Apparently every workplace is full, choc-a-block of naughty, disrespecting Gen Y types. The strange thing is that I cannot find any evidence apart from stories and general gripes, that these people actually exist as a separate type of humanity. This paper reports on some data analysis that suggests that the Baby Boomers are even keener to the Gen Y thing than the actual Gen Y people...paper presented at the Aust and New Zealand Academy of Management conference in Auckland, November 2008.
Millennial’s Career Quest: A Study on the Career Preference of Business Gradu...IRJET Journal
This document summarizes a study on the career preferences of business graduates in Bangladesh. Some key findings:
- The study surveyed 411 business graduate students from several private universities.
- Banking had the highest level of career preference at 30.2%, while FMCG had the lowest at 0.7%.
- The top factors influencing career choices were the economy/prestige of a job and family influence. Other factors included personal interest, lack of job information, job security, and career prospects.
- The findings showed a significant association between career preferences and the decision factors used to choose a career. Career counseling was also found to positively impact career preferences.
Student's Behaviour in Start Up Business Trendijtsrd
This paper focuses on the students' trend in starting their own businesses on graduation. Moreover, it evaluates the undergraduate students at university level to create their own companies on graduation and analyse the personal attributes and competencies that may influence such trend. The statistical procedures adopted in the processing of the data collected from a sample of 240 students with particular regard to the possibility of their establishing their own enterprise. Gender, risk, factors related to profession employment choice and academic training were found to significantly affect students' interest in and motivation for start up business. Huynh Canh Thanh Lam ""Student's Behaviour in Start-Up Business Trend"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-2 , February 2020,
URL: https://www.ijtsrd.com/papers/ijtsrd30147.pdf
Paper Url : https://www.ijtsrd.com/economics/commerce/30147/student%E2%80%99s-behaviour-in-startup-business-trend/huynh-canh-thanh-lam
The Gender Bias in Hiring Decisions-Jessica Neary-4170Jessica Neary
- 55 undergraduate business students were asked to rate resumes of male and female applicants for a retail manager position on likelihood of hire, competence, and proposed salary.
- Contrary to the hypotheses, results found no significant differences in ratings based on applicant gender. Likelihood of hire, competence ratings, and proposed salaries were similar for male and female applicants.
- While no statistically significant biases were found, trends in the data suggested some differences, such as male applicants receiving slightly higher proposed salaries, that warrant further investigation with larger sample sizes.
Career aspects of_convention_and_exhibition_professionals_in_asiasomyot
This document summarizes research on the careers of convention and exhibition professionals in Asia. The research finds that there is no single career path into the industry, with professionals gaining experience in a variety of sectors like management, sales, and marketing. Professionals show a high level of career commitment but face challenges from environmental, customer, and job demands. The study was limited to four Southeast Asian destinations, so findings may not generalize to all of Asia. Practical implications are discussed regarding career development and employee retention given the diverse entry points and challenges of retaining a committed multi-generational workforce.
Akkermans et al. (2009) - Fresh and Healthy?Jos Akkermans
This document summarizes a research paper that examines the well-being, health, and job performance of young employees with intermediate education levels. The paper:
1) Compares intermediate educated employees (ages 18-25 with 10-14 years of education) to those with lower and higher education on job demands, resources, well-being, health, and performance.
2) Uses the Job Demands-Resources model to examine determinants of well-being, health, and performance for intermediate educated employees. It hypothesizes relationships between job demands, resources, emotional exhaustion, job satisfaction, and outcomes.
3) Aims to add to the limited knowledge about challenges young intermediate educated employees face and important factors
In today’s world, to survive, people need to work for a job which they are happy and satisfied. Before choosing their own job, they need to set a career path. When looking at the history about how it has been working for people, we see some factors affecting their orientation to their careers. The world is changing; so is the generation. This paper contains a research study about the career orientation for this new generation in Turkey. This empirical study is conducted with an AHP method with Turkish university students’ career orientation, having as main objective to identify the factors which are affecting the new generation about the setting their career orientation and order them in a hierarchical way. The results showed that this new generation is somehow different from the previous ones, especially when it comes to career orientation; some factors affect their way to choose a career path.
This document summarizes a study examining the relationship between the Big Five personality traits (conscientiousness, agreeableness, emotional stability, extraversion, and openness) and job satisfaction and turnover intention among employees at a Greek call center. The study found that conscientiousness and emotional stability positively predicted job satisfaction and negatively predicted turnover intention, while openness positively predicted turnover intention. It also found differences in personality traits and job attitudes between male and female employees and those of different ages and education levels. The study used standardized personality and job attitude questionnaires with high reliability to assess these relationships.
Millennial’s Career Quest: A Study on the Career Preference of Business Gradu...IRJET Journal
This document summarizes a study on the career preferences of business graduates in Bangladesh. Some key findings:
- The study surveyed 411 business graduate students from several private universities.
- Banking had the highest level of career preference at 30.2%, while FMCG had the lowest at 0.7%.
- The top factors influencing career choices were the economy/prestige of a job and family influence. Other factors included personal interest, lack of job information, job security, and career prospects.
- The findings showed a significant association between career preferences and the decision factors used to choose a career. Career counseling was also found to positively impact career preferences.
Student's Behaviour in Start Up Business Trendijtsrd
This paper focuses on the students' trend in starting their own businesses on graduation. Moreover, it evaluates the undergraduate students at university level to create their own companies on graduation and analyse the personal attributes and competencies that may influence such trend. The statistical procedures adopted in the processing of the data collected from a sample of 240 students with particular regard to the possibility of their establishing their own enterprise. Gender, risk, factors related to profession employment choice and academic training were found to significantly affect students' interest in and motivation for start up business. Huynh Canh Thanh Lam ""Student's Behaviour in Start-Up Business Trend"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-2 , February 2020,
URL: https://www.ijtsrd.com/papers/ijtsrd30147.pdf
Paper Url : https://www.ijtsrd.com/economics/commerce/30147/student%E2%80%99s-behaviour-in-startup-business-trend/huynh-canh-thanh-lam
The Gender Bias in Hiring Decisions-Jessica Neary-4170Jessica Neary
- 55 undergraduate business students were asked to rate resumes of male and female applicants for a retail manager position on likelihood of hire, competence, and proposed salary.
- Contrary to the hypotheses, results found no significant differences in ratings based on applicant gender. Likelihood of hire, competence ratings, and proposed salaries were similar for male and female applicants.
- While no statistically significant biases were found, trends in the data suggested some differences, such as male applicants receiving slightly higher proposed salaries, that warrant further investigation with larger sample sizes.
Career aspects of_convention_and_exhibition_professionals_in_asiasomyot
This document summarizes research on the careers of convention and exhibition professionals in Asia. The research finds that there is no single career path into the industry, with professionals gaining experience in a variety of sectors like management, sales, and marketing. Professionals show a high level of career commitment but face challenges from environmental, customer, and job demands. The study was limited to four Southeast Asian destinations, so findings may not generalize to all of Asia. Practical implications are discussed regarding career development and employee retention given the diverse entry points and challenges of retaining a committed multi-generational workforce.
Akkermans et al. (2009) - Fresh and Healthy?Jos Akkermans
This document summarizes a research paper that examines the well-being, health, and job performance of young employees with intermediate education levels. The paper:
1) Compares intermediate educated employees (ages 18-25 with 10-14 years of education) to those with lower and higher education on job demands, resources, well-being, health, and performance.
2) Uses the Job Demands-Resources model to examine determinants of well-being, health, and performance for intermediate educated employees. It hypothesizes relationships between job demands, resources, emotional exhaustion, job satisfaction, and outcomes.
3) Aims to add to the limited knowledge about challenges young intermediate educated employees face and important factors
In today’s world, to survive, people need to work for a job which they are happy and satisfied. Before choosing their own job, they need to set a career path. When looking at the history about how it has been working for people, we see some factors affecting their orientation to their careers. The world is changing; so is the generation. This paper contains a research study about the career orientation for this new generation in Turkey. This empirical study is conducted with an AHP method with Turkish university students’ career orientation, having as main objective to identify the factors which are affecting the new generation about the setting their career orientation and order them in a hierarchical way. The results showed that this new generation is somehow different from the previous ones, especially when it comes to career orientation; some factors affect their way to choose a career path.
This document summarizes a study examining the relationship between the Big Five personality traits (conscientiousness, agreeableness, emotional stability, extraversion, and openness) and job satisfaction and turnover intention among employees at a Greek call center. The study found that conscientiousness and emotional stability positively predicted job satisfaction and negatively predicted turnover intention, while openness positively predicted turnover intention. It also found differences in personality traits and job attitudes between male and female employees and those of different ages and education levels. The study used standardized personality and job attitude questionnaires with high reliability to assess these relationships.
HR's role in this recession and the coming recoveryGerry Treuren
What role can HR play in the current recession and the eventual recovery? An extended version of a presentation given at AHRI Practice Day in Adelaide, Australia, March 13, 2009, this paper argues that retention will be the real issue for clear-sighted HR managements, and that the main practice for responsible HR managers is business-driven workforce planning. Let me know what you think.
