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The purpose of this paper is to address the subject of work attitude drivers within the current scenario considering two influencing factors, culture and generation. Both membership of a particular generation and membership of a particular culture can affect individuals' work attitudes. The study considers these two factors in order to analyse five dimensions that are sources of work attitudes: life project, professional ethics, and attitude towards authority, leadership and commitment to the company.

Drawing upon a sample of almost one thousand people from various Ibero‐American countries, the results show significant differences between generations and cultures, particularly when focusing on the life project.

Among its conclusions, the paper points out that Latin America cannot be viewed as a homogenous whole in terms of individual work attitude. On the contrary, it is characterised by a significant degree of national diversity and managers should take this into account when designing initiatives to improve employee motivation.

The contribution that this paper seeks to make is to include the cross‐cultural perspective in the study of attitudes towards work, which has received less attention in previous studies.

The purpose of this study was to empirically investigate the characteristics of good hospitality managers and the core causes that lead to developing such characteristics.

Using a qualitative inquiry approach, 93 line-level hospitality employees were surveyed online regarding their experiences about the characteristics of good managers.

The research findings revealed five key themes of good managerial characteristics, including interpersonal skills, communication skills, supervisory skills, leadership skills, and positive personality and professionalism. Additionally, the root causes of these managerial characteristics were also analyzed. The good managerial characteristics were perceived to have developed from having worked under either a great manager or a terrible manager.

This study advanced the literature on managerial characteristics by confirming several existing categories from the viewpoint of hospitality industry employees.

Human resource managers should be considerate of these findings in terms of recruitment, hiring, and training, development, and promotion of employees in their companies.

This is one of the first studies to analyze the perceived reasons behind the development of these characteristics.

The purpose of this article is to demonstrate a conceptual framework on employee development, organizational performances and retention of Generation-Z employees in the new normal environment beyond the COVID-19 pandemic.

With referring to the present literature and utilizing social-exchange and human needs approach, from this study, the authors illustrate a conceptual framework with democratize learning, reverse mentoring and intrepreneurship as key modifications for employee development perspective to retain Generation-Z employees and enhance organizational performance to secure the competitiveness.

Democratize learning, reverse mentoring and intrapreneurship have a significant potential impact on enhancing Generation-Z employees' development which may effect on attaining better organizational performance and employee retention. In addition, organizational performance may have a moderating effect on employee intention to stay longer.

The proposed conceptual framework would be empirically validated in future research.

Based on the framework, the authors suggest approaches for Generation-Z specific retention strategies on upgrading the employee development subcategory under human resource function in terms of minimizing the disadvantages that are associated with the work from home concept in a post-COVID-19 pandemic era.

One of the very first studies to propose a holistic framework on employee development that subsequently impact on retaining Generation-Z employees in a pandemic situation. This article enriches the human resource management literature by explaining the novel moderating relationship that articulated from organizational performance to employee retention and focussing on Generation-Z employees (younger generation employees).

Generation Y (Gen Y) is the newest and largest generation entering the workforce. Gen Y may differ from previous generations in work‐related characteristics which may have recruitment and retention repercussions. Currently, limited theoretically‐based research exists regarding Gen Y's work expectations and goals in relation to undergraduate students and graduates. The aim of this paper is to attempt to address this gap in the research.

This study conducted a theoretically‐based investigation of the work expectations and goals of Generation Y and, in particular, student Gen Y versus working Gen Y individuals based within a framework incorporating both expectancy‐value and goal setting theories. n=398 provided useable data via an on‐line survey.

Overall, some support was found for predictions with career goals loading on a separate component to daily work expectations and significant differences between students and working Gen Y on career goals. No significant differences were found, however, between the two groups in daily work expectations.

Future research studies may benefit from adopting a theoretical framework which assesses both daily work expectations and career goals. At a practical level, based on the findings, some examples are provided of the means by which organisations may draw upon daily work expectations and career goals of importance to Gen Y and, in doing so, influence the likelihood that a Gen Y individual will join and remain at their particular organisation.

This research has demonstrated the utility of adopting a sound theoretical framework in furthering understanding about the motivations which influence an organisations’ ability to recruit and retain Gen Y.

The purpose of this paper is to determine the relationships between learning opportunities, person-organization fit, self-directedness career attitude and job hopping among generation Y employees in Malaysian small medium enterprise (SME) service sectors.

Research data was gathered from a sample of 203 generation Y employees from SME service sectors in Malaysia. Partial least squares structural equation modelling is used to perform the data analysis in the present study.

The results demonstrated that person-organization fit and self-directedness career attitude correlates significantly with job hopping among generation Y employees. However, there is no significant relationship between learning opportunities and job hopping.

