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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.

The purpose of this study is to investigate the structural relationship model among narcissism, work centrality, employee engagement and discretionary effort.

Respecting the quantitative approach, the data were gathered by means of the survey completed by 1,190 respondents of Generation X, Y and Z working in the Thai service and manufacturing industries.

The findings of the study indicated positive associations between narcissism and work centrality, narcissism and employee engagement, work centrality and employee engagement and employee engagement and discretionary effort. It was observed that work centrality played a partially mediating role in the relationships between narcissism and employee engagement, while employee engagement fully mediated the associations between work centrality and discretionary effort, as well as between narcissism and discretionary effort. The structural model demonstrated variations across different generational cohorts, suggesting that the relationships differed among generations. However, the model did not exhibit any variations across different types of industries. Furthermore, the findings from the Thai samples indicated that generational differences had a moderating effect on the path relationships between narcissism and work centrality (with Generation Y having a stronger effect compared to Generation Z and Generation X), narcissism and employee engagement (with Generation Y having a stronger effect compared to Generation Z and Generation X) and narcissism and discretionary effort (with Generation X having a stronger effect compared to Generation Y and Generation Z), all with a significance level of 95%. Additionally, the relationship between employee engagement and discretionary effort showed a significant difference across generations, with Generation Z exhibiting a stronger effect compared to Generation Y and Generation X, at a significance level of 99%.

This study provides empirical evidence supporting the positive relationships between narcissism and work centrality, as well as narcissism and employee engagement, contrary to previous research findings. The results reveal that employee engagement fully mediates the associations between work centrality and discretionary effort, as well as between narcissism and discretionary effort, offering valuable contributions to the existing literature. Furthermore, this study expands on previous research by examining the moderating effect of industry type, specifically comparing manufacturing and service industries. The findings suggest that the model exhibits variations across different generational cohorts, highlighting the importance of considering generational differences in understanding these relationships. However, the model does not exhibit variations across different types of industries.

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.

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.

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.

The basic premise of the chapter needs to be explored further through primary data from practice.

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.

This article aims to advance understanding of the various and differing aspects of government communication as a means to determine where the various generations’ values converge and diverge and to forecast the future implications of the findings by analyzing similarities and differences between the Generation Y public relations (PR) student sample at a Western Canadian university and the working generations of a communications branch within a provincial government, specifically Generation Y.

This comparative study uses data from two previous studies to identify and analyze trends among Generation Y communicators – both those in the university setting and those already working within government – specific to values, skills and perceptions of the government communication function. It asks: how do the values and opinions of Generation Y university PR students compare and contrast with values and opinions from Generation Y communication staff within a provincial government?

Along with supporting some of the assumptions and previous findings relating to Generation Y, the findings from this purposive survey and subsequent comparative analysis offer a new and deeper understanding of the workplace needs and wants of those represented by the particular sample. The findings also provide a glimpse into what the future of government communications might look like and the skills the next generation of employees will need to have.

The sample size used in this article is small and purposive, and should not be read as representative. The intent is not to generalize broad populations and generations, but to add to knowledge in a very specific area.

The results of this study directly inform the practice of government communication by addressing current and future recruitment challenges.

A study of generational values within Canadian Government communication has not been conducted previously by scholars and academics. This study fills a gap in the research and offers valuable insight for future research.

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.

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).

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.

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).

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).

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.

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 expectations of new employees are rapidly evolving and placing further challenges on HR professionals. Peter Walmsley, HR director and HR Access Solutions, uses his career experiences and the experiences of a leading automotive manufacturer to examine changing workforce expectations and to make recommendations on how to manage this latest HR hurdle.

The study aims to determine how the relationship among links, fit and sacrifice (dimensions of job embeddedness) influence employees' intention to quit in the case of professionals belonging to Generation Y.

A quantitative correlational study was conducted with a cross-sectional dimension of time. The survey technique was applied through a certified online panel. The sample consisted of 211 members of Generation Y.

It has been verified that the only significant dimension for Generation Y is sacrifice.

It is necessary to extend the study of the dimensions of job embeddedness and their influence on employees' intention to quit in different demographic groups. It would be advisable to conduct longitudinal studies to observe the dynamics of job embeddedness throughout the years.

Organizations concerned with retaining the talent of young professionals can focus on the development of policies and benefits that encourage sacrifice.

The finding that the sacrifice dimension is the one that would reduce the intention to leave for Generation Y will help to ensure that organizations retain the workforce that they value.

The study is important to gain a better understanding of Generation Y behavior. In addition, in response to the demand from the literature, the sample considered only Generation Y with work experience.

The purpose of this paper is to convey background and historical settings on the evolution of knowledge management research and practices since the late 1990s in programs of The George Washington University (GWU), Washington, DC. The settings aim to support the papers of a special issue of the journal for exploring the future of knowledge workers in the twenty‐first century.

The paper uses historical data drawn from dissertations, books, discussions and active participation through a ten‐year community of interest (COI) comprising scholars and practitioners. This COI functions within the Institute for Knowledge and Innovation (GWU‐IKI) and the inputs are augmented with references to literature on KM and knowledge workers.

The overall viewpoint leverages off the theme that the youngest of the workforce generations, the Millennials, born since 1981, are 76 million strong and rapidly coming of age. Furthermore, through a natural process of evolution, they are already coping with the virtual real time, simultaneous, social networking of the cloud computing, cyberspace demands that are generally seen as being overwhelming and beyond the “normal” human capacities for many in the older generations.

Viewpoints expressed on the multigenerational group of current and future knowledge workers, i.e. Traditionalists, Baby Boomers, GenXers and Millennials are extremely narrow and summary in nature. Reference to these segments of the workforce is limited to the context of this background setting, but extensive literature and active media coverage openly exists for each generation.

The paper gives readers insights into the contents of the 11 papers comprising the special issue. Future traits, skills, aptitudes of workers, challenges of projected multi‐dimensional environments, real life practices for culture transformations, and emphasis on lifelong learning to cope with the escalating changes of the connected global society are highlighted.

Children quickly adapt to change and often become the language and culture guides to adults in foreign environments. The Millennials, youngest generation of knowledge workers, will guide the global workforce through the chaos, complexity and intellectual capacity overburden of the early twenty‐first century cyber‐socialization.

The purpose of this paper is to examine selected findings of the 2006 CAVAL Training Needs Survey across Australia, New Zealand and Asia and to assess their implications for academic libraries in the context of generational change.

This paper compares 2006 Training Needs Survey data with previous survey data (2004 and 2005) and uses the findings to inform a range of simple strategies to assist academic libraries recruit and retain talented staff.

The data appears to confirm studies conducted in the US and Canada that show Generation X and Y learning styles are typically motivated by a desire to enhance professional skills and thus marketability to future employers. For many Generation X and Y staff working across a range of professions, access to professional development has become an important component of their overall remuneration package. It also figures highly in any decision to join or remain with an organisation. This paper concludes that a better understanding of generational change and commitment to professional development are critical to the recruitment and retention efforts of future academic libraries.

This paper draws upon survey data not previously available for research.