Shawn O'Callaghan has experience in engineering design and project management. He designed and installed control systems for brake testing at CSU and HVAC systems to ensure accurate readings. At Colorado RailCar, he created solutions to design problems and improved parts. As a designer at CBW Automation, he worked on mechanical subassemblies and modified parts from various materials to customize automation equipment.
This document summarizes key points from a fundraising workshop for nonprofit CEOs. It discusses:
1) The strategic role of fundraising in generating funds, demonstrating support, and ensuring sustainability. Fundraising is crucial at different stages of organizational development.
2) The main sources of philanthropic funds which come from institutions and individuals globally. Individual giving makes up the majority.
3) Why donors give, which includes believing in the cause, making a difference, spiritual fulfillment, and appreciation for being recognized. When donors don't feel appreciated or informed, attrition increases over time.
The document outlines key factors for successful organizational change, including communicating clear reasons for change, transparent employee-focused planning, acknowledging past successes, and highlighting personal benefits of change. It also recommends minimizing uncertainty, gathering baseline data, engaging employees, removing concerns about job security and pay, and emphasizing continuity with social activities throughout the change process.
There are different types of search engines including crawler-based engines, directories, hybrid engines, meta search engines, and paid inclusion engines. Crawler-based engines use robots to index webpages and rank them based on relevance to search queries. Directories require human editors to review and include websites. Key on-page SEO techniques include optimizing title tags, H1-H2-H3 tags, alt text, internal linking, and keyword usage in content and titles. Both on-page and off-page factors like backlinks, site age, and topic relevance affect search engine rankings.
The document discusses how football hooliganism has become an easy target for media coverage and moral panic. With journalists and cameras at every match, any disturbances are readily captured on video and reported on. Since the 1960s, journalists have been sent to football matches to report more on crowd behavior than just the game itself. Examples are given of newspaper headlines covering specific incidents of hooliganism, such as the "Battle of Piccadilly" in 2008 when a large screen failed and Rangers fans rioted in Manchester after not being able to get tickets to the UEFA Cup final match. Despite the extensive media coverage of the disturbances, only 41 arrests were made out of the 70,000 Rangers fans present.
Walk Bike Ppt Bazeley San Francisco, California School Safetyguest53715a
School Traffic and Pedestrian Safety Improvement presentation given at the 2007 California Walk & Bike Conference at UC Davis. Area of focus: San Francisco
Design and Communications Public Policy Program to Improve the SFPD (San Francisco Police Department) public image and vechicle safety. Management Consulting presentation, by Roger Bazeley, M.S.T.M., M.S.I.D., C.T.S. M.
Despite being the 4th largest economy, India still faces significant development challenges. It has a population of over 1 billion people and large income inequality between states. Approximately 25% of the population lives below the poverty line, and problems like malnutrition and illiteracy remain issues. While economic reforms in the 1990s increased growth, over 200 million people of the lowest caste, called Dalits, still face discrimination and live in poor conditions. Overall India has made progress, but continued efforts are needed to address rural poverty and improve conditions for disadvantaged groups to achieve more balanced development across the country.
The document discusses how careers develop and people find jobs. It notes that the traditional linear career path is less common, and instead, careers now involve leaping between roles and using networks. It also emphasizes the role of chance, as up to 60% of careers are shaped by random events or opportunities. The document advises developing skills, networks, and experience through involvement to increase chances of serendipitous opportunities and shorten job searches. Proactive planning and engaging networks are posited to lead to better jobs more quickly than relying solely on job boards or newspapers.
Employee disengagement and its remediesGerry Treuren
This document discusses trends related to employee disengagement and how management can cultivate engagement. It notes that in 2008, 82% of Australian workers were disengaged, costing $42 billion annually in lost productivity. Common signs of disengagement include increased complaints, reduced effort, and increased turnover. The document then discusses factors that can lead to disengagement, such as poor job design, lack of autonomy, psychological contract breaches, outside distractions, and negative employee attitudes. It provides recommendations for how management can address these issues to improve engagement through job redesign, removing roadblocks, developing positive contracts, increasing support, and recognizing different employee attitudes.
Five directions for volunteer management researchGerry Treuren
1. The document discusses several approaches to improving volunteer recruitment and retention, including message-matching based on volunteer motivations, identifying generic volunteer profiles, managing volunteer role identity, and applying the theory of job embeddedness to volunteers.
2. It proposes testing several research questions and propositions related to these approaches, with the goal of developing a framework for volunteer attraction and retention based on understanding volunteer motivations, roles, and connections to organizations over time.
3. The key approaches discussed are applying message-matching of recruitment messages to volunteer motivations, identifying distinct volunteer profiles, managing the development of volunteer role identity, and increasing volunteer embeddedness in organizations.
This very short document does not contain enough meaningful information to generate an accurate 3 sentence summary. The document only contains repeated symbols without any identifiable words, sentences, or context. Therefore, no useful high-level summary can be provided from the given text.
The role of HR in managing climate change in the workplaceGerry Treuren
The document discusses the role of HR in managing environmental changes in the workplace due to climate change. It states that HR must act as a strategic partner and change agent to meet four key challenges: developing a workforce with the skills to build green technologies, cultivating employees with the skills to implement these technologies, building a workforce sufficient to meet global demand, and retaining employees with the right skills while motivating climate-efficient behaviors.
Vision, purpose, values & strategic pillars march 2016 all-hands meetingMal Warwick
Here's the latest iteration of the core principles of my company, the One World Play Project. Staff and management recently revisited the work we did several years ago -- and came back full circle to the ideas on which the company was founded.
El documento trata sobre la anatomía humana. Describe que el cuerpo humano está compuesto a nivel atómico, molecular, celular, de tejidos y a nivel de órganos y sistemas. Explica que el esqueleto humano tiene 206 huesos en adultos y casi 300 en recién nacidos, y que el agua constituye entre un 65-75% del cuerpo dependiendo de la edad.
Millennial Leaders in the Hospitality Industry 1 Exampl.docxLaticiaGrissomzz
Millennial Leaders in the Hospitality Industry 1
Example from a class assignment outside SMHM.
25 July 2011
Millennial Leaders in the Hospitality Industry:
An Annotated Bibliography
Downing, K. (2006). Next generation: what leaders need to know about the Millennials.
Leadership in Action, 26(3), 3-6. Retrieved July 25, 2011, from Wiley InterScience
Journals.
In this article, the author attempts to explain the generational differences of Millennial by
looking at parental influence, social networks, and employer interactions. Emphasis is
placed on how Millennials must be led in order to maintain their motivation at the work
place.
Field, R. G. (1982). A test of the Vroom-Yetton normative model of leadership. Journal of
Applied Psychology, 67(5), 523-532. Retrieved July 25, 2011, from ScienceDirect.
This article provides a historical analysis of the Vroom-Yetton normative model of
leadership. Furthermore, interactions between leaders and employees are observed.
Findings suggest there is validity on the applicability of the model. This paper will offer a
historical background into the development of the Vroom-Yetton normative model of
leadership, while also providing data as to how the theory applies to leader-employee
relations. Although this article is old, it will introduce the historical development of the
theory.
Gursoy, D., Maier, T. A., & Chi, C. G. (2008). Generational differences: an examination of work
Millennial Leaders in the Hospitality Industry 2
values and generational gaps in the hospitality workforce. International Journal of
Hospitality Management, 27(3), 448-458. Retrieved July 25, 2011, from
http://libproxy.library.unt.edu:2127/science/article/pii/S0278431907001223
In this article, the authors attempted to identify generational differences and similarities
among hospitality employees and managers in order to develop leadership strategies and
management styles that can be utilized to increase employee morale and productivity
while enhancing recruitment and retention rates of highly qualified workers. In order to
examine generational similarities and differences among hospitality employees and
managers, the researchers conducted a series of focus group discussions on employees
working in a North American branded hotel chain. The researchers found there are
apparent generational differences between Baby Boomers (Boomers), Generation X (Gen
X-ers), and the Millennial Generation. Regarding the Millennial Generation, the
researchers found they believe in collective action, are optimistic about the future, and
trust centralized authority. This article will provide the information needed to define
those characteristics found in the Millennial Generation.
Heskett, J. (2007). How will Millennials manage? Harvard Business School Working
Knowledge. Retrieved July 25, 2011, from
http://www.missionfacilitators.com/Articles/Team%20Building/Articles/H.
Read the associated case study 2. Reflect on the information cover.pdfChoices3
Read the associated case study 2. Reflect on the information covered in the assigned chapters for
the unit. 3. Compose and submit a paper o Formatting: double-spaced, Arial font type, 12-point
font size, 1 inch margins o Length: minimum three full pages; maximum five full pages o
Content: thoroughly examine the workplace culture from the perspectives of the different
generations represented in the case study discuss what Christopher should do to improve his
relationship with his immediate leader, the RGM (who is Generation X) discuss strategies
Christopher could use to positively influence the behaviors and attitudes of the older generation
of employees Should Christopher use different leadership styles while leading his team? Or,
should he use a mixture of leadership styles to breakthrough to his team? Identify which
leadership styles should be used with which employee population(s) and why.
