The document summarizes the findings of a survey conducted by Mercer on gender diversity among large global engineering, design and construction firms. The survey found that while women make up about 28.7% of employees on average, their representation decreases at higher levels of management, with very few women in board or CEO roles. Across regions studied, representation was highest in entry roles and lower in middle and senior management. While firms employed some diversity practices, only a third provided gender diversity training. The survey results provide an opportunity for firms to evaluate promotion strategies and make their industries more attractive to women.
This study investigates the transition of middle-skilled workers into the lower class using the Bargaining Theory of Wages. The study analyzes data from the American Community Survey to examine how the bargaining power of middle-skilled workers with bachelor's degrees has declined as their numbers have increased, leading to lower wages. Graphs of the data show slower wage growth for low-skilled occupations as highly skilled workers apply for them in recessions. The results support the hypothesis that a shift to a service economy allows highly skilled workers to obtain low-skilled jobs, decreasing wages for those occupations as bargaining power declines.
Transforming Chaos into Clarity: The Promises and Challenges of Digital Crede...eraser Juan José Calderón
Transforming Chaos into Clarity: The Promises and Challenges of Digital Credentialing
The Next American Economy's Learning Series.
report de Chelsea Barabas & J. Philipp Schmidt de Agosto de 2016 de Rooselvelt Institute was made possible with the support of the JPMorgan Chase Foundation. titulado "Transforming Chaos into Clarity: The Promises and Challenges of Digital Credentialing. The Next American Economy's Learning Series "
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.
IRJET- Gender Inequalities in Construction SectorIRJET Journal
The document discusses gender inequalities faced by women working in the male-dominated construction sector in India. It notes that despite anti-discrimination laws and initiatives, women remain underrepresented in construction professions and occupations. Current literature explains the challenges women face, including structural and cultural barriers such as discrimination, harassment, limited career opportunities, and inconvenient working hours. A survey was conducted of 45 female and male construction professionals in Bangalore and Cochin to investigate how individual, interpersonal, and organizational factors influence women's career advancement in the sector. The results found that individual factors had a greater influence on women's careers than interpersonal or organizational support.
This document summarizes a research project analyzing the "brogramming" culture in the IT industry and its impact on women. The author conducted a survey of 38 IT workers (21 women and 17 men) and 5 interviews to understand job satisfaction, relationships with coworkers and supervisors, and future plans. The literature review found that women face biases, lack of support, and an unwelcoming culture in the male-dominated IT field. The results of the study support that this "brogramming" culture discriminates against women and contributes to the lack of women in the IT industry. Addressing this problem could help increase the number of women pursuing and staying in IT careers.
The document summarizes the findings of a survey conducted by Mercer on gender diversity among large global engineering, design and construction firms. The survey found that while women make up about 28.7% of employees on average, their representation decreases at higher levels of management, with very few women in board or CEO roles. Across regions studied, representation was highest in entry roles and lower in middle and senior management. While firms employed some diversity practices, only a third provided gender diversity training. The survey results provide an opportunity for firms to evaluate promotion strategies and make their industries more attractive to women.
This study investigates the transition of middle-skilled workers into the lower class using the Bargaining Theory of Wages. The study analyzes data from the American Community Survey to examine how the bargaining power of middle-skilled workers with bachelor's degrees has declined as their numbers have increased, leading to lower wages. Graphs of the data show slower wage growth for low-skilled occupations as highly skilled workers apply for them in recessions. The results support the hypothesis that a shift to a service economy allows highly skilled workers to obtain low-skilled jobs, decreasing wages for those occupations as bargaining power declines.
Transforming Chaos into Clarity: The Promises and Challenges of Digital Crede...eraser Juan José Calderón
Transforming Chaos into Clarity: The Promises and Challenges of Digital Credentialing
The Next American Economy's Learning Series.
report de Chelsea Barabas & J. Philipp Schmidt de Agosto de 2016 de Rooselvelt Institute was made possible with the support of the JPMorgan Chase Foundation. titulado "Transforming Chaos into Clarity: The Promises and Challenges of Digital Credentialing. The Next American Economy's Learning Series "
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.
IRJET- Gender Inequalities in Construction SectorIRJET Journal
The document discusses gender inequalities faced by women working in the male-dominated construction sector in India. It notes that despite anti-discrimination laws and initiatives, women remain underrepresented in construction professions and occupations. Current literature explains the challenges women face, including structural and cultural barriers such as discrimination, harassment, limited career opportunities, and inconvenient working hours. A survey was conducted of 45 female and male construction professionals in Bangalore and Cochin to investigate how individual, interpersonal, and organizational factors influence women's career advancement in the sector. The results found that individual factors had a greater influence on women's careers than interpersonal or organizational support.
This document summarizes a research project analyzing the "brogramming" culture in the IT industry and its impact on women. The author conducted a survey of 38 IT workers (21 women and 17 men) and 5 interviews to understand job satisfaction, relationships with coworkers and supervisors, and future plans. The literature review found that women face biases, lack of support, and an unwelcoming culture in the male-dominated IT field. The results of the study support that this "brogramming" culture discriminates against women and contributes to the lack of women in the IT industry. Addressing this problem could help increase the number of women pursuing and staying in IT careers.
Why does gender pay continue to exist in the modern workplaceLili Georgieva
A report investigating the reasons why does gender pay continue to exist in the modern workplace, developed as an assignment at the University Of Portsmouth in Managing Equality and Diversity Unit. Awarded with a 1st class result.
The document discusses a study on the evolving communication function within organizations. Key findings from the study include:
- Fewer than half of communication leaders said they were satisfied with their function's structure, though most felt it was effective.
- Responsibilities of the communication function have increased and are expected to continue growing. However, most expect their headcount to remain the same.
- Top responsibilities included media relations, social media, and crisis communication. Communication functions were often combined with marketing.
This paper reveals the relationship of FTSE board and environment policy of t...Service_supportAssignment
This paper reveals the relationship of FTSE board and environment policy of their companies listed. According to Lovell and Liverman (2010) suggested that they are inspired in their reassessment of carbon trading procedures due to the lack of some world class standards and Also it is similarly deregulated by the deficiency of broadly recruited international standards or policy for intentional carbon reporting of carbon emission. Consolidating the analysis in regard to the investors’ wants for data has permitted the researchers for well understanding the various methods to evaluate the procedures that are used to develop the emission of carbon reports, and also hoping that the social world of monetary services mediators, controller and carbon consultancie
Effects of managing gender of employees in enhancing organizational performan...Alexander Decker
This document summarizes a research study on the effects of managing gender diversity to enhance organizational performance at Kenya Ports Authority. The study found that gender, age and marital status impact organization performance and success. It recommends that KPA recruit a more diverse workforce to improve decision making, understand customer needs better, and increase staffing flexibility. Managing diversity well through human resource policies and practices can reinforce these benefits. The background discusses how globalization requires more interaction among diverse people, so organizations must capitalize on diversity. Gender diversity can provide resources like market insight and innovation that lead to competitive advantage and higher performance, according to previous research.
TW-EU-2013-35497 Viewpoints_Diversity and inclusion_LRGonzalo Shoobridge
The document discusses embracing diversity and inclusion in the workplace. It notes that diversity covers many personal characteristics and can boost business performance by increasing globalization, changing workforce values, and improving reputation. Embracing diversity requires analyzing workforce composition data to identify gaps and understand trends. While increasing inclusion often improves engagement, organizations must also create a truly inclusive culture to see benefits like higher productivity and profits. Senior leadership support is essential to building an engaged workforce and implementing diversity initiatives effectively.
Working paper - Industrial Economics (only descriptive statistics)serena boccardo
Enterprise Surveys data gave almost no information on the total factor productivity performances of firms belonging to the former Soviet Union area. An analysis of gender gaps at the top - firm owners and CEOs - was suggested but not yet carried out.
The effect of CSR content and media on reputation and stakeholder communicati...Vera Engelbertink
This document provides an abstract and introduction for a master's thesis that examines the effect of CSR content and media on corporate reputation and stakeholder communication. Specifically, it aims to understand how intrinsic, extrinsic, and combined CSR messages as well as different media types influence a company's reputation and stakeholders' willingness to share or react to CSR messages. The introduction provides background on CSR and discusses how communicating CSR can have both positive and negative effects depending on stakeholders' perceptions of a company's motives. It proposes examining these concepts through an online experiment testing different message types and media on reputation and secondary communication outcomes.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The Communicator's Guide to Research, Analysis, and EvaluationSarah Jackson
This document provides an introduction and overview to the importance of research, analysis, and evaluation for public relations and communication professionals. It discusses the key challenges communicators face today, including managing the say-do gap, combating misinformation, mitigating reputation risk, embracing new skills and technologies, and demonstrating a quantifiable return on PR investment. Research, analysis and evaluation are important for communicators to make smarter, data-driven decisions, measure the impact of their work, and continuously improve their strategies and tactics. The document is a guide for PR leaders to apply these analytical practices and insights to strategic decision making, communication performance, and meaningful business contributions.
An Assessment of Collaboration Competencies as a Correlate for the Career Dev...ijtsrd
This study assessed Collaboration Competencies as a Correlate for the Career Development of Workers with Hearing Impairment in Fako Division, South West Region of Cameroon. Specifically, the study examined the extent to which certain indicators of collaboration competencies such as the ability to understand others, participatory ability, collaborative problem solving ability, team spirit and the ability to be tolerant can influence the career development of workers with hearing impairment in Fako Division South West Region of Cameroon. To achieve this, a case study research design was used and the sample of a sample of 39 persons were selected across the seven Sub Divisions of Fako. 15 workers with hearing impairment and 24 of their colleagues, made up the sample of the study. The sample emerged through the use of purposive and snowball sampling techniques. An interview guide and a focus group discussion guide were used for data collection. Interview and focus group discussion guides were analysed using the process of thematic analysis, whereby concepts or ideas were grouped under umbrella terms of key words with the support of Atlas Ti 5.2 Atlas Ti GMBH 2006 . The findings revealed that collaboration competencies play an important role to improve on the career development of workers with hearing impairment, by developing certain positive qualities in them such as flexibility, sociable, creativity, enjoy working together, collaborative working relationship, tolerant, demonstrative behaviour, the ability to understand others, the ability to be patient, to be empathetic, to be curious, the ability to manage change and the ability to understand oneself. These positive qualities of collaboration competencies possess by workers with hearing impairment, improves on their career development, by helping them to develop a collaborative working relationship, develop a competitive spirit, work very hard, be duty conscious, be job focused, job effective, gain environmental motivation, encourages them to learn from others, retain their job, be patients, develop new skills and to develop self pride. Agborbechem Peter Tambi | Orok Afor Betek Mary Espouse Tanyi Nkongho "An Assessment of Collaboration Competencies as a Correlate for the Career Development of Workers with Hearing Impairment in Fako Division, South West Region of Cameroon" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30871.pdf Paper Url :https://www.ijtsrd.com/humanities-and-the-arts/education/30871/an-assessment-of-collaboration-competencies-as-a-correlate-for-the-career-development-of-workers-with-hearing-impairment-in-fako-division-south-west-region-of-cameroon/agborbechem-peter-tambi
Promoting multidimensional teams has a positive impact on business outcomes. Female presence in company's executive bodies is essential to build business projects that are successful and long-term oriented.
