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With every successful organization embracing various facets of diversity in this new era, one such facet that is lesser talked about but has huge potential to bring organizational success is “Generational Diversity.” This paper emphasizes the significance of multiple generations in the workplace and suggests organization led strategies for achieving the benefits of generational diversity.

This paper draws on extant literature and knowledge in the field of generational diversity. By reviewing the characteristics, values, work styles and perspectives of multiple generations, this paper offer several strategies to successfully manage and leverage generational diversity.

This paper provides an overview of generational diversity and insights on its relevance at workplace. Besides, it also enlists and emphasizes eight different strategies that can help the organizations embrace and leverage the strengths of multiple generations at workplace.

Diversity & Inclusion (D&I) teams responsible for nurturing a diverse and inclusive culture at work can design and implement the strategies specified in this paper as per the suitability of their cohort(s) of employees to achieve the benefits of multigenerational workforce in organizations.

Generational diversity at workplace is an important factor toward achieving organizational success. For organizations with age-diverse workforce driving relentlessly toward success, there is a need to design and implement customized strategies and practices for managing multiple generations successfully. This study attempts to address this need by highlighting several organization led strategies to manage multiple generations successfully at workplace.

The paper aims to conceptually identify the organizational conditions and therefore the possible areas of intervention, in the domains of work, growth potential and culture, which would help the Generation Z workforce be more engaged, motivated and committed to the organization.

The paper adopts a typology methodology, taking into account the specific characteristics of Generation Z. It describes a conceptual framework, drawing on three fundamental aspects of social exchange theory in the context of workplace (organizational justice, organizational support and leader-member exchange), and applying them to three dimensions of organizational life (work, growth potential and culture).

The paper suggests certain organizational conditions, in the domains of work, growth potential and culture, which can align Generation Z workforce to the organization. It accordingly indicates desirable interventions in the areas of job design, training, performance and compensation systems, work policies, leadership and communication.

The paper identifies organizational conditions for sustaining Generation Z talent, based on their specific characteristics. There is limited evidence of such studies for Generation Z in the literature. The paper adopts a structured and systematic approach involving typology methodology. By taking a holistic and theoretical perspective on ways to enhance Generation Z engagement, the paper seeks to address an existing gap in the literature.

This study aims to better understand how to interact with the five generations that currently make up our workforce.

The author bases her article on 8+ years of HR experience and research.

The five generations are more similar than we think. They want many of the same things, but they want them in different ways. Communication is the biggest difference between the groups.

The paper will better enable readers to engage workers from multiple generations in their own organizations.

Generation Z (Gen Z) is entering the hotel workforce and will soon become the dominant group. This has called for a better understanding of this workforce’s attitudes and perceptions towards working in the hotel industry. This study aims to examine the effect of organizational socialization on the retention of Chinese Gen Z employees, the mediating role of person–environment fit (P-E fit) and the moderating effect of career commitment.

Time-lagged data were collected from 426 Gen Z new employees from 20 upscale hotels at two different times (2 weeks and 12 weeks after the employees entered the hotel). Confirmatory factor analysis, structural equation modeling, bootstrapping analysis and moderated hierarchical regression analyses were used for data analysis.

Organizational socialization positively affects employee retention via person–environment fit. Moreover, career commitment positively moderates the relationship between person–environment fit and employee retention.

Hotels must view organizational socialization as a long-term investment in Gen Z talent management by offering effective training through diverse methods, creating a collaborative environment and helping them develop career plans to enhance their career commitment.

This study unpacks the four dimensions of organizational socialization and investigates their differential effects on Gen Z employees’ retention through P-E fit. The moderating role of career commitment is also examined. This study contributes to the growing body of hospitality human resources management research on this new generation of workforce in China.

This study investigates how sustainability influences employer branding across generational cohorts – Generations Z, Y and X – and between two neighboring countries, Slovenia and Croatia, with different economic development levels.

A comparative cross-generational survey was conducted among respondents from Slovenia and Croatia to assess the impact of sustainability on employer brand perception. The survey explored generational attitudes toward sustainability and its integration into the employer value proposition.

The study found that all the generational cohorts view sustainability as an important factor in their evaluation of employer brands. Generation X showed the most favorable attitude toward sustainability, followed by Generation Z, highlighting the need for organizations to communicate sustainability efforts effectively to attract these groups. However, there were subtle differences between the countries, with Slovenian respondents indicating a slightly higher preference for sustainable practices. Additionally, while Generation Z may not have the same financial leverage as Generation X, their high valuation of sustainability in employer branding demonstrates their future influence as they enter the workforce.

Limitations include the survey’s conceptual framing, which may be inherently biased toward the more affluent Generation X’s capacity to prioritize sustainability and the focus on USA-based generational definitions, which may not be fully applicable across different cultural settings. Future research could address these limitations by refining the conceptual approach and expanding the sample to include more diverse geographical contexts.

By comparing responses from two economically distinct neighboring countries, the study reveals complex inter-generational dynamics and national contexts affecting sustainability’s role in employer attractiveness.

This study aims to identify specific factors that facilitate engagement and stay intention among Generation Z employees in the Indian banking, financial services and insurance (BFSI) context. Furthermore, using the frequency distribution of the identified factors, this study has ranked them in order of their association with stay intention.