Effective Management Strategies: Millennial Leaders Managing a Multigenerational Workplace
Theoretical Foundation Upon entering the new millennium, the workplace was faced with the
entrance of another generation of workers, which is Gen Y (Millennial). Previous studies have
examined the generational differences within the workplace. Cahill and Sadrak (2012) found that
while leaders are aware that the Baby-Boomer Generation are approaching retirement and may
have been advised of tensions among employees resulting from generational differences, most
leaders have made generational issues a low priority. Specifically, workforce employees within
the hospitality industry are more so diverse and multiethnic. Fierce competition and diversity
create new challenges for leading hospitality organizations (Chen and Choi, 2008). As these
multigenerational employees work together, it becomes more important to examine the
differences within these generational values. The Value in Understanding Generational
Leadership Style Differences This case study focuses on the leaders within Generation Y, or
Millennials who were born between 1978 and 2000. This workforce has to understand how to
lead and manage the generational differences in work values. Appreciation of the defining
characteristics of the Millennial generation has significance (Broadbridge and Maxwell, 2014).
There is an increasing challenge and demand for professionals and hurnan resource leaders to
create supportive work environments for an increasingly diverse population of multiple
generations in the workforce (Maier, 2011). For example, "understanding the differences
between these generations relative to organizational behavioral constructs could result in the
development of more effective human resource management strategies" (Chen and Choi, 2006,
p. 596). Leading a Multigenerational Workforce It is important to incorporate organizational
policies, procedures, and structures that fit the needs of the multigenerational workforce. Cahill
and Sadrak (2012) suggest that organizations need to develop not only lea.
HR's role in this recession and the coming recoveryGerry Treuren
What role can HR play in the current recession and the eventual recovery? An extended version of a presentation given at AHRI Practice Day in Adelaide, Australia, March 13, 2009, this paper argues that retention will be the real issue for clear-sighted HR managements, and that the main practice for responsible HR managers is business-driven workforce planning. Let me know what you think.
Shawn O'Callaghan has experience in engineering design and project management. He designed and installed control systems for brake testing at CSU and HVAC systems to ensure accurate readings. At Colorado RailCar, he created solutions to design problems and improved parts. As a designer at CBW Automation, he worked on mechanical subassemblies and modified parts from various materials to customize automation equipment.
This document summarizes key points from a fundraising workshop for nonprofit CEOs. It discusses:
1) The strategic role of fundraising in generating funds, demonstrating support, and ensuring sustainability. Fundraising is crucial at different stages of organizational development.
2) The main sources of philanthropic funds which come from institutions and individuals globally. Individual giving makes up the majority.
3) Why donors give, which includes believing in the cause, making a difference, spiritual fulfillment, and appreciation for being recognized. When donors don't feel appreciated or informed, attrition increases over time.
The document outlines key factors for successful organizational change, including communicating clear reasons for change, transparent employee-focused planning, acknowledging past successes, and highlighting personal benefits of change. It also recommends minimizing uncertainty, gathering baseline data, engaging employees, removing concerns about job security and pay, and emphasizing continuity with social activities throughout the change process.
There are different types of search engines including crawler-based engines, directories, hybrid engines, meta search engines, and paid inclusion engines. Crawler-based engines use robots to index webpages and rank them based on relevance to search queries. Directories require human editors to review and include websites. Key on-page SEO techniques include optimizing title tags, H1-H2-H3 tags, alt text, internal linking, and keyword usage in content and titles. Both on-page and off-page factors like backlinks, site age, and topic relevance affect search engine rankings.
The document discusses how football hooliganism has become an easy target for media coverage and moral panic. With journalists and cameras at every match, any disturbances are readily captured on video and reported on. Since the 1960s, journalists have been sent to football matches to report more on crowd behavior than just the game itself. Examples are given of newspaper headlines covering specific incidents of hooliganism, such as the "Battle of Piccadilly" in 2008 when a large screen failed and Rangers fans rioted in Manchester after not being able to get tickets to the UEFA Cup final match. Despite the extensive media coverage of the disturbances, only 41 arrests were made out of the 70,000 Rangers fans present.
Walk Bike Ppt Bazeley San Francisco, California School Safetyguest53715a
School Traffic and Pedestrian Safety Improvement presentation given at the 2007 California Walk & Bike Conference at UC Davis. Area of focus: San Francisco
Design and Communications Public Policy Program to Improve the SFPD (San Francisco Police Department) public image and vechicle safety. Management Consulting presentation, by Roger Bazeley, M.S.T.M., M.S.I.D., C.T.S. M.
Despite being the 4th largest economy, India still faces significant development challenges. It has a population of over 1 billion people and large income inequality between states. Approximately 25% of the population lives below the poverty line, and problems like malnutrition and illiteracy remain issues. While economic reforms in the 1990s increased growth, over 200 million people of the lowest caste, called Dalits, still face discrimination and live in poor conditions. Overall India has made progress, but continued efforts are needed to address rural poverty and improve conditions for disadvantaged groups to achieve more balanced development across the country.
The document discusses how careers develop and people find jobs. It notes that the traditional linear career path is less common, and instead, careers now involve leaping between roles and using networks. It also emphasizes the role of chance, as up to 60% of careers are shaped by random events or opportunities. The document advises developing skills, networks, and experience through involvement to increase chances of serendipitous opportunities and shorten job searches. Proactive planning and engaging networks are posited to lead to better jobs more quickly than relying solely on job boards or newspapers.
Employee disengagement and its remediesGerry Treuren
This document discusses trends related to employee disengagement and how management can cultivate engagement. It notes that in 2008, 82% of Australian workers were disengaged, costing $42 billion annually in lost productivity. Common signs of disengagement include increased complaints, reduced effort, and increased turnover. The document then discusses factors that can lead to disengagement, such as poor job design, lack of autonomy, psychological contract breaches, outside distractions, and negative employee attitudes. It provides recommendations for how management can address these issues to improve engagement through job redesign, removing roadblocks, developing positive contracts, increasing support, and recognizing different employee attitudes.
Five directions for volunteer management researchGerry Treuren
1. The document discusses several approaches to improving volunteer recruitment and retention, including message-matching based on volunteer motivations, identifying generic volunteer profiles, managing volunteer role identity, and applying the theory of job embeddedness to volunteers.
2. It proposes testing several research questions and propositions related to these approaches, with the goal of developing a framework for volunteer attraction and retention based on understanding volunteer motivations, roles, and connections to organizations over time.
3. The key approaches discussed are applying message-matching of recruitment messages to volunteer motivations, identifying distinct volunteer profiles, managing the development of volunteer role identity, and increasing volunteer embeddedness in organizations.
This very short document does not contain enough meaningful information to generate an accurate 3 sentence summary. The document only contains repeated symbols without any identifiable words, sentences, or context. Therefore, no useful high-level summary can be provided from the given text.
The role of HR in managing climate change in the workplaceGerry Treuren
The document discusses the role of HR in managing environmental changes in the workplace due to climate change. It states that HR must act as a strategic partner and change agent to meet four key challenges: developing a workforce with the skills to build green technologies, cultivating employees with the skills to implement these technologies, building a workforce sufficient to meet global demand, and retaining employees with the right skills while motivating climate-efficient behaviors.
Vision, purpose, values & strategic pillars march 2016 all-hands meetingMal Warwick
Here's the latest iteration of the core principles of my company, the One World Play Project. Staff and management recently revisited the work we did several years ago -- and came back full circle to the ideas on which the company was founded.
El documento trata sobre la anatomía humana. Describe que el cuerpo humano está compuesto a nivel atómico, molecular, celular, de tejidos y a nivel de órganos y sistemas. Explica que el esqueleto humano tiene 206 huesos en adultos y casi 300 en recién nacidos, y que el agua constituye entre un 65-75% del cuerpo dependiendo de la edad.
Millennial Leaders in the Hospitality Industry 1 Exampl.docxLaticiaGrissomzz
Millennial Leaders in the Hospitality Industry 1
Example from a class assignment outside SMHM.
25 July 2011
Millennial Leaders in the Hospitality Industry:
An Annotated Bibliography
Downing, K. (2006). Next generation: what leaders need to know about the Millennials.
Leadership in Action, 26(3), 3-6. Retrieved July 25, 2011, from Wiley InterScience
Journals.
In this article, the author attempts to explain the generational differences of Millennial by
looking at parental influence, social networks, and employer interactions. Emphasis is
placed on how Millennials must be led in order to maintain their motivation at the work
place.
Field, R. G. (1982). A test of the Vroom-Yetton normative model of leadership. Journal of
Applied Psychology, 67(5), 523-532. Retrieved July 25, 2011, from ScienceDirect.
This article provides a historical analysis of the Vroom-Yetton normative model of
leadership. Furthermore, interactions between leaders and employees are observed.
Findings suggest there is validity on the applicability of the model. This paper will offer a
historical background into the development of the Vroom-Yetton normative model of
leadership, while also providing data as to how the theory applies to leader-employee
relations. Although this article is old, it will introduce the historical development of the
theory.