During the meeting held by Woman's Week foundation and the Association of Directors of Communication in Spain (Dircom), Chief Communication Officer and companies, committed to equal opportunities and diversity, professionals discussed about CSR regarding gender diversity.
We are indeed living a shift of paradigm where companies are more sensitive to the economic importance of their role as social actors and the strategic and integrated management of key intangible assets such as reputation, brand, communication or public issues. We are immersed in the so-called "reputation economy".
The main advantages of promoting diversity within the corporation are the greater capacity of attracting and retaining talent, improvement of leadership and innovation strategies and a closer approach to key stakeholders for the company. In fact, the main idea of the concept of diversity is to optimize human resources presented by heterogeneous groups, this is to say, diverse regarding the gender, age, race or nationality of their members.
We are making progress in integrating diverse teams in the organization, but we are still below the goal of 40 % female board managers in companies set out by the European Parliament and the European Commission.
This insight addresses the current situation and future leadership, where diversity will play a major role for sure.
Barriers women in Senior Management face in across Public and Private sectorsVanessa C
This document summarizes a report that compares the rates of women in senior management positions across the public and private sectors in Australia. It finds that while women make up over half the public sector workforce, they only hold about 40% of senior roles. In the private sector, women represent 34% of managers but it is estimated it would take 177 years for equal representation. The summary discusses barriers like organizational culture, glass ceilings, and gendered work environments that have limited women's advancement. While equal opportunity laws have been enacted, the impact has been minimal and changes are still largely dependent on policies at the organizational level.
Lebanese Women in Business: Evidence from a Challenging and Evolving Lebanese...CSCJournals
This study aims to investigate the effect of corporate governance, corporate values and glass ceiling on opportunities and obstacles that face the career progress of women as compared to that of men in the Lebanese society. Accordingly, the study aims to represent a profile of Lebanese business women and their business, to explore gender differences in entrepreneurial characteristics in Lebanon, to challenge gender stereotypes, to identify problems unique to Lebanese women in setting up and running their business, to establish factors that lead to higher levels of Women entrepreneurship in Lebanon to suggest policies that may enhance the national level of Women business activity in Lebanon, and to discuss how Lebanese women can stay competitive.
Workplace demographics are changing dramatically, transforming how the people that make up businesses think and act and how managers engage with them. Changing needs and beliefs, and an evolving economic situation, mean that organisations are faced with substantial shifts in perspective, but also great opportunities to evolve.
This document summarizes a report about "boomerang workers" or retirees returning to the workforce. It finds that over 1/3 of global candidates perceive ageism as a barrier to their careers. Perceptions of ageism vary by country, with over half of candidates in Mexico seeing it as a challenge. While ageism remains an issue, some companies are addressing talent shortages by hiring retirees. The document outlines some advantages of hiring boomerang workers, such as cultural competence, institutional knowledge, and flexibility. It provides seven strategies for companies to develop talent pools of boomerang workers, such as emphasizing flexibility, leveraging referrals, and targeted outreach.
This document outlines the structure and objectives of a thesis on how main social and economic trends will affect HR departments. It analyzes three main trends - globalization, technology, and workforce diversity. It discusses how these trends are impacting organizations and the HR function. The HR department is changing from a focus on administrative tasks to strategic advisor roles requiring new skills in areas like people analytics, scenario modeling, and social networking. The conclusion is that while some current HR roles may be automated, HR will take on a more strategic role if it adapts to emerging trends and the changing skills needed of HR professionals.
The $3 Trillion Prize for Busting Bureaucracy (and how to claim it)Michele Zanini
Authored by Gary Hamel and Michele Zanini
Around the world, productivity growth has stalled out. While some hope that a “second machine age” will reverse the slump, we think that wringing bureaucracy out of the economy offers a more promising and less speculative route to boosting productivity. By our calculations, busting bureaucracy would add $3 trillion to economic growth in the US alone. Dismantling bureaucracy won’t be easy, but it has to happen—bureaucracy must die. The $3 Trillion Prize provides a detailed blueprint for abolishing the bureaucracy tax in your organization, and everywhere else.
This summary provides an overview of the "Woman Matter 2010" study by McKinsey & Company on gender diversity in corporate leadership. The study surveyed 1,500 business leaders and found that while some progress has been made, women remain underrepresented in corporate boards and upper management. Having more women in leadership is linked to better financial performance. Barriers like work-life balance challenges and lack of self-promotion hold women back. Companies can improve gender diversity through CEO commitment, training programs, flexible work policies, and setting diversity goals and metrics.
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Meghan Daily
Leaders are not actively engaged in driving innovation according to a study of leadership behaviors that support innovation. The study found that leaders more frequently demonstrated passive behaviors that accept ideas rather than active behaviors that challenge the status quo, prioritize time for ideation, or encourage information gathering over daily tasks. This indicates that leaders are not personally invested in innovation and do not make it a priority through their own active engagement.
Why does gender pay continue to exist in the modern workplaceLili Georgieva
A report investigating the reasons why does gender pay continue to exist in the modern workplace, developed as an assignment at the University Of Portsmouth in Managing Equality and Diversity Unit. Awarded with a 1st class result.
The document discusses a study on the evolving communication function within organizations. Key findings from the study include:
- Fewer than half of communication leaders said they were satisfied with their function's structure, though most felt it was effective.
- Responsibilities of the communication function have increased and are expected to continue growing. However, most expect their headcount to remain the same.
- Top responsibilities included media relations, social media, and crisis communication. Communication functions were often combined with marketing.
This paper reveals the relationship of FTSE board and environment policy of t...Service_supportAssignment
This paper reveals the relationship of FTSE board and environment policy of their companies listed. According to Lovell and Liverman (2010) suggested that they are inspired in their reassessment of carbon trading procedures due to the lack of some world class standards and Also it is similarly deregulated by the deficiency of broadly recruited international standards or policy for intentional carbon reporting of carbon emission. Consolidating the analysis in regard to the investors’ wants for data has permitted the researchers for well understanding the various methods to evaluate the procedures that are used to develop the emission of carbon reports, and also hoping that the social world of monetary services mediators, controller and carbon consultancie
Effects of managing gender of employees in enhancing organizational performan...Alexander Decker
This document summarizes a research study on the effects of managing gender diversity to enhance organizational performance at Kenya Ports Authority. The study found that gender, age and marital status impact organization performance and success. It recommends that KPA recruit a more diverse workforce to improve decision making, understand customer needs better, and increase staffing flexibility. Managing diversity well through human resource policies and practices can reinforce these benefits. The background discusses how globalization requires more interaction among diverse people, so organizations must capitalize on diversity. Gender diversity can provide resources like market insight and innovation that lead to competitive advantage and higher performance, according to previous research.
TW-EU-2013-35497 Viewpoints_Diversity and inclusion_LRGonzalo Shoobridge
The document discusses embracing diversity and inclusion in the workplace. It notes that diversity covers many personal characteristics and can boost business performance by increasing globalization, changing workforce values, and improving reputation. Embracing diversity requires analyzing workforce composition data to identify gaps and understand trends. While increasing inclusion often improves engagement, organizations must also create a truly inclusive culture to see benefits like higher productivity and profits. Senior leadership support is essential to building an engaged workforce and implementing diversity initiatives effectively.
Working paper - Industrial Economics (only descriptive statistics)serena boccardo
Enterprise Surveys data gave almost no information on the total factor productivity performances of firms belonging to the former Soviet Union area. An analysis of gender gaps at the top - firm owners and CEOs - was suggested but not yet carried out.
The effect of CSR content and media on reputation and stakeholder communicati...Vera Engelbertink
This document provides an abstract and introduction for a master's thesis that examines the effect of CSR content and media on corporate reputation and stakeholder communication. Specifically, it aims to understand how intrinsic, extrinsic, and combined CSR messages as well as different media types influence a company's reputation and stakeholders' willingness to share or react to CSR messages. The introduction provides background on CSR and discusses how communicating CSR can have both positive and negative effects depending on stakeholders' perceptions of a company's motives. It proposes examining these concepts through an online experiment testing different message types and media on reputation and secondary communication outcomes.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The Communicator's Guide to Research, Analysis, and EvaluationSarah Jackson
This document provides an introduction and overview to the importance of research, analysis, and evaluation for public relations and communication professionals. It discusses the key challenges communicators face today, including managing the say-do gap, combating misinformation, mitigating reputation risk, embracing new skills and technologies, and demonstrating a quantifiable return on PR investment. Research, analysis and evaluation are important for communicators to make smarter, data-driven decisions, measure the impact of their work, and continuously improve their strategies and tactics. The document is a guide for PR leaders to apply these analytical practices and insights to strategic decision making, communication performance, and meaningful business contributions.
