Search results
1 – 10 of over 3000Eddy S. Ng and Emma Parry
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…
Abstract
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.
Details
Keywords
Generation Z comprises the newest cohort to enter the workforce, and they not content to be the Millennials’ younger sibling. Born between 1997 and 2012, Gen Z’s identity is…
Abstract
Generation Z comprises the newest cohort to enter the workforce, and they not content to be the Millennials’ younger sibling. Born between 1997 and 2012, Gen Z’s identity is shaped by being the first generation to come into a post-9/11 world, by the effects of the Great Recession on their parents’ and families’ economic well-being, by the proliferation of technology and social media, by the specter of school shootings and violence, and by the current period of reckoning with past and present racial injustice. The defining moment for this generation, however, is entering adulthood during or in the wake of a global pandemic that significantly changed both education and industry. The confluence of this new generation of career entrants, the dramatically shifting job forms and careers (e.g., contingent work and the gig economy), and the post-COVID landscape of work provides a rich and compelling research agenda for management and human resource management as Gen Z enters workplace and progresses through their careers. Little academic research has examined this generation and its complexity, but the business community is very interested in preparing for the influx of Gen Z into their organizations and as consumers. Gen Z is diverse, global, and mobile. They are defined by their almost symbiotic relationship with technology, but surprisingly desire in-person connection. This generation was hard hit by the COVID-19 pandemic, in their education, finances, relationships, and well-being. They are a generation in flux. Future research directions are explored and presented.
Details
Keywords
Shaheema Hameed and Meera Mathur
With a population of 472 million, Generation Z in India is the largest in the world. This chapter studies the demographic breakdown of the members of Generation Z, their political…
Abstract
With a population of 472 million, Generation Z in India is the largest in the world. This chapter studies the demographic breakdown of the members of Generation Z, their political and social concerns, their career aspirations, their workplace preferences, and the changing consumer attributes. The research design for this study incorporated a qualitative approach comprising of four focus group discussions (see Appendix). Members of Generation Z in India show common behaviours and preferences with their counterparts around the world. However, members of Generation Z in India have clear opinions and ideas of how youth can contribute to a developing nation like India.
Details
Keywords
The purpose of the chapter is to integrate the understanding of diversity from different perspectives in Indian context and see how the holistic view emerges.
Abstract
Purpose
The purpose of the chapter is to integrate the understanding of diversity from different perspectives in Indian context and see how the holistic view emerges.
Methodology
The methodology used is primarily the literature review of the concepts and their evolution in Indian context and the use of secondary sources to extract praxis information.
Findings
It emerged from the exploration on diversity practices at the societal as well as organizational level in India that the country demonstrates intent to mainstream the people from different wakes, but with the changing context the format of the practices has changed.
Research Limitations
The basic premise of the chapter needs to be explored further through primary data from practice.
Originality
This chapter is novel in a way that it integrates the diversity scholarship of four different streams viz. caste, gender, disability, and generation. Most of the existing research focuses only on a thin slice/one key dimension of diversity.
Details
Keywords
This chapter aims to highlight the promising future prospects of the emerging DIDPAGA model, which aligns with current social trends. Specifically, it caters to the…
Abstract
This chapter aims to highlight the promising future prospects of the emerging DIDPAGA model, which aligns with current social trends. Specifically, it caters to the characteristics of the new generations who will become the future leaders of companies – millennials, centennials, and digital natives. These generations tend to prefer technology-related areas with remote work options, flexible schedules, collaborative work environments, and horizontal relationships with real time and result-based feedback and have an interest in entrepreneurship, STEM careers, high innovation capacity, and creating companies with a social impact.
Details
Keywords
Anthony C. Klotz and Ryan D. Zimmerman
Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how…
Abstract
Although a significant body of work has amassed that explores the antecedents, correlates, and consequences of employee turnover in organizations, little is known about how employees go about quitting once they have made the decision to leave. That is, after the decision to voluntarily quit their job is made, employees must then navigate through the process of planning for their exit, announcing their resignation, and potentially working at their company for weeks after their plans to resign have been made public. Our lack of understanding of the resignation process is important as how employees quit their jobs has the potential to impact the performance and turnover intentions of other organizational members, as well as to harm or benefit the reputation of the organization, overall. Moreover, voluntary turnover is likely to increase in the coming decades. In this chapter, we unpack the resignation process. Specifically, drawing from the communication literature and prior work on employee socialization, we develop a three-stage model of the resignation process that captures the activities and decisions employees face as they quit their jobs, and how individual differences may influence how they behave in each of these three stages. In doing so, we develop a foundation upon which researchers can begin to build a better understanding of what employees go through after they have decided to quit but before they have exited their organization for the final time.