Gursoy, D., Maier, T. A., & Chi, C. G. (2008). Generational differences: an examination of work
Millennial Leaders in the Hospitality Industry 2
values and generational gaps in the hospitality workforce. International Journal of
Hospitality Management, 27(3), 448-458. Retrieved July 25, 2011, from
http://libproxy.library.unt.edu:2127/science/article/pii/S0278431907001223
In this article, the authors attempted to identify generational differences and similarities
among hospitality employees and managers in order to develop leadership strategies and
management styles that can be utilized to increase employee morale and productivity
while enhancing recruitment and retention rates of highly qualified workers. In order to
examine generational similarities and differences among hospitality employees and
managers, the researchers conducted a series of focus group discussions on employees
working in a North American branded hotel chain. The researchers found there are
apparent generational differences between Baby Boomers (Boomers), Generation X (Gen
X-ers), and the Millennial Generation. Regarding the Millennial Generation, the
researchers found they believe in collective action, are optimistic about the future, and
trust centralized authority. This article will provide the information needed to define
those characteristics found in the Millennial Generation.
Heskett, J. (2007). How will Millennials manage? Harvard Business School Working
Knowledge. Retrieved July 25, 2011, from
http://www.missionfacilitators.com/Articles/Team%20Building/Articles/H.
Read the associated case study 2. Reflect on the information cover.pdfChoices3
Read the associated case study 2. Reflect on the information covered in the assigned chapters for
the unit. 3. Compose and submit a paper o Formatting: double-spaced, Arial font type, 12-point
font size, 1 inch margins o Length: minimum three full pages; maximum five full pages o
Content: thoroughly examine the workplace culture from the perspectives of the different
generations represented in the case study discuss what Christopher should do to improve his
relationship with his immediate leader, the RGM (who is Generation X) discuss strategies
Christopher could use to positively influence the behaviors and attitudes of the older generation
of employees Should Christopher use different leadership styles while leading his team? Or,
should he use a mixture of leadership styles to breakthrough to his team? Identify which
leadership styles should be used with which employee population(s) and why.
Effective Management Strategies: Millennial Leaders Managing a Multigenerational Workplace
Theoretical Foundation Upon entering the new millennium, the workplace was faced with the
entrance of another generation of workers, which is Gen Y (Millennial). Previous studies have
examined the generational differences within the workplace. Cahill and Sadrak (2012) found that
while leaders are aware that the Baby-Boomer Generation are approaching retirement and may
have been advised of tensions among employees resulting from generational differences, most
leaders have made generational issues a low priority. Specifically, workforce employees within
the hospitality industry are more so diverse and multiethnic. Fierce competition and diversity
create new challenges for leading hospitality organizations (Chen and Choi, 2008). As these
multigenerational employees work together, it becomes more important to examine the
differences within these generational values. The Value in Understanding Generational
Leadership Style Differences This case study focuses on the leaders within Generation Y, or
Millennials who were born between 1978 and 2000. This workforce has to understand how to
lead and manage the generational differences in work values. Appreciation of the defining
characteristics of the Millennial generation has significance (Broadbridge and Maxwell, 2014).
There is an increasing challenge and demand for professionals and hurnan resource leaders to
create supportive work environments for an increasingly diverse population of multiple
generations in the workforce (Maier, 2011). For example, "understanding the differences
between these generations relative to organizational behavioral constructs could result in the
development of more effective human resource management strategies" (Chen and Choi, 2006,
p. 596). Leading a Multigenerational Workforce It is important to incorporate organizational
policies, procedures, and structures that fit the needs of the multigenerational workforce. Cahill
and Sadrak (2012) suggest that organizations need to develop not only lea.
Unveiling the Work Values of Generation Z (Gen Z) in Bangladesh: Examining th...Rafiabpatc
# Unveiling the Work Values of Generation Z (Gen Z) in Bangladesh: Examining the Expectations of Job Seekers Set Against the Demands of Employers
## Introduction
### Understanding Generation Z
Generation Z, commonly referred to as Gen Z, includes individuals born between the mid-1990s and the early 2010s. This generation is distinct from its predecessors in various aspects, primarily due to its upbringing in a digital era. Gen Z has grown up with the internet, smartphones, and social media, profoundly influencing their behavior, values, and expectations. As this cohort begins to enter the workforce in significant numbers, it is crucial to understand their work values and how these align or clash with the demands of employers, especially in a developing country like Bangladesh.
### Significance of the Study
In Bangladesh, the labor market is undergoing rapid transformation. With an increasing number of young individuals entering the job market, understanding the work values of Gen Z can help employers attract, retain, and manage this new workforce effectively. Additionally, aligning employer expectations with the values of Gen Z can enhance job satisfaction, productivity, and overall organizational performance. This study aims to explore these dynamics by examining the expectations of Gen Z job seekers against the demands of employers in Bangladesh.
## Methodology
### Research Design
This study employs a mixed-methods approach, combining quantitative surveys and qualitative interviews to gather comprehensive data on the work values of Gen Z and employer expectations. The quantitative component involves a structured survey administered to a sample of Gen Z job seekers, while the qualitative component consists of in-depth interviews with employers across various sectors in Bangladesh.
### Sampling
The study targets two primary groups: Gen Z job seekers and employers. A purposive sampling technique is used to select a diverse group of Gen Z individuals, ensuring representation across different educational backgrounds, socioeconomic statuses, and regions. Similarly, employers from various industries, including technology, finance, manufacturing, and services, are selected to provide a broad perspective on employer expectations.
### Data Collection and Analysis
Data collection involves administering surveys to Gen Z job seekers and conducting interviews with employers. The survey includes questions related to work values, career aspirations, preferred work environments, and expectations from employers. The interviews with employers focus on their experiences with Gen Z employees, the qualities they seek in new hires, and their strategies for managing and retaining young talent. Data analysis involves descriptive statistics for the survey responses and thematic analysis for the interview data.
## Findings
### Work Values of Generation Z
#### 1. Technological Savvy and Innovation
Gen Z in Bangladesh, like their counterparts globally, are
The document summarizes key findings from a report on engaging different generations in the workforce through tailored employee benefits packages. It explores:
1) Current benefits packages are too inflexible and fail to meet the needs of most employees across generations, though needs vary between generations.
2) Younger generations like Gen Y place more importance on career development and financial education, while Gen X values work-life balance. Baby Boomers are best served by existing packages.
3) Communication of benefits is often confusing and not well-suited to Gen Y's preferences. Tailored and multi-channel communication is needed.
4) Failure to engage generations risks higher turnover and lower productivity, while appropriate benefits can boost
The multi-generational workforce - the new fault line? Hayat Hamici
There are more similarities than differences between the three main generational cohorts in the UK workforce - Baby Boomers, Generation X, and Millennials. While stereotypes suggest the generations have varying work preferences and levels of engagement, data from a large survey found few meaningful differences. Generation X reported slightly lower levels of trust in colleagues compared to the other generations. However, differences in engagement were more linked to age than generation. Additionally, all generations prioritized financial benefits and job security highly with little disparity in priorities. Overall, the data indicates a "one-size-fits-all" approach to employee engagement can be effective across generational lines in the workforce.
This document discusses the importance and development of vocational interest inventories (VII). It notes that VII aim to help individuals identify careers that match their personalities, abilities, and interests in order to find satisfying and successful work. The document outlines John Holland's influential theory that categorized interests and careers into six types. It then discusses key assumptions about VII, such as the idea that interests remain stable over time. Different approaches to measuring interests are presented, as well as positive characteristics that effective VII should possess. Finally, some widely used VII are described briefly, including the Strong Vocational Interest Blank and Strong-Campbell Interest Inventory.
Please direct inquires about this manuscript to Johnny Robins.docxmattjtoni51554
Please direct inquires about this manuscript to: Johnny Robinson, [email protected]
College Student Affairs Journal, Volume 35(2), pp. 70-84 ISSN 2381-2338
Copyright 2017 Southern Association for College Student Affairs All rights of reproduction in any form reserved.
NEXT GENERATION LEADERSHIP: THE CHANGING CULTURE OF
LEADERSHIP IN THE SENIOR STUDENT AFFAIRS OFFICER (SSAO)
POSITION
Johnny Robinson
The University of Texas at Arlington
The purpose of this quantitative study was to identify and compare dif-
ferences in leadership behaviors of senior student affairs officers (SSAOs)
based on their generational cohort (Baby Boomer, Generation X, Millenni-
al). The Multifactor Leadership Questionnaire (MLQ) was used to measure
nine leadership behaviors and three leadership outcomes. Surveys were
administered electronically to 3,361 individuals identified as a chief student
affairs officer or director of student affairs in the Higher Education Online Di-
rectory (2014). There were 449 respondents including 246 Baby Boomers,
192 Generation Xers, and 11 Millennials. The findings showed that whereas
generation x SSAOs exhibited more transactional leadership behavior, baby
boomers were more transformational. The results of this study have impli-
cations for the field of student affairs as research and practice support the
need for more transformational leaders in senior administrative positions in
higher education.
Next Generation Leadership 71
The field of higher education can often be described as an ever changing en-vironment. Over the course of the next
several years, the hierarchy of our campus
administrators could witness some change
with the impending retirement of the Baby
Boomer generation, which was previously
the largest working generation in the work-
force. Leubsdorf (2006) argued that Baby
Boomers will continue to vacate campus
leadership positions, including student af-
fairs. As these positions are vacated, Gen-
eration X and Millennials will bring their own
leadership behaviors to the position of the
SSAO. The change from Baby Boomer to
subsequent generations will impact staff,
campus communities, and stakeholders of
colleges and universities. As a new genera-
tion of SSAOs assume positions of authority,
it is important that they have the leadership
and management skills to succeed. As Baby
Boomers retire, it will be imperative to un-
derstand whether or not the Generation X
and Millennial populations will be motivated
by different leadership behaviors.