An Assessment of Collaboration Competencies as a Correlate for the Career Dev...ijtsrd
This study assessed Collaboration Competencies as a Correlate for the Career Development of Workers with Hearing Impairment in Fako Division, South West Region of Cameroon. Specifically, the study examined the extent to which certain indicators of collaboration competencies such as the ability to understand others, participatory ability, collaborative problem solving ability, team spirit and the ability to be tolerant can influence the career development of workers with hearing impairment in Fako Division South West Region of Cameroon. To achieve this, a case study research design was used and the sample of a sample of 39 persons were selected across the seven Sub Divisions of Fako. 15 workers with hearing impairment and 24 of their colleagues, made up the sample of the study. The sample emerged through the use of purposive and snowball sampling techniques. An interview guide and a focus group discussion guide were used for data collection. Interview and focus group discussion guides were analysed using the process of thematic analysis, whereby concepts or ideas were grouped under umbrella terms of key words with the support of Atlas Ti 5.2 Atlas Ti GMBH 2006 . The findings revealed that collaboration competencies play an important role to improve on the career development of workers with hearing impairment, by developing certain positive qualities in them such as flexibility, sociable, creativity, enjoy working together, collaborative working relationship, tolerant, demonstrative behaviour, the ability to understand others, the ability to be patient, to be empathetic, to be curious, the ability to manage change and the ability to understand oneself. These positive qualities of collaboration competencies possess by workers with hearing impairment, improves on their career development, by helping them to develop a collaborative working relationship, develop a competitive spirit, work very hard, be duty conscious, be job focused, job effective, gain environmental motivation, encourages them to learn from others, retain their job, be patients, develop new skills and to develop self pride. Agborbechem Peter Tambi | Orok Afor Betek Mary Espouse Tanyi Nkongho "An Assessment of Collaboration Competencies as a Correlate for the Career Development of Workers with Hearing Impairment in Fako Division, South West Region of Cameroon" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30871.pdf Paper Url :https://www.ijtsrd.com/humanities-and-the-arts/education/30871/an-assessment-of-collaboration-competencies-as-a-correlate-for-the-career-development-of-workers-with-hearing-impairment-in-fako-division-south-west-region-of-cameroon/agborbechem-peter-tambi
Promoting multidimensional teams has a positive impact on business outcomes. Female presence in company's executive bodies is essential to build business projects that are successful and long-term oriented.
During the meeting held by Woman's Week foundation and the Association of Directors of Communication in Spain (Dircom), Chief Communication Officer and companies, committed to equal opportunities and diversity, professionals discussed about CSR regarding gender diversity.
We are indeed living a shift of paradigm where companies are more sensitive to the economic importance of their role as social actors and the strategic and integrated management of key intangible assets such as reputation, brand, communication or public issues. We are immersed in the so-called "reputation economy".
The main advantages of promoting diversity within the corporation are the greater capacity of attracting and retaining talent, improvement of leadership and innovation strategies and a closer approach to key stakeholders for the company. In fact, the main idea of the concept of diversity is to optimize human resources presented by heterogeneous groups, this is to say, diverse regarding the gender, age, race or nationality of their members.
We are making progress in integrating diverse teams in the organization, but we are still below the goal of 40 % female board managers in companies set out by the European Parliament and the European Commission.
This insight addresses the current situation and future leadership, where diversity will play a major role for sure.
Barriers women in Senior Management face in across Public and Private sectorsVanessa C
This document summarizes a report that compares the rates of women in senior management positions across the public and private sectors in Australia. It finds that while women make up over half the public sector workforce, they only hold about 40% of senior roles. In the private sector, women represent 34% of managers but it is estimated it would take 177 years for equal representation. The summary discusses barriers like organizational culture, glass ceilings, and gendered work environments that have limited women's advancement. While equal opportunity laws have been enacted, the impact has been minimal and changes are still largely dependent on policies at the organizational level.
Lebanese Women in Business: Evidence from a Challenging and Evolving Lebanese...CSCJournals
This study aims to investigate the effect of corporate governance, corporate values and glass ceiling on opportunities and obstacles that face the career progress of women as compared to that of men in the Lebanese society. Accordingly, the study aims to represent a profile of Lebanese business women and their business, to explore gender differences in entrepreneurial characteristics in Lebanon, to challenge gender stereotypes, to identify problems unique to Lebanese women in setting up and running their business, to establish factors that lead to higher levels of Women entrepreneurship in Lebanon to suggest policies that may enhance the national level of Women business activity in Lebanon, and to discuss how Lebanese women can stay competitive.
Workplace demographics are changing dramatically, transforming how the people that make up businesses think and act and how managers engage with them. Changing needs and beliefs, and an evolving economic situation, mean that organisations are faced with substantial shifts in perspective, but also great opportunities to evolve.
This document summarizes a report about "boomerang workers" or retirees returning to the workforce. It finds that over 1/3 of global candidates perceive ageism as a barrier to their careers. Perceptions of ageism vary by country, with over half of candidates in Mexico seeing it as a challenge. While ageism remains an issue, some companies are addressing talent shortages by hiring retirees. The document outlines some advantages of hiring boomerang workers, such as cultural competence, institutional knowledge, and flexibility. It provides seven strategies for companies to develop talent pools of boomerang workers, such as emphasizing flexibility, leveraging referrals, and targeted outreach.
This document outlines the structure and objectives of a thesis on how main social and economic trends will affect HR departments. It analyzes three main trends - globalization, technology, and workforce diversity. It discusses how these trends are impacting organizations and the HR function. The HR department is changing from a focus on administrative tasks to strategic advisor roles requiring new skills in areas like people analytics, scenario modeling, and social networking. The conclusion is that while some current HR roles may be automated, HR will take on a more strategic role if it adapts to emerging trends and the changing skills needed of HR professionals.
The $3 Trillion Prize for Busting Bureaucracy (and how to claim it)Michele Zanini
Authored by Gary Hamel and Michele Zanini
Around the world, productivity growth has stalled out. While some hope that a “second machine age” will reverse the slump, we think that wringing bureaucracy out of the economy offers a more promising and less speculative route to boosting productivity. By our calculations, busting bureaucracy would add $3 trillion to economic growth in the US alone. Dismantling bureaucracy won’t be easy, but it has to happen—bureaucracy must die. The $3 Trillion Prize provides a detailed blueprint for abolishing the bureaucracy tax in your organization, and everywhere else.
This summary provides an overview of the "Woman Matter 2010" study by McKinsey & Company on gender diversity in corporate leadership. The study surveyed 1,500 business leaders and found that while some progress has been made, women remain underrepresented in corporate boards and upper management. Having more women in leadership is linked to better financial performance. Barriers like work-life balance challenges and lack of self-promotion hold women back. Companies can improve gender diversity through CEO commitment, training programs, flexible work policies, and setting diversity goals and metrics.
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Meghan Daily
Leaders are not actively engaged in driving innovation according to a study of leadership behaviors that support innovation. The study found that leaders more frequently demonstrated passive behaviors that accept ideas rather than active behaviors that challenge the status quo, prioritize time for ideation, or encourage information gathering over daily tasks. This indicates that leaders are not personally invested in innovation and do not make it a priority through their own active engagement.
Character.org is a nonprofit that works with schools to develop character education curricula. It designates Schools and Districts of Character for implementing a rigorous 11-point framework focused on social-emotional learning and ethical development. Schools that earn the designation see benefits like improved test scores, decreased bullying, and increased community support. Character.org aims to cultivate character in more schools by lifting limits on annual designations and responding to demand for alternatives to a sole focus on testing.
This document discusses considerations for using mobile devices for learning and going paperless in training. It outlines three key objectives: 1) simplifying material logistics by distributing content electronically, 2) leveraging existing investments in mobile devices by using them for training, and 3) promoting environmental stewardship by avoiding paper-based materials. While mobile devices offer benefits like reduced costs and more convenient access to content, the document also notes challenges around technology complexity, user experience issues, suitability for all learning types, consistency of devices, and the environmental impacts of electronic versus paper-based materials. An overall assessment is that mobile devices show promise, but their ability to simplify learning depends on addressing current limitations of technology and user experience.
Web Based Solutions For Developing Exceptional Leaders And Teams Meghan Daily
DDI offers a range of web-based leadership and workforce development solutions to help organizations build exceptional leaders and teams. Their solutions include online courses, assessments, and performance support tools that can be blended across modalities. DDI's approach integrates needs analysis, learning delivery through multiple modalities, skill practice and application, and ongoing online performance support. Their proven solutions are based on research and instructional design and have been used to develop over 16 million leaders globally.
Whitehall Borough is a borough in Allegheny County, Pennsylvania founded in 1948. It was named one of the two most livable communities in the Pittsburgh metropolitan area by a corporate relocation services company. The borough has a mayor and seven council members who govern alongside an administrator and staff. Services include a 20-member police force and 10-person public works department.
Millennials make up a significant portion of today's workforce and will continue growing into leadership roles. Research shows that as a generation, Millennials tend to be confident, ambitious, and want frequent feedback and career development opportunities. They also prefer flexible work arrangements and value work-life balance. Some organizations have adapted practices to better support Millennials, such as more flexible schedules, mentorship programs, and frequent performance reviews. As Millennials rise to leadership, they will likely change the workplace in unknown ways as every new generation does.
This document discusses the organization and structure of hotel departments. It explains that hotels organize departments and staff to accomplish their mission through goals, strategies, and tactics. Key hotel departments include the front office, reservations, housekeeping, food and beverage, and support areas like accounting and engineering. The front office oversees guest services and operations. Within the front office are traditional roles like the bell staff who deliver items and assist guests.
Capella Human Resource Management Concepts and Business Challenges Discussion...stirlingvwriters
The document discusses concepts related to human resource management and challenges businesses face. It covers four main points:
1. The landscape of human resource management is changing as employees work across organizational boundaries in networks. Managing different generations also poses challenges as each has different expectations.
2. Further research is needed on engaging and motivating multiple generations in the workplace. Younger generations like Gen Z require different management approaches.
3. Managers at all levels influence human resource strategy but more research is lacking on their role in content adoption. Examining their influence could provide insights.
4. Networks require human resource models that consider issues like personnel matters across organizations and employment identity within networks.
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.
Running head: ANNOTATED BIBLIOGRAPHY 1
ANNOTATED BIBLIOGRAPHY 2
Annotated Bibliography
Arielle Black
Webster University
December 1, 2017
Annotated Bibliography
Fatma, I. K. (2017). The Level Of Wage And Labor Productivity In Hotel Industry: An Analysis. Eurasian Journal of Economics and Finance, 5(2), 36-50.
Wage is an aspect that happens today is high wage and high aggressiveness. Wage hypothesis that was created by Rees (1973) and Katz (1980) clarify that payment can't just be seen just as a generation cost yet additionally as a piece of a push to expand the work thriving and inspiration. This hypothesis is a wage effectiveness hypothesis, which expressed that organization's income can increment notwithstanding paying pay over the market wage harmony. Even though here the two specialists had ascertained the issue of work's quality however they have not achieved observational testing by building up specific model. Subsequently, the specialists saw this hole as a chance to unwind the marvels event to work and try to build up an exact model to see the impact of wage to profitability and variable that can quantify the nature of work and different factors that influence salary and efficiency at the same time.