Data were collected from 22 Gen Z employees working in the Indian private BFSI sector using unstructured interviews. Inductive content analysis was applied to identify the factors improving engagement and stay intention. Moreover, quantitative content analysis was applied to calculate the frequency distribution of the identified factors.

The study identified six prominent factors, namely, transformational leadership, employee investment practices, egalitarian practices, work-life balance, job crafting and sustainability, which significantly enhance employee engagement and stay intention among Gen Z employees. Moreover, based on the results of quantitative content analysis, it was found that transformational leadership exhibited the highest frequency in association with employee engagement and stay intention. Following this were employee involvement, egalitarian practices, work-life balance, job crafting and sustainability.

In the coming days, Generation Z will contribute to almost one-third of India’s workforce, of which the BFSI sector will be the major employer. However, the issue with this generation is their retention. Hence, the study identifies factors ensuring engagement and stay intention.

Owing to the paucity of research on stay intention as a variable of interest, this study tries to capture the perceptions of Gen Z towards factors inducing their engagement and stay intention. This study assesses intention to stay (ITS) as compared to intention to leave (ITL) as it is a proactive indicator of turnover. Lastly, this study uses a qualitative approach to identify factors influencing stay intention and engagement based on interactions with employees, which, to the best of the authors’ knowledge, no prior study has attempted.

The purpose of this study is to synthesize the current turnover literature that has investigated the nonfinancial antecedents of turnover intention across generations. This paper provides an integrative and analytical review of prior empirical studies with two research questions: What nonfinancial factors influencing employee turnover have been empirically identified across different generations? and What generational commonalities and uniqueness exist among the turnover antecedents?

To identify nonfinancial antecedents of employee turnover, an integrative literature review that allows a systematic process of searching and selecting literature was conducted. While synthesizing the antecedents identified in the articles, the authors were able to categorize them at three different levels: individual, group and organizational

The authors discuss each antecedent according to three categories: individual, group and organizational levels. Based on the findings from the first research question, the authors further explore the commonalities and uniqueness among three generations (i.e. Millennials, Generation X and older workers).

This study found both generational commonalities and uniqueness in terms of turnover intention antecedents. Based on the findings of the study, the authors discuss how to facilitate these common factors across all generations as well as considering the factors unique to each generation. Differentiation within organizations regarding retention strategies should yield positive results for both employees and organizations.

Bryan Otte, Chief Human Resources Officer at MGAC, examines the shifting dynamics of remote and hybrid work models. Addressing challenges in workplace connections, mentorship and trust, Otte advocates a human-centric approach for HR leaders. This study aims to deliver insights and practical strategies, guiding HR professionals in adapting strategies to facilitate meaningful connections, robust mentorship programs and sustained professional growth within the evolving work environment.

Bryan Otte uses a qualitative approach, leveraging his role as Chief Human Resources Officer at MGAC. The methodology involves a thorough examination of the impacts of remote and hybrid work models on workplace dynamics. Otte integrates real-world examples and insights, offering practical strategies for HR leaders with a focus on a human-centric perspective. This approach combines professional expertise with a nuanced understanding of the evolving workforce, providing concise and valuable guidance for adapting HR strategies to the changing landscape of work.

Otte’s findings reveal challenges in remote and hybrid work, including potential disengagement and trust issues. The absence of a central workplace hub may contribute to feelings of isolation, particularly among younger associates who often derive relationship modeling from the workplace. The study advocates for a human-centric approach, emphasizing the enduring value of intentional team building, mentorship programs and fostering relational bonds. The research underscores the need for HR leaders to adapt strategies, ensuring positive workplace engagement, professional growth and overall well-being in the evolving work landscape.

Bryan Otte’s article brings originality through his role as Chief Human Resources Officer at MGAC, providing unique insights into challenges posed by remote and hybrid work. The practical strategies proposed, emphasizing a human-centric approach, offer innovative solutions to address issues such as disengagement and trust. The article’s value lies in shaping HR strategies for the evolving workforce, stressing the enduring importance of intentional team building and mentorship programs. Otte's blend of professional expertise and nuanced understanding contributes significantly, offering actionable guidance for HR leaders navigating the changing dynamics of work.

Drawing on expectancy violation theory, this study aims to assess the impact of corporate environmental irresponsibility (CEI) on workplace deviant behaviors (WDB) of Generation Z and Millennials through the mediation of moral outrage.

The data were collected from 328 nonmanagerial employees working in the refinery, petroleum and power distribution companies who have been convicted for committing environmental irresponsibility by a court of law. Multigroup analysis (MGA) was used to estimate the hypothesized relationships.

Results revealed that CEI affects WDBs positively. Moreover, the MGA results demonstrated that the deviant behavior of Generation Z in response to environmental irresponsibility is higher than of the Millennials.

Theoretically, the findings implicate that harming the environment will cost organizational performance through deviant behaviors.

This study provides a new lens for the executive management that eliminating social irresponsibility is more important than incurring sustainability initiatives, especially from the new generation’s perspective.

The originality of this study is that it confirmed the impact of CEI on employees’ deviant behaviors; and extended the scope of expectancy violation theory to the field of human resources.