Generational Differences In Work Values In The Workplace
satinder kumar2023, Folia Oeconomica Stetinensia
Sign up for access to the world's latest research
checkGet notified about relevant papers
checkSave papers to use in your research
checkJoin the discussion with peers
checkTrack your impact
Abstract
Research background: Generational differences in work values, specifically in India, are now having an impact on organizational effectiveness and workplace environments. Even though a wide range of perspectives, experiences, and skill sets might be valuable to a business, generational mixing can also lead to conflict and a lack of agreement in the workplace. Such disagreements have a negative effect on the workplace since they reduce productivity and negatively damage employee morale. To solve the problems of inefficiency caused by the generation gap, different generations in the workplace must understand the differences between the three generations and be able to get along with each other. Purpose: Examining the differences between three generations in the workplace is the purpose of the study. The study also aims to examine how different generations have different work values. Research methodology: To examine the current situation in IT companies of Delhi and NCR. A total of 450 employees completed a questionnaire. Baby Boomers were defined as those born between (1946-1964), Generation X was born between (1965-1980) and Generation Y was born between (1981-1996). The values of status and freedom at work were more important to the younger group than to the older group. Results: There were significant generational differences, with Baby Boomers having higher status values and extrinsic values in organizations than Generation X and Generation Y. Values have an important role in directing behaviour and improving work motivation. An organization's work values and expectations must be clarified to workers, and values must be flexible enough to satisfy the demands of various employees.
Related papers
Generation X and Y: Impact of Work Attitudes and Work Values on Employee Performance
Journal of Management and Research, 6(2), 2019
Sustainable competitive advantage lies in intellectual capital of firms, where it has become important to retain employees and train them for future leadership. Hence, firms must recognize the importance of the work values and attitudes of the employed Generation. Understanding Generational diversity and using the right strategy is crucial for firm’s success. Theorization of Generational differences have been applied in Western Cultures more often than Eastern Cultures, hence this research expanded the concept of Generational diversity to the banking workforce of Karachi, Pakistan. Relationship between Generation X and Y work values and attitudes on employee performance was examined. Three hundred people from the Generation X and Y were taken as sample from the Commercial Banks in Karachi and responses on different work attitudes and values were taken. It was found that values and attitudes have a significant relationship with employee performance for both Generation X and Y. However, cognitive and social values are important for Generation X while cognitive, instrumental and prestige values are important for Generation Y employees. The study theoretically contributes to work values and attitudes perspective, generational theory and performance perspective and offers implications for creating the suitable combination of tasks and rewards with respect to individual needs.
Generational Differences In The Workplace: Personal Values, Behaviors, And Popular Beliefs
Journal of Diversity Management (JDM), 2011
This paper uses popular and academic literature to describe the distinguishing characteristics that differentiate Baby Boomers, Gen X and Gen Y. The authors then further examine these differences by comparing the results of a survey of 5,057 members of these cohorts, using the Rokeach Value Survey, to the previously generated profiles. Both terminal and instrumental values of the respondents were analyzed. Results generally confirm the popular profiles and suggest that managers should take these profiles into consideration when leading, motivating, and communicating with employees belonging to these generations.
Generational Differences in Work Values: A Review of Theory and Evidence
International Journal of Management Reviews, 2011
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. The authors would like to acknowledge financial support from the Chartered Institute of Personnel and Development and helpful comments from a number of staff.
Changing Work Place Values amongst Generational Cohorts in Indian Public and Private Banks
high value to job, reward, safety and social values at workplace. Gen Y, are highly buoyant, multitasking, technology savvy, prefer fun at workplace and immediate feedback. Also, the Gen Y of private banks has accorded high value to job, reward, safety and social values at workplace.