The components utilized are the distinction between singular trademark, human capital, and nature of work life (Fatma, 2017). The approach of this exploration is constructivism approach through quantitative investigation procedure with concurrent condition framework. Examination unit in this exploration is work in friendliness industry. Estimation aftereffects of research demonstrate that instruction, preparing, knowledge, work hour and profitability have a critical positive impact on wage, while age and work status isn't massive. Nature of work life and payment have the enormous positive impact on profitability, while training, background, age, and work status have no huge impact. Imperative finding from inquiring about that preparation has a noteworthy implication for profitability however contrarily. Discoveries of this examination demonstrate that beneficial outcome of preparing to profitability will be greater in an association that ready to put resources into the workplace that help the work.
McGowan, M. A. (2017). Labor Market Mismatch and Labor Productivity: Evidence from PIAAC Data☆. In Skill Mismatch in Labor Markets, (pp. 199-241). Emerald Publishing Limited.
This paper investigates the connection amongst ability and capability confuse and work profitability utilizing cross-country industry information for 19 OECD nations. Using bungle pointers totaled from miniaturized scale information sourced from the current OECD Survey of Adult Skills (PIAAC), the principle comes about propose that higher aptitude and capability crisscross is related with bringing d ...
Managing Generational Differences in a Utility's WorkforceFrank Fletcher
This presentation aims to assist water utility managers (or any manager) by documenting the need for the industry to address the issues of a multigenerational workplace. It profiles the current demographic changes and their possible impact on a utility’s bottom-line. Then it explains the concepts of generations and the generation gap in today’s workplace. Multigenerational diversity as well as a system-wide approach for attracting and retaining workers from all generations is also explored. Specifically the issues of: motivation, communications and technology as well as knowledge transfer and management are addressed.
This document summarizes a study that examined the impact of workforce diversity on employee performance in Egyptian pharmaceutical organizations. The study surveyed 300 middle-level managers across five major pharmaceutical companies in Egypt. The results showed that gender and education background were significant factors in explaining differences in employee performance, while age diversity was not a significant factor. The document provides context on how workforce diversity can impact employee performance both positively and negatively, and outlines the study's methodology involving questionnaires distributed to managers across various pharmaceutical companies in Egypt.
1Running Head NATURE OF WORK 7NATURE OF WORK .docxnovabroom
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NATURE OF WORK
NATURE OF WORK
Claudia Rangel
CCMH 540 week 1
Career and Vocational Counseling
Mrs. Cinthya Yaptangco
November 14, 2018
The nature of work has changed considerably over time with various factors being attributed to this change. The first way in which the nature of work has changed over time is through the advent of more advanced technologies with the progression of history. Today technological breakthroughs for instance in robotics, artificial intelligence, microelectronics, computer-integrated assembly, and manufacturing. Moreover, the proliferation in digital telecommunications depicted in the global reach of the Internet have all impacted the nature of work throughout the generations of their creation (National Research Council, 1999). These new technologies have made the nature of work to shift from being predominantly physically intensive to being more intellectually challenging with more emphasis being placed on an individual’s technical ability rather than their physical capacities.
The second way in which the nature of the work has also experienced change over time is through the effect of the demographic constitution of the workforce. These have become evident in the increasing presence of women in the workplace, the enhancement in the levels of cultural diversity in the workplace, and improvements in the education levels of the workforce. These factors have worked over the progression of time in changing the nature of vocation (National Research Council, 1999). These changes in the demography of the workforce have the led to a alteration in the forms of work since the labor market can get a more skilled workforce. Through the greater inclusivity of the hiring criteria, the improved educational qualifications of the workforce among other factors have helped in making the workplace to be more conducive and accommodating with the progression of time.
There have been significant changes in the attitudes towards work seen amongst people from different generations through the progression of time. The leading cause of conflict in the workplace, between generations, has been attributed to the perceived decline in the work ethic with the progress of time. For example generation, X has been tagged as the ‘lazy’ generation (Adams, 2000). The employers have made the complaint that younger workers do not display commitment in their output and only work the required hours and rarely go beyond its limits. The boomer's generation is known to be workaholics and is known to have started the trend. In addition to this, the traditional attitude to work has been in the description that they are the hardest working generation.
The nature of the relationship between work and personal life is often left unexamined because most people prefer to separate these two areas of their lives and to treat them as separate entities. Despite this, various connections have been found between the activities t.
The document discusses how companies can prepare for the transition from Baby Boomer to Millennial workers. Millennials have very different expectations around technology use than previous generations. To attract and retain Millennial talent, companies need to embrace new technologies like mobility, BYOD, social media, and cloud-based solutions. Making these transitions gradually through careful planning can provide current benefits while ensuring a company is prepared for the future workforce.
This document discusses managing a multi-generational workforce. It notes that by 2020, Gen Y will represent 44% of the US workforce and outlines key differences between generations like their views on work-life balance, job stability, and technology experience. To engage multiple generations, the document recommends improving feedback mechanisms, promoting connectivity using social tools, evaluating the employee experience, and facilitating positive dialogue about generational issues. The overall message is that embracing diversity across generations can provide benefits if leaders adapt their mindsets and processes.
Gen Now - Understanding the Multi-Gen Workforce and the Coming Leadership Def...Kelly Services
The document discusses strategies for engaging a multi-generational workforce. It notes that the modern workforce includes Baby Boomers, Gen X, and Gen Y employees who have different expectations of work. To be successful, organizations must adapt their mindsets and processes to genuinely integrate the learning and leadership styles of all generations. The document recommends improving feedback mechanisms, promoting connectivity, evaluating the employee experience, and facilitating positive dialogue about generational differences to engage a multi-generational workforce.
1CHANGES OF ORGANIZATIONS9CHANGES OF ORGANIZATIONSEttaBenton28
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Discussion Board 4: Changes of Organizations
John Ireland
Author Note
John Ireland
I have no known conflict of interest to disclose.
Changes of Organizations
Introduction
Organizational changes and reengineering are as old as organizations' existence and even referenced in the bible. The story of Moses and his father-in-law (King James Bible, 1769/2017, Exodus 18:13-27) discussing the people's judgment is an example of how delegation of authority can be implemented and handed down to others to complete the same judgment that Moses was employed and responsible for. It is equivalent to organizational leadership delegating authority to make decisions and effect changes with the limited risk involved. It is one of the first examples of a loosely coupled system. A loosely coupled system reduces the risk that a change made within one element will create unanticipated changes within other elements (Tech Target, 2011). Today, organizational changes have several factors of consideration by an organization to reduce the risk associated with decisions to implement changes. Those factors include the organizational structure, the current strategy, and the environmental impact on the market and industry.
The Covid-19 pandemic that hit the world stage in early 2020 is a prime example of recent changes that affect the changes that impact organizational operations today. The changes included a teleworking environment where employees considered non-essential to the traditional in-person approach could work using technology platforms to communicate and remain productive at a safe distance, not infecting or becoming infected by a deadly virus. Like anything encountered in life that is not ideal, knowing that God has a plan already in place for us and digging deep to persevere for a better day is essential to come out victorious on the other side. Merida, Platt, and Akin (2015) say “we should be reminded of the grace of God, who brings refreshing fall-like seasons in our life (Merida, Platt, & Akin, 2015, p.277).”
Remote Workforce
An emerging switch in how organizations had to adapt and rapidly respond to a change to the working environment that affected millions around the globe was a remote working environment to continue operations. Something considered impossible became a welcomed necessity to continue operations and maintain the same level of service and production as before the pandemic hit. The rise in how many organizations embraced and executed a telework posture almost quadrupled.
Early estimates suggested that, due to the pandemic, approximately 50% of the European workforce worked remotely compared with 12% prior to the pandemic (Ahrendt, Cabrita, Clerici, Hurley, & Leončikas, 2020). Private sector organizations were moving toward telework as an option to continue operations, and the public sectors were as well. The Department of Defense (DoD) identified non-essential or non-cr ...
Employee Attraction and Retention in the 21st CenturyShane van Staden
This document discusses employee attraction and retention challenges in the 21st century. It notes that talent, defined as competence, commitment and contribution, is crucial for competitive advantage but difficult to find and retain. Retaining talent is particularly challenging due to changing worker demands like those of millennials who expect career growth, meaningful work and flexibility. The document recommends organizations change their culture to focus on developing employees, use performance analytics to provide feedback and recognition, and link this to succession planning to improve retention.
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
Employability and career_success_bridging_the_gap_between_theory_and_realityNorhidayah Badrul Hisham
This document summarizes the key findings from psychological research on employability and career success. It discusses two perspectives:
1) What psychologists prescribe based on research finding cognitive abilities, personality, and educational achievement determine career success. However, the effects of these factors are modest.
2) What employers actually want, which is social skills. Employers prefer candidates that are rewarding to deal with over cognitive ability.
The document proposes a model to bridge the gap between these perspectives by conceptualizing employability in terms of employers' perceptions of a candidates' ability to get along with others, learn and do the job, and be productive. It suggests future research should examine the psychological determinants of these employer attributions.
This document summarizes a research study that examined the relationship between work-life conflict and employee turnover intention in the Sri Lankan apparel industry, with a focus on the mediating role of job satisfaction. The study hypothesized that: 1) there is a negative relationship between work-life conflict and job satisfaction, 2) there is a negative relationship between job satisfaction and turnover intention, 3) there is a negative relationship between work-life conflict and turnover intention, and 4) job satisfaction mediates the relationship between work-life conflict and turnover intention. A survey was administered to 100 operational employees across 10 apparel companies, measuring work-life conflict, job satisfaction, and turnover intention. The results found support for the hypotheses and
Myths exaggerations and uncomfortable truths executive reportSyl Cotter
The document summarizes research from a study comparing the preferences and behaviors of Millennials (aged 21-34), Gen X (aged 35-49), and Baby Boomers (aged 50-60) in the workplace. The research debunks five common myths about Millennials. Myth 1 is that Millennials' career goals are different, but the study found they want similar things. Myth 2 is that Millennials want constant praise, but they value fairness most in bosses. Myth 3 is that Millennials are addicted to sharing online, but they prefer face-to-face learning and respect boundaries. Myth 4 is that Millennials can't decide without crowdsourcing, but they and Gen X
This document summarizes a study on employees' perceptions of workforce diversity and its impact on job satisfaction in a South African public service department. The study investigated how employees view diversity in their workplace and whether diversity affects their job satisfaction. A sample of 90 employees completed a questionnaire assessing the impact of 7 factors (age, marital status, ethnicity, income, tenure, qualifications, job title) on employee commitment. 5 factors were found to potentially impact commitment, but gender did not have a significant effect. The study aimed to identify employees' views of diversity, examine how diversity relates to job satisfaction, and provide recommendations to address problems caused by diversity. It used the similarity-attraction theory as a framework to hypothesize that positive attitudes towards diversity
For over a decade the Chartered Institute of Public Relations
(CIPR) has conducted industry-wide research exploring issues
and challenges facing the public relations profession.
