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1 – 10 of over 1000M. Saleem Ullah Khan Sumbal, Irfan Irfan, Susanne Durst, Umar Farooq Sahibzada, Muhammad Adnan Waseem and Eric Tsui
The purpose of this article is to investigate how organization retain the knowledge of Contract Workforce (CWF) and to understand the associated challenges in this regard.
Abstract
Purpose
The purpose of this article is to investigate how organization retain the knowledge of Contract Workforce (CWF) and to understand the associated challenges in this regard.
Design/methodology/approach
Adopting an inductive approach, 15 semi-structured interviews were conducted with senior managers, project heads and consultants working in leading oil and gas companies across eight countries (USA, Australia, UAE, KSA, Pakistan, UK, Thailand and Russia). Thematic analysis was carried out to analyze the data collected.
Findings
CWF appears to be a significant source of knowledge attrition and even knowledge loss in the oil and gas sector. There are various risks associated with hiring of CWF, such as hallowing of organizational memory, repeated training of contractors, no knowledge base, workforce shortage among others which can impede the knowledge retention capability of O&G companies in the context of contract workforce. Various knowledge retention strategies for CWF have been revealed, however, there is interplay of various factors such as proportion of CWF deployed, proper resource utilization, cross-functional multi-level teams' involvement and strength of transactional ties. Maintaining strong relationships (Transactional ties) is crucial to maintain a virtual organizational memory (partial knowledge retention) and to follow a adopting a rehired when required policy.
Originality/value
The knowledge retention issue in the context of CWF has not be addressed in past researches. This article attempts to fill this gap.
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Camille Guérin-Marion, Ian Manion and Heather Parsons
The purpose of this paper is to propose a framework for understanding the particular issues associated with leading an intergenerational workforce. It presents promising…
Abstract
Purpose
The purpose of this paper is to propose a framework for understanding the particular issues associated with leading an intergenerational workforce. It presents promising strategies in the areas of talent management, decision making and internal communication to maximize the strengths and minimize the potential challenges of such a workforce.
Design/methodology/approach
This conceptual paper blends a review of descriptive research on generational differences and commonalities in work needs and preferences together with practice-based implications for management and organizational leadership.
Findings
A conceptual framework highlights generational issues as both individual- and organizational-level variables to be considered by leaders, and proposes that intergenerational leadership should strive toward achieving a balance between meeting individual and organizational needs. Specific management activities and approaches highlight opportunities for leaders to address generational needs, while paying attention to both commonalities and differences across generations, and create a positive intergenerational work environment.
Originality/value
No clear conceptual framework or model currently exists to help understand and organize the similarities and differences in needs and preferences across generations in a workforce. The paper also offers a series of practical recommendations for organizational leadership based on the proposed framework.
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Fabiola H. Gerpott and Ulrike Fasbender
Meetings are conducted by increasingly age-diverse participant groups as the workforces in most industrialized economies are aging due to demographic change. There are at least…
Abstract
Meetings are conducted by increasingly age-diverse participant groups as the workforces in most industrialized economies are aging due to demographic change. There are at least three reasons why meetings constitute a particularly interesting environment to study intergenerational learning processes, defined as individuals’ joint construction of knowledge through an exchange of information with one or more individuals from different age groups. First, meetings allow us to observe a wide variety of interactions that may foster or inhibit intergenerational learning. Second, the interactions taking place in meetings reflect general organizational practices as well as social exchange and age norms. As such, meetings offer a view through the magnifying glass at the age-inclusive or age-discriminating organizational culture which is interwoven with the engagement of different generations in intergenerational learning processes. Third, organizational members use meetings as an arena for strategic interactions to negotiate their current and future status by positioning themselves in relation to their colleagues through social comparisons. This chapter particularly focuses on the latter topic and develops a conceptual model outlining the motivational and emotional coˇnsequences as well as antecedents that link social comparison processes in meetings to intergenerational learning outcomes of participants from different age groups.
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David McGuire, Rune Todnem By and Kate Hutchings
Achieving intergenerational interaction and avoiding conflict is becoming increasingly difficult in a workplace populated by three generations – Baby Boomers, Generation X‐ers and…
Abstract
Purpose
Achieving intergenerational interaction and avoiding conflict is becoming increasingly difficult in a workplace populated by three generations – Baby Boomers, Generation X‐ers and Generation Y‐ers. This paper presents a model and proposes HR solutions towards achieving co‐operative generational interaction.
Design/methodology/approach
This paper adapts Park's theory of race relations to explain the distinctiveness of generational work groups and the challenges and opportunities that these groups present when interacting in organisations. Rashford and Coghlan's cycle of organisational change, based on the Kübler‐Ross grief cycle, is then mapped onto Park's race relations cycle in order to link generational interaction to emotional reactions to change over time.
Findings
The paper sets out a research agenda for examining how generations interact in the workplace. It acknowledges the limitations of using Park's theory of race relations, in particular the criticisms levelled at assimilationist approaches.
Originality/value
The paper provides an alternative viewpoint for examining how generations co‐exist and interact and shows how HR solutions can respond to the needs of different generations.
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Eddy 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.