As stated, the Baby Boomer gener-
ation, born between 1946 and 1964, has
been one of the largest contributors to the
American workforce totaling over 70 million
people (Colby & Ortman, 2015). Addition-
ally, the U.S. Bureau of Labor Statistics es-
timated that between 2004 and 2014, over
6,000 administrative positions within post-
secondary educational institutions would
become vacant (Leubsdorf, 2006). With a
large number of Baby Bo.
Career and Life expectations of Gen Y and a recruiter from generation yMain Aisa Hi Hun
This document discusses Generation Y's career expectations and how recruiters can attract them as potential employees. It first defines Generation Y as those born between 1977-1994 who grew up with digital technology. The document then reviews the literature on Generation Y's job search preferences, including their focus on employer brand attributes like career growth opportunities, positive work environment, training, and work-life balance. It also examines how Generation Y relies on digital media and the internet for job searches more than older generations. The aim is to analyze Generation Y's life expectations and what qualities recruiters look for in potential employees from this generation to better attract and recruit them.
13. Exploring Career And Personal Outcomes And The Meaning Of Career Success ...Bryce Nelson
This document summarizes two qualitative studies on part-time professionals. The first study in 1996-98 interviewed 87 part-time professionals about their careers, personal lives, and reasons for working reduced hours. A follow-up study in 2002-03 re-interviewed 81 of the original participants to understand how their careers and lives evolved over time. The document provides context on changing workforce demographics and pressures, as well as an overview of the research methodology used in the two studies. It aims to help fill gaps in understanding the outcomes and evolving conceptions of career success for professionals who work reduced hours.
This study examines how a protean career orientation relates to changes in turnover intentions over time among millennial employees. It hypothesizes that a protean career orientation will indirectly lead to decreases in turnover intentions through increased personal goal progress over six months. It further hypothesizes this indirect effect will be moderated by perceptions of organizational career management practices, such that the relationship between goal progress and decreased turnover intentions will be weaker when career management practices are high. The study uses a longitudinal design with three waves over six months to test these hypotheses. It aims to provide insights into what predicts whether millennials stay in their jobs and the contexts that promote positive outcomes of a protean career orientation.
This study aims to evaluate the mismatch between jobs and applicants in the city of Malolos, Bulacan. It surveys 100 college graduates currently employed in jobs unrelated to their degree to understand their employment history and determine if mismatches are linked to deficiencies in their education. The study uses a standardized survey questionnaire to gather data on respondents' demographics, employment conditions, achievements in college, and perceptions of their education's relevance. Statistical analysis will analyze relationships between these factors and identify if the educational system contributes to job-skills mismatches. The results could help academia and industry better align training with market needs.
This document summarizes the key findings of a study on workforce preparedness among millennials commissioned by Bentley University. The study surveyed over 3,100 people from various stakeholder groups. It found both agreement and discrepancies in how preparedness is defined. While most see a college degree as valuable, there are misperceptions about its guarantee of success. Recent college graduates demonstrate self-awareness by grading their own preparedness critically. While stakeholders generally grade recent graduates' preparedness poorly, parents view their own children more positively. The lack of preparedness is seen as a real problem impacting individuals, businesses, and the economy.
Relationship between Personality Traits, Academic Achievement and Salary: An ...iosrjce
Most of the B-Schools in India are facing problems in placing their students. Recruiters claim that
the reason for this is the absence of required skill-sets in the students. The challenge is in identifying the skills
or personality traits which lead to good placements. In this study, personality traits were borrowed from the
psychological concept of OCEAN. Ten traits were short-listed and the objective was to find out if there is a
correlation between them and CGPA (academic achievement) and Salary Obtained during placements. The
study, which was carried out in a reputed B-school in Bangalore (India), revealed that out of these 10 traits,only
confidence has a correlation with salary. The traits which have correlation with CGPA are self-motivation and
confidence. Another aspect that was studied was the efficacy of a program called personality enhancement
program- which forces students to learn from activities like public speaking, presentations etc.It was found that
this program helps students to build their confidence levels and confidence is impacting, both, CGPA as well as
salary. The study also found that there is no correlation between CGPA and Salary. SEM is also corroborating
the above results, which were obtained through regression analysis and ANOVA.
This document summarizes a study that examined career indecision among 397 managers and professionals in a large banking establishment. The researchers developed a measure of career indecision and tested a model of employee career indecision. Through factor analysis, they identified seven potential sources of career indecision. The model proposed that individual antecedent variables like work experience, trait anxiety, and career assistance would have direct and indirect effects on career indecision and potential outcomes like work attitudes and career exploration intentions. The study aimed to understand career indecision among employed adults rather than students.
This study examined career indecision among 397 managers and professionals at a large bank. The researchers developed a measure of career indecision and tested a model of its sources and outcomes. Through a factor analysis, they identified seven potential sources of career indecision. The model proposed that work/life experience, trait anxiety, and career assistance from the employer would indirectly influence career indecision through their effects on its sources. Sources like lack of self-knowledge were expected to directly impact career indecision status. Potential outcomes included negative work attitudes, life stress, and intentions to explore career options further. The study aimed to advance understanding of career indecision among employed adults versus student populations.
A Grounded Theory Approach Into The Development Of Career...Tiffany Sandoval
This document discusses a study that used a grounded theory approach to investigate how career goals change from childhood to adulthood, and what influences those changes. The study interviewed three participants ages 20-21 about their career goals over time. Four main themes emerged: 1) changes in job/occupation goals, 2) impacts on career goals, 3) career preparation, and 4) certainty and attitudes toward goals. The document also reviews previous research showing that career goals can be influenced by interests, abilities, academics, social support, role models, friends, and parents. Qualitative studies suggest career preparation and planning also impact goal development over time from adolescence to late adulthood.
The Effects of Employee Training on Organizational Commitment in Millennials ...Joaquín Van Thienen
This academic research paper served as a final evaluation for the senior-level course "Research Methods in Psychology".
The objectives of this project were:
- to conduct an in-depth literature review on a topic of interest in psychology, and
- to design an experimental research study based on this review.
(Data were provided by the instructor and did not reflect measurements obtained in real life).
A comparative study on curriculum profile of management graduates in delhi an...Alexander Decker
This document discusses a comparative study on the curriculum profiles of management graduates in Delhi, India and industry requirements. It aims to identify gaps between the skills and competencies demanded by employers and those taught by university programs. The study will collect data from management graduates, human resource managers, and industry experts through questionnaires. It will analyze the data to determine which employability factors are most important but lacking in university curricula based on the differences between student and industry responses. The goal is to suggest improvements to curriculum that better match industry needs and enhance graduate employability.
A comparative study on curriculum profile of management graduates in delhi an...Alexander Decker
This document discusses a comparative study on the curriculum profiles of management graduates in Delhi, India and industry requirements. It aims to identify gaps between the skills and competencies demanded by employers and those taught by university programs. The study will collect data from management graduates, human resource managers, and industry experts through questionnaires. It will analyze the data to determine which employability factors are most important but lacking in university curriculums. The goal is to suggest improvements to curriculum that better match industry needs and enhance students' employability. A literature review identified many important employability factors but no comprehensive list, so this study seeks to develop such a list through expert input.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
1. Are Baby Boomer, Generation X and Y students really that different? Some
evidence on the employment expectations of different age cohorts.
Dr Gerry Treuren
School of Management, University of South Australia,
Adelaide, Australia
Email: gerry.treuren@unisa.edu.au
2. Are Baby Boomer, Generation X and Y students really that different? Some
evidence on the employment expectations of different age cohorts.
ABSTRACT
The popular mythology of Generation Y holds that the current generation of employees
between twenty and thirty years of age have fundamentally different expectations about
employment conditions from their older work colleagues. However, there is limited formal
evidence of this distinction. Using a 2007 survey of post-graduation employment expectations
of university students, this proposition was tested. It is found that Generation Y students do
not have substantially different expectations about future employment conditions when
compared to Generation X and Baby Boomer students. In some respects, Generation X- and
Baby Boomer-aged cohorts may be more interested in the employment conditions usually
attributed to Generation Y than those within the Generation Y-aged cohort.
Keywords: Workforce diversity; managing diversity Recruitment
INTRODUCTION
The existence of an unruly, challenging-to-manage Generation Y is one of the dominant
practitioner beliefs of our generation (Casben, 2007; Preston, 2007a, 2007b; Sensis, 2007). In
the popular account, the expectations and behaviours of this group of employees represents a
substantial challenge to management practice, requiring the adoption of new management
approaches and employment practices to attract and retain these mercurial employees (Budd,
2008; Dinnell, 2007; Verret, 2000).