The Generational Differences in Work Values and its Impact on Workplace Conflicts of Operational Level Employees in Pharmaceutical Companies of Western Province, Sri Lanka
Journal of Education and Vocational Research
The primary purpose of this study was to identify whether there is a significant impact of generational differences in work values on workplace conflicts. This study is cross-sectional and explanatory research in nature. A standard questionnaire was used to collect primary data through a survey. The respondents were the 120 operational level employees who are working in Pharmaceutical companies in the Western Province of Sri Lanka. Descriptive statistics, correlation analysis, and one-way ANOVA were used to analyze data and make conclusions. Findings revealed that there is no significant impact of generational differences in work values on workplace conflicts. Further analysis done using one-way ANOVA revealed that there is a significant difference in work values between generations and workplace conflicts among generations
Generational Diversity : An Exploratory Study on Managing Multigenerational Workforce, A Sustainable Solution
2019
Purpose: In thispaper, a modest attempt was made to check whether there are significant differences in work values among different generations at workplace. This paper will give detailed view about differences in work motivators of different generations, leadership styles preferred by different generations their impact on organisational goals.Design /Methodology /Approach: Secondary Research based on existing studies.Findings: This research gives us the insight about work values, work motivators and leadership styles preferred by different generations at workplace. From the analysis we can say that all the generations possess different characteristics.Originality/Value: This research paper studies the impact of different work values, work motivators and leadership styles preferred by different generations on the organizational goals.
A study on work values of Gen Y workforce (1)
The purpose of this paper is to understand how Gen Y in organizations rated work values that were important to them. In order to know the Gen Y employees better who amounts to 65% of Indian population it becomes necessary to understand their work values. A total of 212 employees from IT companies in Bangalore and Mysore were selected for the study who were in the age group of 22 to 36 years of age. For this study, a 38item scale was adapted from an existing work values instrument (Lyon, 2004). Findings shows that Gen Y employees rated social factors as the most important (with a mean rating of 3.77) work value , followed by intrinsic (3.70), freedom (3.69), altruism (3.67), status (3.51), and extrinsic (3.50) work values.By understanding the work values of generation Y employees helps organizations to manage generation Y effectively and design strategies for successfully recruiting, motivating and retaining them.
Managing the value gap among generations in organizations: socio-psychological approach
The International Journal of Academic Research in Business and Social Sciences, 2017
Over the few past decades, value gap among generations has presented new challenges for organizations. Although studies have suggested value congruence as a mechanism to bring generations closer together, this study presents evidence showing that providing an autonomysupportive environment, where higher levels of psychological need satisfaction for autonomy, competence, and relatedness are experienced by employees, facilitates the process of internalization and embrace of others' values. Such a context would result in better communication, mutual understanding, and bridging the generation gap effectively at workplace.
Generational differences at work: introduction and overview
Journal of Managerial Psychology, 2008
Purpose -This introduction seeks to provide a brief background to the notion that there are generational differences at work and to introduce the papers included in this special issue of the Journal of Managerial Psychology. Design/methodology/approach -The current context concerning generational differences at work is briefly outlined followed by a description of the core theory underpinning the notion of generational cohorts. Criticisms of this theoretical premise are provided before a brief outline is given to each article in the special issue. Findings -There is evidence for changes in personality profiles across generations, and for differences in attitudes towards work and careers. However, effect sizes tend not to be large, and some findings are inconsistent with popular stereotypes regarding generational differences. Little support was found for differences in work values or motivation. Practical implications -Contrary to popular hype concerning generational differences at work, managerial time may be better spent considering employee needs relating to age (maturity), life-cycle and career stage differences than developing generationally specific management policies and practices. Significant methodological problems remain in generational research. Originality/value -The papers facilitate a critical understanding of the challenges facing generational research and its limitations, and provide a litmus test against which popular stereotypes can be compared.
Capturing the Nature of Generations at Workplace
International Journal for Advance Research and Development, 2017
Generation is considered as one factor of many that show ‘what we are’. “Every generation of employees is unique, valuable, and special, in reality, each tend to view the other differently based on their own life experiences and expectations”(Angeline, 2011). Currently originations are the place of employment for almost three generations (Baby boomers, generation X and generation Y). And in organizations workforce management is the major issue. To manage these workforces understanding their attitudes, work beliefs, characteristic and values are essential. The objective of the present study is a theoretical revision that aims to broaden the understanding of generations in workplace on different variables to apprehend the nature and characteristics of existing generations. The findings of the work guide the managers and organizations on how to utilize different generation for the effectiveness and efficiency& for developing organizations and also eliminates the perception and misunder...