We use this data to report on trends and provide industry leading insights on topics including where practitioners work, what they do, how much they earn, and much more.
This year’s study provides a focus on how the industry is
adapting to life beyond the pandemic and what this has meant to those working in the profession.
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
This document discusses the evolution and promise of e-learning and technology-assisted learning. It notes that while e-learning was initially predicted to replace classroom learning, it has instead become an important complementary component. E-learning offers benefits like reach, scalability, consistency, and lower costs, but also has limitations like a lack of human interaction and suitability for all purposes. The document advocates for a blended approach, combining e-learning with other modalities like instructor-led training to leverage different strengths and overcome weaknesses. It provides examples of how a blended solution can better develop leadership skills that require practice and behavior change.
Frontline leaders are often average in their performance and development. This has negative implications for organizations, including loss of productivity, engagement, and profitability. There are two main reasons for this:
1. The selection of frontline leaders is often left more to chance than a deliberate process, relying too heavily on manager recommendations rather than validated tools like simulations, tests, and behavioral interviews.
2. Interpersonal skills are the most common reason frontline leaders fail, as developing these skills is often overlooked in leadership development.
Organizations that use validated selection tools and prioritize interpersonal skills development have stronger leadership pipelines and report their frontline leaders as more capable and confident. However, most organizations are only doing an
Guidebook to optimizing your leadership pipelineMeghan Daily
The document outlines best practices for optimizing a company's leadership pipeline. It discusses 5 best practices: 1) beginning with business goals, 2) defining leader profiles, 3) managing leadership transitions, 4) creating acceleration pools for high potentials, and 5) assessing readiness for promotion. Additional tips include securing senior leadership buy-in, focusing on business drivers, effective onboarding, using validated assessment tools, balancing global and local strategies, and sustaining efforts over time. The overall goal is to have the right leaders in place to drive business success.
The report benchmarks leadership and talent management practices to evaluate their effectiveness. It includes responses from thousands of organizations around the world representing major industries. The findings will help organizations improve their leadership development and talent management strategies for future success.
Ensure that your development initiatives build better knowledge, skills, and experience to improve performance
and raise engagement in the new business landscape.
Pacific Seafood is the largest vertically integrated seafood company in the Western Hemisphere. For over 70 years, it has operated according to its Diamond Philosophy which emphasizes teamwork, quality, productivity and excellence. To reinforce this culture as the company has expanded, Pacific Seafood developed a two-pronged leadership training strategy including an e-learning program called Pacific Seafood University and targeted leadership courses from DDI. This training has helped leaders better embody the company's values and created a more professional and accountable work environment.
The credit union implemented a formal leadership training program called Management in MOTION to develop its managers' leadership skills and prepare for future growth. The three-year program includes courses, assignments, and assessments to reinforce new behaviors. It has helped create a culture of open communication, increased confidence and willingness to take on leadership roles. As a result, Numerica now has a strong pipeline of leadership talent and its recruitment and retention efforts have been enhanced.
Moen, a leading manufacturer of kitchen and bathroom fixtures, launched a leadership development program for its frontline supervisors after an employee survey revealed an opportunity to improve supervisory skills. The company partnered with DDI to develop a 10-course program delivered over 20 months to over 60 supervisors. The program improved supervisory coaching and communication skills, increased employee trust in supervisors, and helped Moen realize its goal of engaging and developing its workforce.
Women as Mentors Does She or Doesn’t She? A Global Study of Businesswomen and...Meghan Daily
In 2012, there were no more women in top leadership positions at Fortune 500 companies than in 2011.
There are a few who successfully make it to the top of their field, but it is a long, hard climb. Among them are familiar names like Meg Whitman, Oprah Winfrey, Indra Nooyi, and Hillary Rodham Clinton.
These are all very different women—from different backgrounds, with different education and careers spanning different industries. What they do have in common is the role that mentoring played in helping them along the way.
Driving Workplace Performance Through High-Quality Conversations. What leader...Meghan Daily
Conversations are the lifeblood of leadership. When leaders are adept at conversations they do much more than communicate effectively—they drive stronger business results.
This report:
Defines the Interaction EssentialsSM and show how leaders build relationship capital through their use.
Draws on real assessment analytics across thousands of leaders to deliver a report card on how leaders are doing when it comes building relationship capital.
Provides recommendations on what leaders can do to build the value of their relationship capital.
Foster Wheeler, a global engineering and construction company, recognized the need for a consistent approach to developing leadership talent worldwide. They partnered with DDI to design customized assessments for senior leaders and launched Learning to Lead, a frontline leadership program using DDI's Interaction Management courses. Delivered globally by internal facilitators, Learning to Lead improved leadership skills and behaviors for over 1,500 leaders, as shown in surveys. Senior leader support helped reinforce the new skills and make leadership development a business priority. The flexible, locally-implemented approach ensured relevance across business units.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
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Generational Differences
Running head: GENERATIONAL DIFFERENCES IN COMPETENCY PERFORMANCE
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This study investigated potential differences between Millennial-generation and older
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managers in a cross-organizational sample. Ratings of Millennials’ overall performance was
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4. Page 3 of 31
Generational Differences
3
A Multi-Cohort Examination of Generational Differences in
Competency-based Performance and Engagement
Within the context of a strong interest in actively recruiting, managing and leveraging the
skills of a diverse employee workforce, organizations have displayed increasing interest in and
have drawn broader implications from research into potential distinctions among employee
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subgroups, and generational effects have received extensive attention in recent years. This
attention is likely due to the impending retirements of a large Baby Boom generation, which in
turn has created an imbalance between jobs to be filled, and sufficiently-skilled new workforce
entrants to fill them. This degree of imbalance is such that growth in the labor force itself may be
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threatened in the forthcoming decades (Toossi, 2007). This excess of employee “demand” may
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have expanded the proportion of candidates from the newest generations who are considered
viable for employment. Because of this, organizations may face pressure to be less selective in
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who they hire; instead, they must recognize and prepare for a new generation “as is,” including
their strengths and weaknesses in terms of on-the-job performance.
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The generation currently entering the workforce, and therefore a primary focus of recent
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attention, has been defined as the “Millennial” generation, with birth years between 1977 and
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2000. Similar to prior generations defined using a cohort-based approach to categorization,
Millennials are classified based on the premise that the values and behaviors of individuals
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within this cohort would be similarly shaped by defining events, most notably for this particular
generation the 9/11 attacks and the emergent omnipresence of the Internet (Howe & Strauss,
2007). Although inherent conceptual and methodological risks with a generational perspective on
employee categorization have been noted by numerous authors (e.g., Deal, 2007; Macky,
Gardner, & Forsyth, 2008; Sullivan, 2008), it nonetheless remains a salient area of interest for
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5. Human Performance
Generational Differences
4
organizations facing tangible challenges with staffing and retaining the workforces that will
define their future productivity and growth. With organizations seeking detailed guidance on
these issues, it is important for researchers to conduct targeted investigations on this topic to
inform research-guided recommendations, as a counterpoint to the extensive but not peerreviewed publications, many of which are based on anecdotal and/or small-scale examples.
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The popular press frequently asserts that the Millennial generation differs notably from
earlier generations in terms of workplace preferences and performance. Millennial workers
reportedly prefer more collaborative work settings, adapt more quickly to change, are less
engaged in their work, and are more likely to change jobs frequently (e.g., Hulett, 2006).
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Other popular publications suggest Millennials prefer time on the job for socializing with friends,
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want all processes (e.g., job training) tightly integrated with current technology, and demand
constant praise and recognition for their workplace contributions. The purpose of this paper is to
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empirically-investigate these common stereotypes to uncover whether they are
overgeneralizations or whether they accurately reflect some observable differences in behavior
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between Millennials and the generations that came before them.
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A secondary aim of this paper is to provide additional context for interpreting the data. In
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addition to comparing behaviors of Millennial and older groups within a multi-year sample, we
partitioned the available samples into three timeframes based on when the data were gathered.
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We then used the age of Millennials in the present day to classify employees from each
timeframe into equivalent age categories. Finally, we compared the magnitude of performance
and engagement effects between these timeframes, in an attempt to disentangle generation
effects from the conflating effects of age. Given that the concept of a “generation gap” did not
arise with the Millennial generation – Deal (2007) provides quotations indicating signs of such
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6. Page 5 of 31
Generational Differences
5
perceived distinctions as early as 400 B.C. – a cohort-based perspective may provide insights
into whether and how current effects differ from effects obtained in prior comparisons.
Job Performance of Millennials
Compared to earlier generations, Millennials are often viewed as more difficult to
manage and retain as employees. While a moderate degree of research has been conducted
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regarding the work preferences and motivations of Millennials (e.g., Rawlins, Indvik, & Johnson,
2008; Taylor, Morin, Parker, Cohn, & Wang, 2009), very little empirical research exists
regarding the relative job performance of younger generations as compared to their predecessors
(Macky et al., 2008). In one of the few empirical studies to investigate this issue for Generation
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X, the generation immediately preceding Millennials, Sessa, Kabacoff, Deal, and Brown (2007)
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compared multisource feedback ratings of leaders from various generations. Due to the small
sample sizes available for Millennial leaders (based on the small number of individuals
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achieving a leadership role early in their career), they were not able to include this group in their
comparisons. However, for Generation X leaders Sessa and her colleagues observed stronger
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usage of individualistic rather than collectivist leadership styles. Although either of these styles
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may be effective in certain employment settings, this finding does suggest that Generation X
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employees may differ from the preceding generations in terms of how they interact and work
with others.