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Naval Garg and Manju Mahipalan
The present study aims to explore the intergenerational differences in the virtue of appreciation. The construct of appreciation takes a broadened perspective with six dimensions…
Abstract
Purpose
The present study aims to explore the intergenerational differences in the virtue of appreciation. The construct of appreciation takes a broadened perspective with six dimensions of “have” focus, awe, ritual, present moment, loss/adversity and interpersonal appreciation. Four different generations are studied – baby boomers (above 55 years), pre-millennial or Generation X (41–55 years), millennial or Generation Y (23–39 years) and post-millennial or Generation Z (below 23 years).
Design/methodology/approach
The collected data is analyzed in two stages. First, the adaptability of the scale is examined using exploratory factor analysis, confirmatory factor analysis, reliability and validity estimates. And in the second stage, the variations in appreciation scores are explored using ANOVA and post hoc analysis.
Findings
The results reveal statistically significant intergenerational differences among four subscales of appreciation, i.e. “have” focus, awe, present moment and loss/adversity. Only one subscale of appreciation, i.e. ritual, does not vary significantly across respondents of different generations. Also, younger generations have lesser scores on subscales of appreciation than older generations. Thus, it seems that older generations are generally more appreciative than younger generations.
Originality/value
The present study, to the best of the authors’ knowledge, could be the first research that examines the variation among generations for the experience of broader construct of appreciation within the Indian context.
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The purpose of this article is to discuss some of the challenges organizations face in regards to an ageing workforce and to present the results of an European Union project…
Abstract
Purpose
The purpose of this article is to discuss some of the challenges organizations face in regards to an ageing workforce and to present the results of an European Union project called SILVER (see www.intergenerationallearning.eu) that developed a toolkit to help management in knowledge-intensive organizations deal with older personnel in a positive and effective manner by organizing intergenerational learning.
Design/methodology/approach
This study involved interviews with 32 international human resource managers and a local survey of more than 1,100 mid and upper-level managers. Testing and evaluation of the toolkit was done in 43 organizations.
Findings
Older workers bring several challenges with them, namely, ensuring continuous learning, social issues and diversity. The toolkit helps to deal with these challenges in a flexible and constructive way.
Originality/value
This article gives insights into how older workers can positively contribute to learning in organizations.
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Jiayang Tang and Jorge Tiago Martins
Drawing on theories pertaining to knowledge sharing, ageing at work and human resource practices for ageing workers, this article explores knowledge sharing challenges arising…
Abstract
Purpose
Drawing on theories pertaining to knowledge sharing, ageing at work and human resource practices for ageing workers, this article explores knowledge sharing challenges arising from the interaction between an increasingly ageing workforce and younger employees.
Design/methodology/approach
Contextually, the authors focus on China, where the pace of demographic transformations offers a unique opportunity to investigate knowledge sharing practices in their socio-economic context. Empirically, the authors analyse knowledge sharing behaviours and practices of retail banking professionals in a Chinese big four bank.
Findings
The encouragement of knowledge sharing between younger and older workers should be incorporated into organisations' human resource strategies. The availability of development, maintenance, utilisation and accommodative human resource practices signals to older workers that they are valuable and are worth investing in.
Originality/value
The authors’ contribution to theory and practice is twofold: starting with the identification of perceived knowledge sharing challenges, the authors’ analysis offers important contextually grounded insights into what types of managerial practices are relevant in eliciting successful knowledge sharing within organisations faced with an ageing workforce.
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Daejeong Choi, Owwon Park and Sangsuk Oh
Why employees stay or leave their organization in Republic of Korea (South Korea) can be better understood by taking into account the idiosyncratic institutional and cultural…
Abstract
Why employees stay or leave their organization in Republic of Korea (South Korea) can be better understood by taking into account the idiosyncratic institutional and cultural contexts. In this chapter, we aim to provide a comprehensive review of employee turnover research in South Korea and discuss its implications for research. Specifically, we explain how employee turnover decisions may be affected by the characteristics of South Korean labor market (duality, polarization, and intergenerational issues) and cultural environments (collectivism, high power distance, and high-performance orientation). The review shows that organizational commitment, job satisfaction, and on-the-job embeddedness are three key mechanisms explaining employee turnover in South Korea. Building upon the review, we conclude the review by suggesting future research directions: (a) examining turnover behavior as a key outcome, (b) developing a theoretical framework for social identity and embeddedness, and (c) understanding intergenerational issues.
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Setting the scene of a workforce that is living and working longer. Changing demographics are going to have a huge impact on the workplace and businesses need to get ahead of the…
Abstract
Purpose
Setting the scene of a workforce that is living and working longer. Changing demographics are going to have a huge impact on the workplace and businesses need to get ahead of the curve.
Design/methodology/approach
Age stereotyping is one of the biggest issues faced by companies today. Companies need to focus on recruiting and retaining people based on their ability and capabilities, not their age.
Findings
In an intergenerational team, the team members are not artificially defined or divided by age; it is their talent that is important. Employers must recognize the unique skills and experiences each team member brings.
Originality/value
The expectation of flexibility among younger employees is now ingrained. If businesses want to recruit and retain younger workers, they must embrace this way of working. Flexibility is just as important for older workers, especially those with caring responsibilities (children or elderly parents.) Employers need to adapt their benefits package to appeal to all.
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