The Issues of Generational Conflicts in Workplace and Solutions for it
As the increasing growth of new generation and the deterioration of old generations are occurring currently in companies and organizations in all industries. Leaders and executives will witness the changes of policies and corporate cultures as a whole. However, as companies gradually and slowing changes their corporate ways; the issues of the article will discuss the generational conflicts in workplace as the new and the old will collide. As well as, discussing solutions and methods to understand these diverse cultures of generations and applying to resolve workplace conflict.
Actual Versus Perceived Generational Differences at Work : An Empirical Examination
As the amount of generational diversity increases among today's workforce, a common topic of conversation is how to handle differences between generational cohorts. But to what extent do generations believe they are different and to what extent are generations actually different? This study examines this question. Using generational cohort theory as a theoretical underpinning, this study considers 15 work-related concepts and the degree to which workers personally value them. Subjects also provide their perceptions of how much they believe Boomers, Generation X, and Generation Y value these items. Results reveal the differences subjects perceive among the generations significantly outnumber the actual value differences individuals reported. The authors discuss both actual and perceptual differences in detail and theorize why the nature of these actual differences may lead to generational misconceptions. By doing so, this study provides a meaningful contribution to the discussion of generational diversity and its impact on the workplace.
How work values and organizational outcomes differ by generational cohort in Malaysia's manufacturing sector
Global Business and Organizational Excellence, 2019
An empirical study of 164 employees at seven large-scale manufacturers in Malaysia's Penang Free Trade Zone suggests that work values, job satisfaction, organizational commitment, and turnover intention of various generational cohorts differ. Baby Boomers have a higher level of organizational commitment and job satisfaction than their coworkers in Generation X and Generation Y, while Generation Xers have the lowest level of intention to quit. In addition, Baby Boomers have a high level of intrinsic, altruistic, and prestige work values, while Generation Xers have higher intrinsic, extrinsic, social, and prestige work values. In illuminating how organizational outcomes vary by generational cohort, this study suggests ways that human resource professionals can tailor their policies and practices to achieve organizational goals.
Work Values Across Generations
Journal of Career Assessment, 2012
Mainstream publication discussions of differences in generational cohorts in the workplace suggest that individuals of more recent generations, such as Generation X and Y, have different work values than do individuals of the Silent and Baby Boom generations. Although extant research suggests that age may influence work values, few of the assertions about generation differences have been tested by empirical research. The present study investigated work values, as measured by the Minnesota Importance Questionnaire, across three generations (Silent Generation, N ¼ 371; Baby Boom, N ¼ 1179; and Generation X, N ¼ 139) while accounting for age. Results suggested that workers from the Silent Generation placed more importance on Status and Autonomy than did Baby Boom or Generation X workers. More recent generations (Baby Boom and Generation X) were found to place more importance on Working Conditions, Security, Coworkers, and Compensation. Additional analyses suggest that, while the measured differences among the three generations are small, generation influences work values more so than does age.