This study provides an empirical framework for explaining the job hopping among generation Y employees in SME service based on the review of related careers.

This study offers new insights into the predicting factors of job hopping among generation Y employees in the Malaysian context specifically.

The purpose of this paper is to develop a set of elements that Intelligence Community (IC) leadership can use as a framework to transition leadership development courses from the current face-to-face format to the virtual environment. IC employees face unique leadership challenges, and broader application of leadership development is needed. Due to the unique ethical and leadership dilemmas faced by the IC workforce, the unique makeup of the current labor force, the limitations of traditional face-to-face leadership development efforts, and the broad group of stakeholders affected, the IC should transition from face-to-face leadership development to a virtual environment. In this phenomeno logical qualitative study, eight primary themes emerged as important to include in a virtual leadership development course.

The purpose of this paper is to examine what managers perceive Millennial employees as doing in organizations to find generalizations rather than relying upon stereotypes.

In total, 25 interviews were conducted with managers in the hospitality industry. The transcribed data were analyzed to learn about identified category-bound activities described.

Three prominent findings are elaborated. First, Millennials express a desire for learning and training, because they see this as fostering advancement. Second, there were mixed evaluations of Millennials effectiveness in teamwork. Specific teamwork problems managers identified involved cliquish behavior. Finally, managers stated that Millennials desire feedback. In order for the Millennial employee to feel satisfied with the feedback, however, it needs to be ample, positive and personal.

The ability to generalize findings is limited because the objective of qualitative research is not to predict. The study does offer some patterned observations by managers that may be useful to future employees and other managers.

The analysis revealed that some practical problems managers may face when leading Millennial employees; however, these employees bring their own solution to the workplace: a desire for training.

Existing research on Millennials has not acknowledged the desire for training by Millennials. This is an important finding due to its implications for effective management.

The paper aims to explore employability in business as perceived by Generation Z (late millennials) business students and faculty. It focuses on perceptions regarding necessary employability skills from the diverse standpoints of two different groups of stakeholders within one Higher Education Institution.

The paper uses a Mixed Qualitative Design approach including a core and a supplementary component; Generation Z student perceptions are initially identified through a thematic analysis of students’ research reports on employability. These perceptions are then further contextualized through findings from a series of personal interviews conducted with Generation X academics in the same institution.

The findings support the two basic dimensions of perceived employability, work readiness and employability skills, for which students and educators hold similar notions. Both stakeholders distinguish between “hard” and “soft” skills, but filter their relative importance through a generational lens. An emerging finding was the link between personality traits and perceived employability skills.

The paper examines the much-debated issue of perceived employability through the eyes of Generation Z students; research on employability perceptions of Generation Z is, to date, limited. The topic is timely, as Generation Z is the newest generation entering the business job market. In addition, the paper adds to the emerging contemporary stream of literature exploring employability in the field of business education.

Methods for facilitating learning and knowledge transfer in multigenerational workplaces are of importance to organizations. Yet, intergenerational learning is vastly understudied in academic organizational literature. This conceptual paper aims to recommend future directions for studying intergenerational learning by examining three interrelated considerations.

General knowledge management concepts, various generationally based perspectives on training and low-stakes development initiatives, are examined by integrating the existing literature.

The authors suggest that improved learning will occur in organizations that facilitate targeted socialization, respond to new preferences and trends in development programs while leveraging multiple approaches including informal/individualized initiatives (such as on-the-job education, mentorship programs) and embrace multiple types of volunteering activities.

Although other work has reviewed intergenerational learning, this is the first research to focus on multigenerational learning while considering tacit and practical learning transference from inside and outside the organization.

Business has always been dependent on talent to drive performance. But as the war for talent heats up the competition for talented employees is at an all time high. Driving widespread adoption of a talent management mindset and utilizing the second generation of the web are vital to success. The purpose of this paper is to outline methods that organizations can use to attract and retain talent to beat the competition.

The paper demonstrates the efficiencies that can be gained by focusing on a talent management system implementation at DeticaDFI.

Talent is defined as an ability or quality possessed by a person in a particular field or activity. In business it is also recognized as the only true and sustainable competitive advantage. As the criticality of attracting and retaining the best people has increased, so has the necessity to manage talent holistically on a unified and business‐centric talent management platform. Talent management is evolving to become a series of complex HR processes combined to make sure you have the right staff, in the right role, doing the right things.

Talent management is emerging as a fundamental element of business management. With this in mind, this feature will look at the need for talent management and how organizations need to adapt their mindset and processes if they are to attract and retain the next generation of talent.