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In terms of the Millennial generation specifically, but based on survey findings rather
than structured performance information, jobfox (as cited by American Society for Public
Administration, 2008) found that only 20% of corporate recruiters considered Millennials
“generally great performers” and gave much higher ratings to those in other generational
categories (e.g., 58% had highly favorable perceptions of Generation X workers). These
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7. Human Performance
Generational Differences
6
perceptions align with many of the anecdotal remarks regarding the job performance of
Millennials found in the popular press and trade journals. For example, Hulett (2006) reported
that Millennials are strong multi-taskers and agile learners, drawing upon their interactions with
technology from an early age. Because the formal literature on generational differences in job
performance is limited, research in the area of age and job performance may also be informative.
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Because Millennials are also currently the youngest generation, our hypotheses will also draw
upon the more developed literature surrounding age differences in job performance, while
recognizing the importance of addressing the conflating nature of age versus generation effects.
Because we are unable to conclusively separate Millennials from younger employees, however,
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for our formal hypotheses we use the phrase “Millennial/Younger” to refer to this subgroup.
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One approach to partially address the issue of determining which effects are due to
generation and which are due to age is to compare the current Millennials cohort (based on their
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current age range within the employee population) with similarly-aged cohorts for whom
performance information was gathered at earlier points in time. Specifically, we compare the
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current cohort of Millennials (birth years of 1977 and later or on average, a maximum age of 31
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in the most recent studies available for our analysis sample) to individuals 31 years of age and
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younger in datasets gathered between 2002 and 2004 (birth years of 1972 and later) and between
1997 and 1999 (birth years of 1967 and later). The limited research into differences by
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generation on competency-based job performance does not allow us to hypothesize specific
effects; however, we view it as a potentially informative research question regarding how
“young” employees in the current 2007-2009 workforce (i.e., Millennials) compare to “young”
employees in the workforces of 2002-2004 and 1997-1999. These latter workforces would
include a proportion of Millennials, but they would also include members of the previous
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8. Page 7 of 31
Generational Differences
7
generation, Generation X. The “Older” categorization also varies within these cohorts such that
in the more recent sample this aligns directly with the Generation X/Millennial transition;
however, in the earlier cohorts the transition to “Older” as defined by age includes only the
earlier portion of Generation X rather than that full generation.
Job Performance and Age
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Research into age-related differences in overall job effectiveness (e.g., McEvoy & Cascio,
1989; Ng & Feldman, 2008) has generally detected low-magnitude positive linear relationships
between these variables. In the most recent large-scale investigation of these relationships, a
meta-analysis conducted by Ng and Feldman (2008), the corrected correlation between age and
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supervisor-rated core task performance was estimated to be 0.03. However, these authors also
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observed substantial variability in this relationship, suggesting that different facets of job
performance may be predicted to varying degrees. Through subsequent moderator analyses, they
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observed correlations ranging from -0.04 for performance in training programs to 0.28 for
punctuality (reverse-coded from tardiness). This pattern of findings suggests that exploring age-
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performance relationships, as well as generation-performance relationships, at an overall level
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may obscure a more varied set of linkages existing among sub-elements of job performance
(Cleveland & Lim, 2007).
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In the current research, we seek to expand upon the potential limitations of an exclusive
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focus on overall performance by utilizing a competency framework to attempt further explication
of the complex age-performance relationship. Competency-based approaches to defining
individual characteristics linked to job success are important foundations for understanding and
addressing differences among employee groups because, in comparison to more traditional taskbased approaches, they are viewed to be superior in informing training and development-oriented
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9. Human Performance
Generational Differences
8
HR applications (Schippmann et al., 2000). Drawing upon previous research where applicable
and to a lesser extent, on popular characterizations related to generational issues, we propose
several hypotheses regarding job performance differences among generational categories.
First, we identified Applied Learning, or assimilating and applying new job-related
information in a timely manner, as a competency linked closely to fluid intelligence, which has
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been shown to decrease for older adults (e.g., Horn, 1982) and to reach maximum levels for an
individual in his or her early twenties (e.g., Schaie, 1996). Accordingly, we predicted that
performance in this competency would be higher for Millennial/Younger employees.
Hypothesis 1: Applied Learning performance will be higher for
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Millennial/Younger than for Older employees.
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Certain competencies are reflective of personality constructs which differ by age, with
Adaptability being one such example. Adaptability is defined in competency terms as
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maintaining effectiveness when experiencing major changes in work responsibilities or
environment, and making effective adjustments to new work conditions. We identified Openness
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to Experience as a related personality facet which has been shown to decrease for older
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individuals (e.g., Roberts, Robins, Caspi, & Trzesniewski, 2003), guiding our prediction for this
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competency.
Hypothesis 2: Adaptability performance will be higher for Millennial/Younger
than for Older employees.
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Conscientiousness has been shown to increase for older individuals (e.g., Roberts et al.,
2003), which may have implications for work activities drawing heavily upon this attribute. In
addition, the response categories of “Work Ethic” and “Morality/Ethics/Beliefs” were among the
most commonly-cited distinctions between generational categories from a recent survey
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10. Page 9 of 31
Generational Differences
9
conducted on the topic by the Pew Research Center (Taylor et al., 2009). In Deal’s research
(2007), the value of Integrity was also identified as a top ten most important value by only 39%
of “late Generation Xers” (overlapping in birth years with the current characterization of
Millennials) as compared to an average of 68% for the preceding four generational categories.
Based on these findings, we predicted that performance on the competencies of Work Standards
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(defined as setting high standards of performance for oneself and for others and taking
responsibility for work outcomes) and Integrity (defined as adhering to social, ethical, and
organizational norms and to codes of acceptable conduct) would be higher for Older individuals.
Hypothesis 3: Integrity performance will be higher for Older than for
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Millennial/Younger employees.
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Hypothesis 4: Work Standards performance will be higher for Older than for
Millennial/Younger employees.
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Anecdotes and many of the popular press publications cite a high degree of comfort by
Millennials for group-oriented activities and frequent communication with others. However, our
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prediction for the competency Collaboration, defined as working effectively and cooperatively
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with others and establishing and maintaining good working relationships, is guided by the
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finding of Sessa et al. (2007) that later-generation individuals were more likely to use an
individual rather than a consensual interaction style, as well as by the common characterization
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Human Performance
of the Millennial group as a “me” generation (e.g., Macey & Schneider, 2008). It may be the case
that group interactions in a social setting, often conducted remotely using technology, may not
translate into effectiveness interacting directly with others (of a more varied age range than one’s
peers) for interdependent tasks in a work setting.
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11. Human Performance
Generational Differences 10
Hypothesis 5: Collaboration performance will be higher for Older than for
Millennial/Younger employees.
We also investigated exploratory research questions related to several additional
competencies commonly identified as important for these roles, Communication, Customer
Orientation, Decision Making, Managing Work, and Initiative. For these competencies, we did
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not propose a priori hypotheses due to the limited insight provided by existing research. We also
explored potential differences in Overall Performance – we do agree with authors (e.g.,
Cleveland & Lim, 2007) suggesting that such a level of analysis can obscure more meaningful
and interpretable effects at the competency level. However, we nonetheless included this analysis
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facet in order to facilitate comparisons with other research and to explore the possibility that
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competency effects may counterbalance in their contribution to overall job effectiveness.
Engagement
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Macey and Schneider (2008) proposed a model of employee engagement that
distinguishes three components: a psychological state, a manifestation of behaviors, and a
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popular press perceptions regarding Millennials. Behaviors such as putting in extra effort on the
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job, seeking out opportunities to make contributions to the workplace, taking initiative, and
intentions to stay with an organization are all associated with these behavioral aspects of
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engagement. This view of engagement is shared by most industry approaches to engagement and
is often conceptualized as a combination of satisfaction and involvement (Wefald & Downey,
2008).
The popular press is replete with anecdotal examples stating that Millennials are
disengaged. For example, a Business Week article (Pallavi, 2005) used terms such as spoiled,
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12. Page 11 of 31
Generational Differences 11
overindulged, disengaged, and self-absorbed to describe this generation. Related to these
conceptions, Millennials are often perceived as job hoppers that do not expect long-term
relationships with a single employer (Alsop, 2008). Alsop contends that these individuals grew
up in an environment that rewarded and catered to individual interests and that they are therefore
more likely to seek out environments that offer flexibility and work life balance. The argument is
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made that because Millennials expect to have their needs catered to, they are not as likely to be
loyal to a single organization, to accept criticism, or to take initiative (Knowledge@W.P.Carey,
2008). The consulting firm BlessingWhite (2008) conducted a global survey of over 7500
employees and reported that a greater percentage of Millennials across a wide range of
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geographic regions were disengaged as compared to their counterparts from other generations.
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These findings translate into views that Millennials are predisposed to be less engaged
and are therefore more difficult to manage than their colleagues from previous generations. To
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counter this perceived effect, managers are often encouraged to adjust their leadership styles to
these so called ‘unique’ aspects of Millennials’ needs (Alsop, 2008) and accordingly,
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organizations appear to be continually seeking prescriptions for dealing with this generation.
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Research on the relationship between employee engagement and tenure and age has been
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mixed. Following a review of the literature on employee engagement, tenure, and age, a report
by The Conference Board (Gibbons, 2006) found trends indicating that employee engagement
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was linked to length of service and that factors influencing engagement were likely to shift as
employees aged. For example, they reported a frequent finding that employees early in their
tenure with an organization were more likely to be engaged than those with moderate levels of
tenure and that older employees were likely to be employed longer by their current employer
than younger employees. Harris Interactive (2005, as cited in Gibbons, 2006) found that a larger
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13. Human Performance
Generational Differences 12
percentage of employees over the age of 55 agreed with the statement “a great deal of my pride
comes from my work” than did employees under the age of 35. Based on this collective although
not entirely uniform set of prior research, we predict higher engagement levels for Older
employees.
Hypothesis 6: Engagement will be higher for Older than for Millennial/Younger
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employees.
