personal values through work values, and organizational values through CSR – opening a new area for investigating the effects of CSR on human resource management (HRM).

This study identifies why CSR is attractive to potential employees by using person-value and organizational-value fit theory to elaborate on a company’s social performance through CSR perceptions. No study links these two topics, which examine the same results. Research suggests that fit between personal and organizational values leads to job satisfaction, and thus a tendency to select a specific employer. CSR literature suggests that a company’s reputation gained by engaging in CSR attracts talent. By classifying talent according to work values and mapping them with CSR bundles, the authors argue that there is relationship between types of talent and CSR bundles.

This study aims to examine how the perceived importance of work values differs among the three generations (Cultural Revolution, Social Reform and Millennial) in the Chinese workforce.

Grounded in work values and generation theories, hypotheses were tested by empirical data collected from 464 Chinese employees from companies located in the Yangtze River Delta of China. A one-way multivariate analysis of covariance and a series of one-way analysis of covariance and t-tests were conducted to compare the three generations with respect to work values.

The results revealed significant generational differences existing in China with respect to extrinsic–intrinsic work values measured by the work-need typology (Huseman and Hatfield, 1990). After controlling for demographic variables, Millennial employees were found to show the highest preference for both extrinsic and intrinsic work values, followed by the Social Reform generation, whereas the Cultural Revolution generation scored lowest. Additionally, important similarities across the three generations were also found.

These findings highlight the complex nature of generational phenomena and suggest the need to further develop a deep appreciation and understanding of the underlying reasons for those generational differences and similarities.

Drawing from generation and work values theory, the authors developed a theoretical framework that allows us to directly compare the three generations in the Chinese workforce with respect to the magnitude of importance each generation attaches to various work priorities. The present study represents an important initial step in throwing more light on the mechanisms underlying the observed generational differences and similarities in work values.

The purpose of this paper is to provide an insight into differences in work values and Person–Organisation (P–O) fit of Baby Boomers, Gen X and Gen Y in India and to understand the relationship between (P–O) fit values and turnover intention of Generation Y employees.

The work values were measured using an adapted version of Lyons Work Values scale. The generational differences in work values and P–O fit were studied using multivariate analysis of variance and relationship between P–O fit values and turnover intention of Gen Y employees was studied using polynomial regression and response surface methodology.

Significant differences in work values were observed between Generation Y and older generations. Generation Y also reported significantly higher discrepancy in P–O fit values than Generation X and Baby Boomers. This had an effect on their turnover intention.

A cross-sectional design was used to study the generational differences in work values where the generation effects may have been confounded with age effects.

The differences in work values and P–O fit values of Generation Y and older generations provide input into designing organisation systems and structures more suitable for younger generations to manage the high turnover among Generation Y in India.

This is one of the first studies on generational differences in work values and P–O fit in the Indian context. It is also one of the first to investigate relationship between P–O fit and turnover intention of Generation Y in India.