This new workforce is believed to have very different employment characteristics. They are
‘fussy job-hoppers’, with limited loyalty to a single employer, and single-minded in their
3. pursuit of career advancement and greater entitlements (Budd, 2008; Preston, 2007b; Select
Appointments, 2006). Critics of Generation Y point to deficient skills and an inappropriate
work attitude:
‘We found that almost 70 per cent of them [employers interviewed about Gen Y
employees] reported dissatisfaction with the Gen Y employees’ performance,
particularly in spelling, grammar [and] that they didn’t understand what constitutes
appropriate corporate behaviour,” she said…”They also said that the communication
skills of the Gen Y staff were disappointing and 37 per cent complained that they
actually lacked professional skills, the acceptable technical skills they needed to do
their job.” (Casben, 2007)
Others see Generation Y in a more balanced way: ‘They are ambitious, hardworking,
transitional, technically savvy and reward driven. Basically, these workers want more and
they want it faster. Gen Y expects perks like higher salaries, constant challenges and a
changing and diverse workplace environment’ (Australian Experiential Learning Centre, n.d).
Dinnell (2007) provides a useful summary of the key features of the apparent work practices
of the Generation Y workforce:
• demand for professional growth and development
• a desire to reconcile their various life interests through work-life balance
• variety in work, with challenge and change
• social interaction within the workplace
• a desire for responsibility and input
• a wish for reward through income growth and recognition of their contribution
• a desire for appropriate workplace leadership.
At the heart of the practitioner Generation Y literature, and the starting point for this paper, is
the belief that the Generation Y workforce – employees born between 1977 and 1992 – are
significantly different in their approach to work and their expectations of work, to the
generations that preceded them, Generation X, and fundamentally different to those of the
Baby Boomer generation. By analysing a data set collected for another purpose, this paper
4. will look at a specific component of this debate: whether the generations have different
expectations of what employment conditions their future employers should possess in order to
attract their attention. This question is examined using a dataset of student preferences for
post-graduation employment conditions designed and collected by a University Career
Services unit.
The first section of this paper outlines the literature prior to the presentation of hypotheses in
the second section; the third section sketches the method undertaken, while section four
overviews the results. Section five discusses the findings of this paper, while the final section
outlines the limitations of this research and provides a conclusion to the findings.
OVERVIEW OF THE LITERATURE
Despite the growing media coverage, the explosion of reports and practitioner accounts and
‘how to’ articles within the practitioner literature, there is negligible formal, peer reviewed
evidence of the distinctiveness of this age-based cohort. Despite at least a half decade of
popular usage of the term, academic research on the topic remains small and has fallen into
three main types. First, there is the use of the Generation Y concept within consumer
behaviour research in the academic discipline of Marketing. For these researchers, Generation
Y is understood to be a new segment of the marketplace, with specific consumer preferences
(Bakewell, Mitchell, & Rothwell, 2006; Cui, Trent, Sullivan, & Matiru, 2003; Martin &
Turley, 2004; Stevens, Lathrop, & Bradish, 2005). In the second type of literature, reliant on
the assumption of the existence of a distinct Generation Y, researchers are exploring the
implications of this apparently distinct new group into such areas for teaching methodologies,
library access preferences, recruiting and managing Generation Y employees, diversity
management and technology adoption (Beaver & Hutchings, 2005; A. M. Broadbridge, G. A.
Maxwell, & S. M. Ogden, 2007; Eisner, 2005; Jorgensen, 2003; McCrindle Research, 2006;
McGuire, By, & Hutchings, 2007; Nimon, 2006; Rugimbana, 2007; Verret, 2000). In the third
type of literature, though far smaller, there has been an attempt to make sense of the actual
nature of the Generation Y phenomenon and to establish the analytical reliability of the
5. Generation Y distinction (Broadbent, Maxwell, & Ogden, 2007; Szamosi, 2006; Terjesen,
Vinnicombe, & Freeman, 2007). Far more common are consultant reports that report on
research assuming the existence of a distinctly different Generation Y (McCrindle Research,
2006; NAS Recruitment, 2006).
The tidal wave of practitioner and academic Generation Y literature exists against the
backdrop of largely ignored but ongoing debates within sociology about the relative
effectiveness of generation-based analysis and of life-span analysis (Alwin & Krosnick, 1991;
Arsenault, 2004; Barber, 2004; Gans & Silverstein, 2006; McMullin, Duerden Comeau, &
Jovic, 2007; Stockard & O'Brien, 2002; Whittier, 1997). Several decades of this literature,
primarily aimed at understanding the changes in value systems in the post-war period as the
Baby Boomers age and Generation X employees move onto the centre stage, has not strongly
supported the use of generation-based models of age-based cohorts.
Scholarly accounts of the Generation Y employee
Despite the volume of literature, little systematic research into the actual employment
preferences of Generation Y has been undertaken. What does exist is primarily anecdotal, a
re-working of the frustration of managers or perspectives offered by a consultant. After a
review of the practitioner literature, (A. Broadbridge, G. A. Maxwell, & S. Ogden, 2007)
identified Generation Y’s apparent preferences and expectations of employment arrangements
of future employers and personal career development. (Terjesen et al., 2007) employed an
inductive approach to the identification of Generation Y’s work preferences. Students were
asked to identify desired attributes for three organisations, and then to rank the three
organisations according to that attribute. Over several iterations, increasingly accurate and
robust descriptive attributes were identified to describe the expectations and rankings of the
student participants. The general findings of this research can be seen as corresponding to the
items in the scale used in the survey to measure student employer expectations (Table 1).
[Table 1 about here]
6. HYPOTHESES
The popular argument is that the Generation Y cohort has different expectations of its future
employers than the preceding generations. Accordingly, if the Generation Y-aged cohort fits
the Generation Y thesis, their preferences will be distinctly and statistically different from
those in the Generation X and Baby Boomer-aged cohorts. The first hypothesis is concerned
with the threshold question of ascertaining whether a difference in employment preference
exists between the generations: do people of Generation Y age actually have different
employment preferences?
H1: That students of the Generation Y age group will demonstrate significantly different
employment preferences to students of the Generation X and the Baby Boomer age cohorts.
Whereas Hypothesis 1 is concerned with the threshold question of whether a generational
difference exists, Hypothesis 2 is concerned with the direction of the difference. If the
Generation Y thesis is correct, then Generation Y-aged cohort students are more likely to
desire employment conditions attributed to Generation Y than non-Generation Y students.
H2: That Generation Y-aged students will rate Generation Y employment attributes more
highly than non-Generation Y students.
If Generation Y is a distinct group within the working population then this distinctiveness will
be apparent if clustering is undertaken. If Generation Y is distinctly different to other
generations, then Generational Y-aged cohort students will be over-represented in clusters
characterised by Generation Y attributes.
H3. In the Generation Y-oriented cluster, Generation Y age cohort students will be more
disproportionately highly represented.
7. METHOD
Sample
This paper reports on a secondary analysis of a data set created by Career Counselling staff of
a University Careers office. This data was collected as part of a project of ascertaining student
expectations of employer job offers after a request by the local human resource management
professional association for insight into student employment preferences.
The data was collected through an online survey conducted in September 2007 using the
University student email system, inviting them to participate in an online survey. Students
who participated were eligible for a prize draw. International students, both onshore and
offshore, were excluded from the mailout, to minimise a major source of cultural
heterogeneity. Potentially 18,500 students could have been accessed. It is difficult to work out
the effective population size: no records were kept of the number of emails rejected because
of full mailboxes or of how many students would have ordinarily accessed their email within
the time period of the survey.
With an unadjusted response rate of approximately 3.2%, 583 usable responses were received.
Such a response rate would suggest that the data offers limited generalisability; however, in
this case the data has several characteristics that make it useful for this analysis. First, the
characteristics of the sample are reflective of the broader population. Although the sample has
a disproportionately high representation of female students (68% of the sample, against 58%
of the population), and students from the Division of Engineering (21.3% in this sample
against 13.2% of the population), this is of negligible consequence to the explanatory power
of the dataset. As will be described later in this paper, student employment preferences are
clustered into distinct types. Chi-square analysis suggests that the cluster preferences of
students are not significantly different between the genders (χ2(4) = 4.387, p = 0.356, ns) or
the Divisions (χ2(12) = 20.167, p = 0.055, ns). Secondly, the sample of 583 is sufficiently
8. large to ensure that the data would be normally distributed, with the mean and as explained by
the central limit theorem. The mean and standard deviation of the sample is likely to match
that of the broader population.
MEASURES
The survey instrument asked a range of questions such as study motives, work experience and
job search approach. Of relevance to this study are the questions related to the employment
expectations of the students. Respondents were asked to rank nine employer attributes in
order of preference, from 1 (the highest priority) to 9 (the lowest priority). Respondents were
asked to rank the following employer attributes: ‘What are you looking for in employment
once you graduate? In order of priority: High salary; flexible work arrangements; travel
opportunities; job satisfaction and interest; ongoing training and development; sociable work
culture; work-life balance; opportunities for advancement with the company; opportunities for
advancement beyond the company’. Each of these questions fits within the model of
Generation Y developed by Broadbridge et al. 2007b and Terjesen et al. 2007, and are thus
appropriately used for the evaluation of Generation Y employment preferences.