Details
Keywords
Images and ideals of organization design have changed dramatically in the past decade in response to the need for a redirection in the purpose and strategy as well as leadership…
Abstract
Images and ideals of organization design have changed dramatically in the past decade in response to the need for a redirection in the purpose and strategy as well as leadership styles following the global economy, new brave networked world, emerging new forms of organizing, and social innovations. This chapter is an invitation to explore a new genre of organization design and organizing as if life matters. It is a call to embrace organizations designed to affirm, nurture, and sustain life. The chapter discusses two key questions: “What Gives Life to Human Organizing” and “What Are We Designing.” The first part aims to uncover what gives life to human organizing through an exploration of nine principles of appreciative organizing. The second part aims to expand what we mean when we talk about organization design through an examination of six fundamental structures that seem to be at play in organized action.
Claretha Hughes, Lionel Robert, Kristin Frady and Adam Arroyos
This chapter will address the graying of the workplace which is forcing a paradigm shift in workplace hiring policies. The “baby boomers” generation with their large number in…
Abstract
This chapter will address the graying of the workplace which is forcing a paradigm shift in workplace hiring policies. The “baby boomers” generation with their large number in population and years of work experience play a large role in shaping the American workplace. As this large group of workers is aging, managers are faced with the need for greater understanding of not only how to accept but also how to reskill and integrate emerging workplace technologies into this older and experienced workforce. Additionally, HR researchers have suggested that organizations undergo a cultural shift in order to develop ways to compete globally using technology. There have been several articles regarding creating people advantage since 2011. Understanding the benefits of creating people advantage within organizations will be described in this chapter.
Racquel Warner and Immanuel Azaad Moonesar
Diversity management in the United Arab Emirates (UAE) is of particular importance given the fact the UAE is the sixth country in the world for hosting the largest number of…
Abstract
Purpose
Diversity management in the United Arab Emirates (UAE) is of particular importance given the fact the UAE is the sixth country in the world for hosting the largest number of international migrants in 2017. The purpose of this exploratory study is to understand how diversity is managed in the public and private sector and to identify the most important factors to diversity manangemet in the UAE context.
Research Methodology
A Grounded Theory approach to research was used to explore this very sensitive issue for the case study. In the absence of robust data on diversity management in the UAE, this inductive qualitative method was preferred since it does not presuppose a hypothesis and allows a contextually relevant theory to be derived from the data, which were collected through interviews with the participants from the public and private sector. An open-ended interview schedule was emailed to the purposefully selected group. Careful thematic analysis was undertaken to identify the resonant issues related to diversity management in this context.
Findings
This heralds increased demographic diversity in the public sector, even if only at a strategic level in order to achieve political and social objectives. Further, as the UAE embarks on being a Smart nation, successful diversity management will be a critical indicator of public sector reform.
Research Limitations
The study analyzed the perceptions of the participants using a qualitatitve method which might not be considered to be as objective. Hence a confirmatory follow up study using quantitatve design will be required to verify the findings.
Practical Implications
This chapter will explore the diversity management in the public and private sectors of the UAE, the role leaders and managers have to play, challenges faced, and what is on the horizon in this new public–private partnership environment.
Social Implications
This chapter suggests the need for a unified understanding of diversity management among leaders in the public and private sector of the UAE as a crucial enabler of productivity, development and social cohesion.
Originality
This heralds increased demographic diversity in the public sector, even if only at a strategic level in order to achieve political and social objectives. Further, as the UAE embarks on being a Smart nation, successful diversity management will be a critical indicator of public sector reform. This chapter will explore the diversity management in the public and private sectors of the UAE, the role leaders and managers have to play, challenges faced, and what is on the horizon in this new public–private partnership environment.
Details