Summary As we enter the new millennium and face the entrance of another generation of workers into the changing world of work, managers are encouraged to deal with the generational differences that appear to exist among workers. This paper revisits the issue of generational differences and the causes of those differences. Data were obtained from more than 350 individuals across the country who responded to a request to complete a survey. Current generational differences in worker values are analysed and the results are compared to a similar study conducted in 1974. Results suggest that generational work values do differ. To a lesser degree, the results suggest that work values also change as workers grow older. Finally, the results indicate an increasing desire among American workers to balance work and personal goals. This change in attitude was reflected even within the same cohort group. Copyright # 2002 John Wiley & Sons, Ltd.

https://www.jstor.org/stable/pdfplus/4093812.pdf

Generational differences: revisiting generational work values for the new millennium

This paper presents a critical review of the theoretical basis and empirical evidence for the popular practitioner idea that there are generational differences in work values. The concept of generations has a strong basis in sociological theory, but the academic empirical evidence for generational differences in work values is, at best, mixed. Many studies are unable to find the predicted differences in work values, and those that do often fail to distinguish between ‘generation’ and ‘age’ as possible drivers of such observed differences. In addition, the empirical literature is fraught with methodological limitations through the use of cross-sectional research designs in most studies, confusion about the definition of a generation as opposed to a cohort, and a lack of consideration for differences in national context, gender and ethnicity. Given the multitude of problems inherent in the evidence on generational differences in work values, it is not clear what value the notion of generations has for practitioners, and this may suggest that the concept be ignored. Ultimately, it may not matter to practitioners whether differences in the values of different birth cohorts reflect true generational effects, provided one can reliably demonstrate that these differences do exist. However, at present this is not the case, and therefore significant research is required first to disentangle cohort and generational effects from those caused by age or period. The suggestion that different groups of employees have different values and preferences, based on both age and other factors such as gender, remains a useful idea for managers; but a convincing case for consideration of generation as an additional distinguishing factor has yet to be made.

Generational Differences in Work Values: A Review of Theory and Evidence

Purpose – The examination of generational differences is an important area of inquiry for management research. Firms must recognize the influence of the values and work preferences of the next generation on organizational outcomes in order both to retain staff and to groom future leaders. It is proposed to examine the theory that firms' lack of success at employee retention may be impacted by the extent to which they understand and address generational differences in values, goals, and preferences.Design/methodology/approach – This study used survey methodology to examine generational and gender differences amongst the work environment preferences of 234 accountants in accounting firms.Findings – The results indicated the importance of goal orientation and system work environment fit for younger generation workers on satisfaction and intention to remain; and relationship fit on the satisfaction of Baby Boomers. Baby Boomers also experienced higher levels of overall satisfaction than younger generation emp...

Generational preferences for work environment fit: effects on employee outcomes

Few would disagree that human resource initiatives aimed at enhancing employees' quality of life have universal appeal, but the definition of ‘quality of life’ varies by generation. Workplaces are becoming increasingly age diverse and the likelihood that an older employee will report to a younger manager is increasing. Burke's study for the Society for Human Resource Management found that in organizations with 500 or more employees, 58% of human resource management (HRM) professionals reported conflict between younger and older workers, largely due to their different perceptions of work ethics and work–life balance requirements. While cultural and gender diversity have received significant attention in the literature, little attention has been paid to the impact of age diversity on HRM practices. This study attempts to bridge this gap by examining the work values of four generational cohorts – Traditionalists, Baby Boomers, Generation X, and Generation Y – across five countries. Generational differences w...

Are generational differences in work values fact or fiction? Multi-country evidence and implications

We develop a theoretical model for predicting purchase behavior in electronic channels. The model suggests that website use (i.e., technology use), a key indicator of the degree to which a site is sticky, is a significant antecedent of purchase behavior. Furthermore, we relate the usability of a website to use behavior and purchase behavior. Specifically, individual characteristics and product type are argued to differentially influence the weights that customers place on five different categories of usability. The weighted ratings of the five categories together determine use behavior and purchase behavior, after controlling for purchase need, experience with similar sites, and previous purchase on the specific sites. The model was tested in a longitudinal field study among 757 customers who provided usability assessments for multiple websites from four different industriesi.e., airlines, online bookstores, automobile manufacturers, and car rental agencies. Six months later, 370 of these individuals provided responses to help understand the transition from visitor to customer, i.e., whether they actually transacted with a specific website. Results provided strong support for the model and yield important theoretical and practical implications.

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Turning Visitors into Customers: A Usability-Centric Perspective on Purchase Behavior in Electronic Channels

Understanding Generation X

Teamwork: Why Some People Don’t Like It

PEOPLE SKILLS Understanding Generation X

People Skills: Teamwork

When conducting employee evaluations, supervisors can avoid snags by using the following tips: keep communication face-to-face, start off with praise, prioritize criticisms, use open-ended questions, and focus on the facts. As a firm, take a look at the performance evaluation procedures and forms and how they can be updated. The third critical organizational action is encouraging employees to take personal responsibility for their performance and development. Evaluation processes that are simple, effective, and emphasize continuous professional development can enhance a firm's overall performance.

Jim Krug

Papers

Understanding Generation X

Teamwork: Why Some People Don’t Like It

PEOPLE SKILLS Understanding Generation X

People Skills: Teamwork

Improving the performance appraisal process