Generation-based age cohorts. This study distinguishes between students of the Generation Y
age group, born between 1977 and 1992, and the Generation X (born 1962 to 1976) and Baby
Boomers (born 1946-1961) generations. At the time of data collection, the Generation Y
cohort would include all people under the age of 30, and the Baby Boomer cohort will include
all respondents 45 years and older.
In addition, respondents were asked a range of socio-demographic questions, such as age
(classified in five-year bands), gender, whether the student had a full-time or part-time
enrolment, domestic or international student, and length of work experience.
9. Analytic procedures
As the data in this sample was primarily ranked data, non-parametric tests were used to
establish statistical significance. Kruskal-Wallis tests were used to test for significance
between several independent groups; and as there were only three independent groups,
Bonferroni correction-adjusted Mann-Whitney tests were used to provide post hoc tests, Z-
scores were used to transform the ranked preference data around mean rankings, simplifying
the interpretation of clusters. Hierarchical clustering techniques were used to identify the
likely number of clusters, while non-hierarchical techniques were used to generate different
cluster solutions. Data analysis was undertaken using SPSS 14.0. Missing values were deleted
listwise.
RESULTS
Age-related differences in desired employment conditions
There was no clear evidence supporting Hypothesis 1 or 2. Table 1 reports on the results of
Kruskal-Wallis testing of the statistical difference in the ranking of the nine employment
conditions between Generation Y, X and the Baby Boomer age cohorts. If Generation Y was
distinctly different to Generation X and the Baby Boomers, then there would be a distinctly
different ranking between the three age-based cohorts across the nine employment conditions.
[Table 1 about here]
The three age cohorts had similar rankings for all but two employment conditions. In these
two employment conditions, Generation Y-aged respondents ranked ‘flexible work
arrangements’ and ‘work-life balance’ lower than the Generation X and Baby Boomer
respondents (Table 1).
10. Table 1 provides interesting evidence on intergeneration ranking of employment conditions.
Where there is a significant difference between the generations, it appears that the older
generations have a greater preference for that employment condition. Further, Baby Boomers
prize employment flexibility, work-life balance and work satisfaction more highly than both
Generation X and Y. Based on this data, Generation Y has less of a desire for interesting
work, work-life balance or employment flexibility than Generation X or Baby Boomers.
The clustering of employment condition preferences
The previous results suggest the weakness of the Generation Y thesis. Hypothesis 3 tests the
proposition of the difference of Generation Y in another way. If Generation Y exists, then it
will be apparent as a distinct and major cluster(s) of respondents, both in numbers and their
employment preferences. Here we use the data analysis technique of clustering to establish
the existence of distinctly different types of student expectations which existed within the
sample. Clustering is a technique used to partition a dataset into statistically distinct groups,
maximising the internal homogeneity of the various groups, while seeking to maximise the
heterogeneity between the groups. As a non-parametric approach, the various techniques of
clustering can be applied to ranked data. In order to simplify data analysis, the ranked data
was centered around the mean ranking using z-scores, prior to the cluster process.
A combination of hierarchal and non-hierarchal clustering techniques identified the existence
of five distinct types of post-graduation employment expectations. Table 2 reports on the
mean rankings. Figure 1 provides a diagrammatic perspective into the different types of
employment expectations within the student sample. The various clusters are described
below, with an impressionistic description of the attributes of the cluster members,
[Table 2 about here]
11. The five clusters can be loosely grouped into two types. The first group, representing about
55% of the sample, is made up of clusters 1, 2 and 5, all of which fit into permutations of the
Generation Y employment attributes.
Cluster 1: Show me the money! I want to spend it on my time off! (191 students)
These students have a particularly short-term career planning horizon. Their first priorities are
to obtain a good income and have flexible work arrangements in a job they enjoy and that
gives them some satisfaction.
Cluster 2: I want to see the world; getting ahead in my career will help with that (71
students)
Similar to the previous group, this group of students has a short-term career planning horizon.
The priority for these students is to obtain travel opportunities; career opportunities for
advancement are important, perhaps as a means of assisting their travel plans. These students
also rank a sociable work environment highly.
Cluster 4: I am in a hurry and I want everything, now (50 students)
This group of students is perhaps the closest to the archetypal Generation Y employee. These
people want employment benefits, training, opportunities and flexibility.
The second group, made up of clusters 3 and 5, constitute about 45% of the sample, and
represent different versions to employment conditions than those accounted for in the
practitioner literature.
Cluster 3: Getting ahead by trading off short-term benefits for longer-term benefits
(117 students)
The members of this cluster are committed to acquiring as much career development as
possible. These students are prepared to trade off income, travel, flexibility and work-life
12. balance for the opportunity to position themselves for advancement within and beyond their
first employer.
Cluster 5: Quality of life is the main thing, and happy to trade off wages and career
advancement (153 students)
This group is primarily concerned about the quality of their life – their satisfaction at work,
and their ability to manage their life out of work.
[Figure 1 about here]
If clusters 1, 2 and 4 represent variations on Generation Y work expectations, and clusters 3
and 5 represent non-Generation Y expectations, then it can be assumed that a disproportionate
number of Generation Y cohort students will fall into the first category. Figure 2 suggests
otherwise. Although there is a significant difference between the age cohorts in their cluster
membership (χ2 (8) = 36.223, p < 0.001), the actual distribution of membership is quite
remarkable.
[Table 3 about here]
[Figure 2 about here]
About 55% of all surveyed students seek the employment conditions of the sort attributed
to Generation Y. The distribution of Generation X and older respondents into the first two
clusters reflects their proportion in the sample. However, in cluster 4, the archetypal
Generation Y cluster, it appears that the Generation Y students are less interested in these
employment characteristics than their older classmates. In proportional terms, Generation
13. X aged students are almost 50% more likely to expect Cluster 4 conditions from their
future employers, and the Baby Boomers are almost 80% more interested.
Similarly for Generation Y cohort students seeking the employment conditions of
Clusters 3 and 5, Generation Y job seekers are almost two-and-a-half times more likely to
opt for the delayed gratification/career-development strategy of Cluster 3 than Generation
Y aged students, and almost four times more likely than Baby Boomers. Post-Generation
Y cohort job seekers are significantly more likely to desire quality of life-related
employment conditions than their younger counterparts – as evidenced by Cluster 5.
Hypothesis 3 is not supported.
DISCUSSION, LIMITATIONS AND CONCLUSION
This paper has tested whether three age-based cohorts of students have significantly different
expectations of the type of employment conditions that they would prefer an employer to
offer. Drawing on the limited literature, a description of Generation Y employment preference
was created and compared against the specific questions asked in the dataset. In order to
identify distinct groups of employment preferences between the generations, the data was
analysed using a variety of clustering techniques. Five distinct clusters were apparent. Three
of these clusters, presenting 55% of the respondents, could be classified as Generation Y in
terms of their attributes. If Generation Y was a distinct cohort, distinct from its predecessors,
it could be expected that Generation Y should be much more highly represented in these
clusters. Such a difference was not apparent in the data analysis: non-Generation Y students
may be even more likely to expect Generation Y conditions than the actual Generation Y-
aged cohort.
In this analysis there is no clear or outstanding distinction between Generation Y, X and Baby
Boomers in terms of their expectations of employment conditions. If the Generation Y
14. archetype does exist, it may be as popular (if not more) to the Baby Boomer-aged cohort than
to those of the Generation Y-aged cohort. A potential criticism of this paper could be that it
assumes that a Baby Boomer or Generation X person who is studying an undergraduate
degree possesses typical characteristics of their age group. It could be argued that someone
who has returned to undergraduate study is, in some way, out of touch with the concerns of
their generation, or is following a non-standard progression through the usual life-course.
Several arguments can be made against this proposition. First, despite the aging of household
formation patterns, household formation still occurs, irrespective of study patterns. If
household formation does follow the trend, then it may be assumed that the expectations and
needs of students are influenced by their changing domestic requirements. It could be argued
that the onset of typical household formation and the need to improve income earning
potential may see some return to study. From this perspective, the student has enrolled into
undergraduate study because of their typicalness. Second, in several professions – nursing,
marketing and human resource management, for example, an undergraduate qualification is
increasingly necessary for career progression. Thus, a person whose career may have started
at a time before formal qualifications were needed may have then undertook study later in life
to enable promotion or increase in employability. Thirdly, the data was collected at an
institution that has a high proportion of mature-age and second-chance learners. These are
people who may be undertaking career change or, perhaps, seeking to commence a career.
This is an interesting empirical question which this research is unable to answer, but there are
prima facie arguments as to why this is not likely to be a major analytical problem.
This paper is also hamstrung by the relative absence of prior peer reviewed research into the
form and nature of the Generation Y, X and Baby Boomer distinction. As a secondary
analysis of a data collection designed and undertaken for different reasons, this paper has used
the existing practitioner literature to develop a classification system to distinguish between
the apparent characteristics of the generations in order to interrogate a dataset.
15. Further research is needed. Given the limitations of the survey instrument and the sample,
further investigation is required to establish the nature of Generation Y and its existence.