Method
Our research sample includes data gathered from customer service employees
(engagement) and their managers (performance) from 19 organizations. Employees completed a
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proprietary measure of employee engagement. Collection of competency-based performance data
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followed a consistent approach involving manager rating sessions preceded by frame-ofreference and rater error training. In these sessions, supervisors evaluated employees using 4 to 6
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behavioral statements for each of 8 to 12 competencies. These competencies were established
through job analytic activities which included interviews, job observations, focus groups,
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surveys, confirmation surveys, and stakeholder reviews. Performance ratings were utilized for
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research purposes only and were described to participants as such; ratings were not made
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available to the client organizations and no administrative decisions were possible on the basis of
the information. Within each organization, we standardized ratings such that performance
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reflected an employee’s performance relative to others within their respective organizations.
Our analysis sample size comprises 3766 employees with age data available; of these
individuals, 1478 (39.2%) were classified as Millennial/Younger employees based on their
birthdates of 1977 or later and 2288 (60.8%) were classified as Older employees based on
birthdates of 1976 or earlier. Although our “Older” group in fact includes individuals from a
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14. Page 13 of 31
Generational Differences 13
range of preceding generations (e.g., Generation X and Baby Boomers), due to the largely
exploratory nature of our study we wished to focus our analysis on the distinctions between the
Millennial generations and all previous generations as a set. Our study investigates three types of
research questions: first, main effects of competency-based performance by generation; second,
main effects of engagement by generation; and third, changes in the magnitude of these effects
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from the 1997-1999 to the 2002-2004 and to the 2007-2009 timeframe.
Measures
Engagement. The engagement measure used was the E3, a proprietary 17-item
standardized survey developed by the consulting firm Development Dimensions International
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(DDI). This survey measures employees’ perceptions of personal meaning and motivation in
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their work, positive interpersonal support from their company and work unit, and efficiency
within their work environment.
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Competency-Based Job Performance. Competencies used as the basis for employee
performance ratings were drawn from the competency library of DDI. This taxonomy has been
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developed and refined for approximately 40 years based on job analyses conducted across a
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range of organizations, positions, and industries. Competencies were developed to be clearly
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defined, independent from other competencies, and behaviorally-observable. DDI has evaluated
and observed substantial correspondence between this competency model and generalized
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models such as those developed by the National Skill Standards Board (NSSB; Herman,
Bramucci, Piala, & Litman, 2000) and the Occupational Information Network (O*NET;
Peterson, Mumford, Borman, Jeanneret, & Fleishman, 1999), as well as numerous models from
other consulting firms and individual organizations. For this study, we limited our group
comparisons to the most frequently-observed competencies based on job analyses conducted on
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15. Human Performance
Generational Differences 14
customer-facing positions as listed in Table 1. We also included an index of Overall
Performance, which was calculated by unit-weighting and averaging all individual competencies
included within each study.
Analysis/Results
In order to avoid excessive influence over the findings by a particular organization’s
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sample, we randomly sampled within organization such that no more than 1000 individuals were
included from each. Although this sampling approach reduced our analysis sample sizes, we
viewed it as an appropriate procedure to potentially increase the cross-organizational
generalizability of the Millennial/Younger-Older employee comparative results.
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We conducted ANCOVAs comparing competency-based performance and engagement
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between Millennial/Younger and Older-generation employees. In these comparisons, in order to
reduce the potentially conflating effects of job tenure, we included this variable, measured in
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months, as a covariate in the analyses. The evaluation level for this covariate varied slightly
between competencies based on sample variations, with a minimum value of 22.2 months and a
Competency-based Job Performance
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maximum value of 27.5 months.
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Group-level sample sizes for these comparisons ranged between 650 (for
Millennial/Younger employees on Integrity) and 1866 (for Older employees on Building
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Customer Loyalty and Overall Performance). We converted F-statistics to d-values to compute
standardized effect size differences for all comparisons; positive d-values indicate higher
performance for Millennial/Younger employees as compared to Older employees. Results for our
performance comparisons are presented in Table 1, including significance levels and effect sizes
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16. Page 15 of 31
Generational Differences 15
for the comparisons—all results discussed below are significant unless otherwise noted. A
graphical display of the mean differences between the two groups is also presented in Figure 1.
For Overall Performance, group differences were not significant and the resulting effect
size was small (d = -0.045). We observed significant performance differences in the expected
direction favoring Millennial/Younger employees for 2 of the competencies included in the
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analyses: Applied Learning (Hypothesis 1) and Adaptability (Hypothesis 2), p < .01. In addition,
for Managing Work (exploratory research question), we found a small trend favoring
Millennial/Younger employees but it fell short of significance (p = .07). We observed
performance differences favoring Older employees for 3 of the competencies hypothesized,
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supporting Hypotheses 3, 4, and 5 (i.e., Collaboration, Work Standards, and Integrity). In
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addition, Older employees outperformed Millennial/Younger employees on two additional
competencies explored but not directly hypothesized: Customer Orientation and Initiative.
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Engagement
For Engagement (Hypothesis 6), we observed significant differences between the groups,
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after controlling for job tenure, such that Older employees reported stronger levels than
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Millennials/Younger workers, F = 6.28, p < 0.01, d = 0.108.
Cross-Cohort Analyses
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A key challenge when evaluating generational differences is to disentangle these effects
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from effects due to age alone. In an attempt to partially separate these two types of effects and as
a secondary analysis to the overall (across all validation study samples regardless of year
conducted) group differences reported above, we split the sample into three portions based on the
timeframe when the data were gathered, and we classified employees from each timeframe into
Millennial-equivalent age categories. That is, because Millennial employees in our most recent
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17. Human Performance
Generational Differences 16
sample timeframe (2007 to 2009) were 31 years of age or younger, we compared employees of
this age group to older individuals for all three timeframes for which data were available. We
viewed the trend in these differences from the 1997 to 1999 timeframe, to the 2002 to 2004
timeframe, to the 2007 to 2009 timeframe to potentially be indicative of how generational effects
may diverge from age-based effects on competency-based performance.
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Of the analyses conducted on competency-based differences by timeframe, we observed
interpretable trends in two competencies: Collaboration and Applied Learning. For
Collaboration, the trend indicated effect sizes progressively favoring Older employees: in the
1997-1999 cohort, Younger employees performed better on this competency to a very small
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degree (d = 0.036); however, Older employees performed better in the 2002-2004 cohort (d = -
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0.111) and incrementally so in the 2007-2009 cohort (d = -0.135). For Applied Learning,
conversely, effect sizes favored Younger employees to a slightly larger degree in 2002-2004 (d =
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0.240) and 2007-2009 (d = 0.223) as compared to 1997-1999 (d = 0.179). In terms of the
remaining competencies as well as for Overall Performance and engagement, effect size
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differences were either stable across the timeframe cohorts or did not indicate a consistent trend.
Discussion
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The competency-level effects we observed for the Millennial generation largely parallel
those expected based on age differences (e.g., in fluid intelligence and the corresponding
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competency Applied Learning). However, at a broader level it is clear that although both
Millennial and older employees are capable of achieving similar levels of job effectiveness, they
achieve this success in varying ways; the strengths of Millennials in competencies such as
Applied Learning and Adaptability appear to be counteracted by stronger performance levels of
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18. Page 17 of 31
Generational Differences 17
older employees in competencies such as Collaboration, Work Standards, and Customer
Orientation.
Competency-based Job Performance
Millennial/Younger employees performed significantly better on the competency of
Applied Learning, as compared to Older employees. This finding corresponds with the decline of
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fluid intelligence levels in older adults (e.g., Horn, 1982) and the close relationship of Applied
Learning to this form of cognitive functioning. Millennials often conduct rapid internet searches
for information they subsequently apply to their immediate needs. In this way, Millennials may
commonly practice some of the skills associated with Applied Learning in their non-work lives,
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and may be readily able to exercise these same behaviors in a work context.
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Millennial/Younger employees also performed better on the competency of Adaptability.
Although this finding converges with the decrease with age of the personality construct
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Openness to Experience, it also contradicts some stereotypes drawn from the popular press.
Managers reportedly express frequent frustration with Millennials because they ask “why” so
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often, and may question the necessity and rationale for a new policy or procedure (e.g., Buono &
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Nurick, 2008). However, Millennials as a group have also experienced extraordinary changes
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during their lifetimes, particularly in the areas of technology and globalization. The
pervasiveness of these changes may have heightened the abilities of this generation to modify
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their behaviors to match the situation in a work as well as a personal environment.
Older employees outperformed Millennial/Younger employees in Collaboration. This is
consistent with the research of Sessa and her colleagues (2007) showing that later-generation
individuals were more likely to use an individualist interaction style characterized by assertively
prioritizing one’s own interests over those of the group. Further, Millennials’ perceived
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19. Human Performance
Generational Differences 18
preferences for electronic communication media such as texting and instant messaging, may not
fit with company expectations or preferred teamwork approaches of older employees. Many have
suggested that their dislike of in-person meetings impedes Millennials’ ability to problem solve
as a group and build strong interpersonal work relationships (Alsop, 2008) as well as to increase
their emotional intelligence at work (Lipkin & Perrymore, 2009).
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Our findings indicate that Older employees performed better on the competency of
Integrity. This is a finding shared by previous survey-based research (e.g., Deal, 2007; Taylor et
al., 2009) and also a frequently cited notion in the popular press. In her book detailing the
psychology of Millennials, Twenge (2006) argued that Millennials as a group care little about
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seeking others’ approval. She believes this pervasive attitude has contributed to lower adherence
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to social rules and an increase in cheating in schools. Millennials have also witnessed numerous
business scandals (e.g., Enron, WorldCom) and have observed rampant disregard of employees
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when companies raided pension funds and invoked massive layoffs. These events may have
influenced Millennials’ own ethical workplace behaviors and attitudes.
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Our research also found that Older employees outperformed Millennial/Younger
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employees on Work Standards and Initiative. These competencies are related to work ethic,
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which is a value that characterizes Baby Boomers’ parents (Alsop, 2008). Baby Boomers
themselves are often noted for their work ethic though it is said to be driven by motivation for
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status and titles. Another important consideration is that perceptions of one’s work standards will
be colored by prevailing norms within a given job or organization. While some contend that
Millennials do have strong work ethics, albeit different work ethics (e.g., Lipkin et al., 2009),
characteristics traditionally associated with a strong work ethic may be at odds with Millennials’
stated preferences for setting their own work hours and working their jobs in around their lives.