Secondly, further research into the broader issues of cross-generational management is also
needed: could the apparent Generation Y phenomena be merely this era’s version of an
ongoing inter-generational discussion first reported by Socrates?1
1
“The children now love luxury; they have bad manners, contempt for authority; they show disrespect for elders
and love chatter in place of exercise. Children are now tyrants, not the servants of their households. They no longer
rise when elders enter the room. They contradict their parents, chatter before company, gobble up dainties at the
table, cross their legs, and tyrannize their teachers.”
(http://www.online-literature.com/forums/showthread.php?t=17788; accessed June 19, 2008)
16. References
Alwin, D. & Krosnick, J. (1991). Aging, cohorts and the stability of sociopolitical orientations over the
life span. American Journal of Sociology, 97(1), 169-195.
Arsenault, P. (2004). Validating generational differences. Leadership and Organizational Development
Journal, 25(2), 124-141.
Australian Experiential Learning Centre. (n.d). Generation Y. Retrieved June 15, 2008 from the
Australian Experiential Learning Centre website, http://www.aelc.edu.au/generation-y.html.
Bakewell, C., Mitchell, V.W. & Rothwell, M. (2006). UK Generation Y male fashion consciousness.
Journal of Fashion Marketing and Management, 10(2), 169-180.
Barber, J. (2004). Community social context and individualistic attitudes toward marriage. Social
Psychology Quarterly, 67(3), 236-256.
Beaver, G. & Hutchings, K. (2005). Training and developing an age diverse workforce in SMEs.
Education + Training, 47(8/9), 592-604.
Broadbridge, A., Maxwell, G. A. & Ogden, S. (2007a). 13_2_30: Experiences, perceptions and
expectations of retail employment for Generation Y. Career Development International,
12(6), 523-544.
Broadbridge, A. , Maxwell, G. A. & Ogden, S. (2007b). Students’ views of retail employment - key
findings from Generation Ys. International Journal of Retail & Distribution Management,
35(12), 982-992.
Budd, H. (2008, February 05). Taming Generation Y. Retrieved June 15, 2008, from the Daily
Telegraph website, http://www.news.com.au/business/story/0,23636,23162585-
5012428,00.html.
Casben, L. (2007, Jul 13). Generation Y disappoints employers. Retrieved June 15, 2008 from the ABC
Online News website, http://www.abc.net.au/news/stories/2007/07/13/1978431.htm.
Cui, Y., Trent, E., Sullivan, P. & Matiru, G. (2003). Cause-related marketing: How Generation Y
responds. International Journal of Retail & Distribution Management, 31(6), 310-320.
Dinnell, S. (2006, October 31). Understanding Generation Y. Retrieved June 15, 2008 from the
Manufacturers’ Monthly website, http://www.manmonthly.com.au/articles/Understanding-
Generation-Y_z54618.htm.
Eisner, S. P. (2005). Managing Generation Y. SAM Advanced Management Journal, 70(4), 4-15.
Gans, D., & Silverstein, M. (2006). Norms of filial responsibility for aging parents across time and
generations. Journal of Marriage and Family, 68, 961-976.
Jorgensen, B. (2003). Baby boomers, Generation X and Generation Y? Policy implications for defence
forces in the modern era. Foresight, 5(4), 41-49.
Martin, C. & Turley, L. (2004). Malls and consumption motivation: an exploratory examination of
older Generation Y consumers. International Journal of Retail & Distribution Management,
32(10), 464-475.
McCrindle Research. (2006). New generations at work: Attracting, recruiting, retraining and training
Generation Y. Baulkham Hills, New South Wales. Retrieved June 15, 2008 from the
McCrindle Research website, www.mccrindle.com.au.
McGuire, D., By, R. & Hutchings, K. (2007). Towards a model of human resource solutions for
achieving intergenerational interaction in organisations. Journal of European Industrial
Training, 31(8), 592-608.
McMullin, J. A., Duerden Comeau, T. & Jovic, E. (2007). Generational affinities and discourses of
difference: A case study of highly skilled information technology workers. The British
Journal of Sociology, 58(2), 297-316.
NAS Recruitment. (2006). Generation Y: The millenials. Ready or not, here they come. Retrieved June
15, 2008 from the NAS Recruitment website, http://www.nasrecruitment.com/ TalentTips/
NASinsights/ GenerationY.pdf.
Nimon, S. (2006). Generation Y and higher education: The other Y2K. Retrieved June 15, 2008 from
the Australasian Association for Institutional Research Annual Forum website,
http://www.aair.org.au/2006Papers/Nimon.pdf. (Accessed June 15, 2008)
Preston, M. (2007a, July 13). Poor verdict on Gen-Y. Retrieved June 15, 2008 from the Daily
Telegraph website, http://www.news.com.au/dailytelegraph/story/0,22049,22063239-
5001031,00.html.
Preston, M. (2007b, 12 July). Who’d hire a Gen-Y? Retrieved June 15, 2008 from the smartcompany
website, http://www.smartcompany.com.au/Premium-Articles/Top-Story/Whod-hire-a-Gen-
Y.html.
17. Rugimbana, R. (2007). Generation Y: How cultural values can be used to predict their choice of
electronic financial services. Journal of Financial Services Marketing, 11(4), 301-313.
Select Appointments (2006, April 10). Generation Y wants more perks, please. Retrieved June 15,
2008, from the Select Appointments website, www.selectappointments.com.au/
page/media_release?id=49.
Sensis. (2007, 27th November). Media Release: Small business cool on Gen Y, Retrieved June 15,
2008, from the Sensis website, http://www.about.sensis.com.au/ news/media_releases/
mediaRelease.php?id=20071127.
Stevens, J., Lathrop, A. & Bradish, C. (2005). Tracking Generation Y: a contemporary sport consumer
profile. Journal of Sport Management, 19(3), 254-277
Stockard, J. & O’Brien, R. (2002). Cohort variations and changes in age-specific suicide rates over
time: Explaining variations in youth suicide. Social Forces, 81(2), 605-642.
Szamosi, L. (2006). Just what are tomorrow’s SME employees looking for? Education + Training,
48(8/9), 654-665.
Terjesen, S., Vinnicombe, S. & Freeman, C. (2007). Attracting Generation Y graduates. Organisational
attributes, likelihood to apply and sex differences. Career Development International, 12(6),
504-522.
Verret, C. (2000). Generation Y: Motivating and training a new generation of employees. Retrieved
June 15, 2008 from the Carol Verret Consulting and Training website, http://www.hotel-
online.com/Trends/CarolVerret/GenerationY_Nov2000.html
Whittier, N. (1997). Political generations, micro-cohorts, and the transformation of social movements.
American Sociological Review, 65(5), 760-778.
18. Table 1
Intergenerational Comparisons of Preferences for Specific Employment Conditions
All X, Y Y, BB X, BB
High salary n.s n.s. n.s. n.s.
Flexible working arrangements ** X> Y** BB>Y * n.s.
Travel opportunities n.s n.s. n.s. n.s.
Job satisfaction and interest n.s n.s. n.s. n.s.
Ongoing training and development n.s n.s. n.s. n.s.
Sociable work culture n.s n.s. n.s. n.s.
Work-life balance ** X> Y ** BB>Y ** n.s.
Opportunities for advancement within the company n.s n.s. n.s. n.s.
Opportunities for advancement beyond the company n.s n.s. n.s. n.s.
X >Y denotes that Generation X ranked the employment condition more highly than Generation Y;
* p< 0.05;
** p< 0.01
Table 2
Z-Score Means for the Cluster Centres
1 2 3 4 5
High salary 0.72 -0.33 -0.39 1 -0.77
Flexible working arrangements 0.4 -0.42 -0.9 0.97 0.07
Travel opportunities -0.26 0.94 -0.33 1.22 -0.26
Job satisfaction and interest 0.18 -2.03 0.2 0.55 0.38
Ongoing training and development -0.37 -0.87 0.31 1.21 0.24
Sociable work culture -0.42 0.19 -0.65 1.35 0.48
Work-life balance -0.1 -0.54 -0.62 1.05 0.5
Opportunities for advancement within the company -0.35 -0.23 0.89 1.45 -0.61
Opportunities for advancement beyond the company -0.53 0.29 0.71 1.67 -0.56
N 191 71 117 50 153
% of sample 32.8% 12.2% 20.1% 8.6% 26.3%
Table 3
Age-Group Distribution Across Clusters (%)
Cluster Y X BB Total
Generation Y characteristics 1 33.1% 32.6% 31.9% 32.9%
2 13.3% 8.5% 12.8% 12.1%
4 7.2% 10.6% 12.8% 8.5%
Generation X characteristics 3 25.4% 10.6% 6.4% 20.2%
5 21.0% 37.6% 36.2% 26.3%
19. Figure 1. Five different types of employment preference.
High salary
2
Flexible working
1.5
arrangements
1 Travel opportunities
0.5 Job satisfaction and
interest
0
Z-score
Ongoing trainng and
1 2 3 4 5 development
-0.5
Sociable work culture
-1
Work-life balance
-1.5
Opportunities for
-2 advancement within the
company
Opportunities for
-2.5 advancement beyond
Clusters the company
Figure 2. Cluster membership by generation (%)
40.0%
35.0%
30.0%
25.0% 1. Gen Y
20.0% 2. Gen X
15.0% 3. Baby Boomer
10.0%
5.0%
0.0%
1 2 3 4 5