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20. Page 19 of 31
Generational Differences 19
In terms of Initiative, it seems Millennials often exhibit some related behaviors, but Older
employees may contribute more meaningful, appropriate, or pragmatic ideas and behaviors than
lower-tenured Millennials. Thus, when Older employees speak up or initiate work on their own,
their thoughts or work products may be viewed by managers and leaders alike as more
acceptable and more valuable.
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Our research indicated that Older employees outperformed Millennial/Younger
employees in Customer Orientation. The first finding is consistent with the notion that
Millennials comprise a “me” generation and are not particularly skilled at taking the perspective
of others. Millennials as a generation have enjoyed more buying power at a younger age than did
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previous generations (Tulgan, 2009). As such, they may be more accustomed to playing the
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customer role, rather than the customer service role, and may be less able to view work situations
and their own work outcomes through the viewpoint of a customer.
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In terms of the competency of Managing Work, although we did not predict this finding a
priori and the difference did not achieve full statistical significance, converging empirical
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evidence does exist to support the trend of Millennial/Younger employees outperforming Older
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employees. Studies have demonstrated lower levels of executive functioning (Rhodes, 2004) and
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multi-tasking (Verhaeghen Steitz, Sliwinski, & Cerella, 2003) for older adults; both of these
cognitive processes are related to coordinating one’s own multiple work activities effectively
while avoiding or ignoring the influence of potential distractions.
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Human Performance
Overall Performance levels were very similar between Millennial/Younger and Older
workers, consistent from an age perspective with large-scale meta-analyses such as Ng and
Feldman, (2008). This suggests that employees of both groups, Millennials/Younger and Older,
may be capable of the same level of work success but may achieve this success in different ways.
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21. Human Performance
Generational Differences 20
While there were no significant differences in Overall Performance, the observed differences in
individual competencies can potentially be summarized based on the themes of the
competencies. Older employees performed better as a group on interpersonal and self-discipline
competencies (e.g., Collaboration, Integrity, Work Standards) while Millennial employees
performed better as a group on learning and information management competencies (e.g.,
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Applied Learning, Adaptability, and marginally on Managing Work).
Engagement
Older employees reported significantly higher levels of engagement than
Millennial/Younger employees. When engagement is conceptualized as a combination of
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satisfaction and involvement (Wefald et al., 2008), it may become evident why Millennial
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employees may be perceived as less engaged. Millennials have a reputation for leaving jobs once
they become disenchanted with their current work situation (Lipkin et al., 2009). They are not
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likely to make sacrifices for the futuristic promise of promotions or other rewards (Tulgan,
2009). Also, they witnessed their workaholic parents getting laid off in the 1990s as the economy
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changed (e.g., Lipkin et al., 2009) so their loyalty to the organization must be earned; it is not a
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given. Additionally, Millennials are known for having high demands around compensation,
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flexible work schedules, perceived importance of work tasks, and constant positive performance
feedback. When these attributes on the job fall short of expectations, Millennials’ subjective
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level of satisfaction will decrease. This attitude may also be captured by the engagement measure
used in this study, specifically the components of satisfaction and perceived managerial and
organizational support.
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22. Page 21 of 31
Generational Differences 21
Changes in Performance Effects by Cohort
We found linear changes in the magnitude of competency-based performance differences
for Applied Learning and Collaboration. This suggests that Millennial-generation employees
may be progressively advancing/declining as compared to their similarly-aged predecessors.
Regarding Applied Learning, the increasing advantages for this competency of
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Millennial-generation employees over and above what might be expected based only on age,
may be explainable due to continued growth in education levels for this generation. The National
Longitudinal Survey of Youth 1997 (NLSY97) has tracked a group of individuals with birth
years ranging from 1981 to 1985, and has compared them to a carefully-matched cohort group
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with birth years ranging from 1957 to 1965 (NLSY79). The 1997 group, roughly parallel to a
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portion of the current Millennials categorization, were found to have stronger educational
backgrounds in terms of their own academic achievement as well as that of their fathers and
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mothers (Altonji, Bharadwaj, & Lange, 2008). For example, the NLSY97 cohort had completed
13.17 grades by age 22 as compared to 12.61 for the NLSY79 cohort.
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Regarding performance on Collaboration, although Millennial/Younger employees
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outperformed Older employees to a small degree during the first cohort we examined (1997-
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1999), Older employees surpassed them on Collaboration performance in the 2002-2004 cohort
and incrementally so in the 2007-2009 cohort. One potential explanation for this finding is that
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younger employees’ performance in this area has decreased as the availability and their usage of
technology has increased. The adoption of and reliance on these communication media may
explain the decline in Collaboration performance compared to older employees during the same
time period. Many organizations and managers alike insist that collaboration is best
accomplished during in-person meetings and phone calls, and reliance on these more impersonal
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23. Human Performance
Generational Differences 22
media causes breakdowns in communication and limits their development of negotiation and
listening skills and better interpersonal connections (Alsop, 2008).
Additional longitudinal or cohort-based research will be beneficial in aligning the
competency differences identified in this study, with broader workplace trends. Because the
work environment and requirements themselves are changing, any differences between
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generations, particularly those that are growing in magnitude, can have particularly impactful
implications under certain scenarios. For example, a trend of increased interdependent and teamoriented roles may lead to challenges for the Millennial generation in capably filling these roles
given their struggles with Collaboration. Conversely, roles requiring a larger degree of
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information acquisition and application than in the past may further disadvantage older workers.
Limitations
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Because of our exclusive focus on customer-facing positions, further research is
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necessary to determine if our results extend to other work roles. One example of a job family
potentially worthy of further investigation is a manufacturing or production role where safety is a
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primary consideration, due to previously observed relationships between age and safety
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behaviors (Ng & Feldman, 2008). Jobs drawing heavily upon technical or professional
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knowledge may also be useful targets for further study, to examine if increases in crystallized
intelligence based on age (e.g., Salthouse, 1988) translate into higher knowledge levels for older
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individuals, and if the Millennials generation remains lower in this competency despite their high
and constant levels of information access. Another potential avenue of research that will increase
in relevance regarding Millennial-generation employees would be an expanded focus on leaderlevel roles and leadership/management-related competencies, building upon the research
conducted in this area by Sessa and colleagues (2007).
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24. Page 23 of 31
Generational Differences 23
Our study also focused exclusively on subjective rather than objective performance.
Although age-based differences in objective performance have been similarly small as for
subjective performance (Cleveland & Lim, 2007), objective performance may also be less
susceptible to potential interactions between supervisor and subordinate age in influencing
performance ratings. Another potential limitation of our study is our partial focus on
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competencies derived from a single consulting firm’s taxonomy. Although we have attempted to
emphasize core competencies that may overlap with other similar frameworks, extension of our
results to alternative competency frameworks will be important for gauging the generalizability
of our conclusions.
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In terms of our cohort-based approach to a portion of our research questions, we did
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attempt to use this methodology to gain insights into generational and age trends over time.
However, we recognize the limitations in the data that were available to us in terms of cohorts
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extending only 10 years into the past; certainly being able to extend this cohort approach to span
an entire generation (that is, 20 years or more) would have been additionally informative. Further
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research attempting to disentangle age and generation effects will be warranted, perhaps with a
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specific focus on competencies such as Customer Orientation, Initiative, and Integrity where we
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detected generational differences but no consistent trends from a cohort viewpoint.
Practical Implications
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With minimal overall performance differences between younger and older groups, it is
likely worthwhile to invest in understanding and targeting performance differences at the
competency-level and providing structure (e.g., coaching, training) to improve employee
performance in these areas. Given the strain that may result based on Millennials’ approach to
their work differing from the way older workers conduct their work activities, it may be
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25. Human Performance
Generational Differences 24
worthwhile to leverage both Millennials’ and older workers’ preferences and strengths to achieve
overall improved job performance for an organization’s entire workforce. Although we do not
advocate training programs accessible by only one generational group but not by others,
development courses including representatives from all generations and focusing on
competencies exhibiting larger between-generation differences (e.g., Applied Learning,
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Collaboration, Adaptability, Work Standards) may facilitate collective learning, understanding,
and reconciliation of approaches potentially differing between the generations. In addition, our
findings suggest that each generation uses their different profiles of strengths to compensate for
other areas of weakness and reinforces holistic models of selection that evaluate performance
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across multiple competencies. With Millennials’ successors already being born (e.g., the
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Homeland Generation; Howe & Strauss, 2007), investigation and clarity regarding the
implications of a strong Millennial employee presence may be an important precursor to
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additional changes expected when their sons and daughters join them in the workforce.
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30. Page 29 of 31
Generational Differences 29
Table 1
Job Performance Differences: Millennial/Younger as Compared to Older Employees
Millennials/
Performance
Sig.
Older
F
Younger
Competency
d
Level
rP
Fo
Mean1
N
Mean1
N
Overall Performance
-0.007
1279
0.032
1866
1.604
0.205
-0.045
Communication
0.028
1230
0.011
1680
0.214
0.644
0.017
Collaboration
-0.028
1164
0.057
1598
4.703
0.030
-0.083
-0.038
1277
0.063
1866
7.450
0.006
-0.097
Customer Orientation
0.001
1204
0.016
1609
0.168
0.682
-0.015
Applied Learning
0.119
733
-0.048
1253
12.353
0.000
0.158
Adaptability
0.113
744
-0.053
1013
11.370
0.001
0.161
Managing Work
0.066
670
-0.023
3.349
0.067
0.087
Work Standards
-0.028
1123
ie
1088
0.053
1548
4.095
0.043
-0.078
Integrity
-0.079
650
0.078
991
9.346
0.002
-0.151
Initiative
-0.047
962
0.069
1027
0.012
-0.112
On
1
w
Decision Making
ev
rR
ee
6.276
Values represent marginal means after evaluation of job tenure as a covariate.
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31. Human Performance
Generational Differences 30
Figure Caption
Figure 1. Millennial/Younger and Older Group Means by Competency and Overall Performance
w
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rP
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32. Page 31 of 31
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Generational Differences 31
Group Means by Competency and Overall Performance
Overall Performance
0.20
Fo
Initiative**
Integrity**
Communication
0.15
rP
0.10
0.05
ee
Collaboration*
0.00
rR
-0.05
-0.10
-0.15
Work Standards*
ev
iew
Managing Work+
Customer Orientation**
On
Decision Making
Adaptability**
Applied Learning**
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** p < .01; * p < .05; + p < .10
Millennials/Younger Employees
Older Employees
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