Comparing Demanded Work Values, and the Relationship between Work Values Congruence and Organizational Commitment between the Gen-X and Gen-Y Employees in Klang Valley, Malaysia
International Journal of Academic Research in Accounting, Finance and Management Sciences, 2021
The purpose of this study was to identify the relationship between work values congruence and organizational commitment as well as to determine the comparison between demanded work values between generation X (Gen-X) and generation Y (Gen-Y) cohort generation staff in the field of Accounting and Finance in the Klang Valley, Malaysia. This is because information regarding workplace diversity is very important to create a better workplace environment in stimulating organizational effectiveness specially to cater on different age among employees. Therefore, this research used a quantitative, survey and purposive sampling involving established instruments; these include Work Value Inventory (WVI), Work Value Congruence Scale (VCS), and the Organizational Commitment Questionnaire (OCQ). The results of Pearson correlation analysis among 169 respondents showed that there was a significant relationship between the work value congruence and organizational commitment (r = 0.617, k 0.01). In addition, a t-test analysis indicated only six dimensions of demanded work values were significantly different between Gen-Y and Gen-X including management, prestige, nature of supervisor, lifestyle, economic returns, and variety of task. From these, Gen-X had higher mean score in management, prestige, nature of supervisor and lifestyle; meanwhile, Gen Y had higher mean score in economic returns and variety of tasks. This research implies that there is a significant difference between Gen-X and Gen-Y in terms of demanded job values; in which, the congruence work values was significantly correlated with organizational commitment. Therefore, employers need to be more careful and vigilant in managing the job behaviour of Gen-X and Gen-Y employees to ensure that both generations can work as a team and sustain a high level of work performance.
The challenge of generation gap within organization
2017
Organizations are facing the retirement of many older workers and the challenge of recruiting and retaining young talent. However, few studies have empirically substantiated generational differences in work values.The differences generation representing Silent, Traditional or Veterans Generation, Baby Boomers, Generation X (Gen X) and Generation Y (Gen Me, also known as gen Y, or Millennials). Each generation is shaped by economic, social, historical and contemporary politics.This will create a conflict of generation gap in an organization that requires immediate action from the management and the workers themselves between which can be done to address this problem is to understand the nature and the characteristics of each generation in order to reduce the existing public perception of every generation and introduce appropriate measures to be taken by the management of the organization. Each generation and their unique perspective should be acknowledged and incorporated through the...
Difference of Work Related Behaviors between Generation X and Generation Y: A Study of Professionals of a Development Bank in Sri Lanka
Kelaniya Journal of Management, 2019
Managing a multi-generation workforce today is becoming endlessly challenging, basically due to their different work related behaviors. In the recent literature, it is reported that further investigations are required for three work related behaviors of generations; work engagement, career development and teamwork, in banks, especially in developing countries. As a leading development bank in Sri Lanka, XYZ is unique in its multi-generation workforce consist of 2347 permanent employees as at 31st July 2019 across the county. In the context, a gap is identified for such a study among two major generations; Gen X and Gen Y. Hence, bridging the gap in the context, and adding further evidence to the extant literature, this study was carried out as a cross-sectional, quantitative, field study among a sample of 350 Gen X and Gen Y professionals, randomly selected from XYZ Bank. Primary data were collected based on a standard measurement scale, through an offline questionnaire survey. Descriptive statistics and the Independent Sample t-test were used to analyze data and coming to conclusions with the aid of SPSS software. There is no significant difference found among Gen X and Gen Y professionals at XYZ Bank in terms of those three work related behaviors; work engagement, career development and teamwork. Further, the importance of a strong corporate culture is emphasized in which generational differences are neutralized up to a significant extent. Hence, it is recommended that the XYZ Bank does customize its people management policies and practices based on the needs and the dynamics of its corporate culture.
Generational Differences in Dimensions of Work Values of Indonesian Permanent Employees
Proceedings of the 7th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2021), 2022
One of the biggest challenges that organizations will face in the coming years will be the generation diversity in the workplace. A mismatch of an employee's work values to the organization's can lead to dissatisfaction, decreased in commitment, and increased in turnover intention. Therefore, this study was conducted to enrich our awareness of generational differences between generational groups of employees. A total of 239 Indonesian permanent employees completed an online questionnaire comprised 23 items on a five-point Likert scale. Gen X (21 per cent) was defined as those born between 1965-1979, Gen Y (42 per cent) were born 1980-1994, Gen Z (37 per cent) were born 1995 to 2012. From the results of this study, we conclude that there are significant differences between Gen X, Y, and Z employees work values. Gen Z employees had higher extrinsic, intrinsic, social, and leisure work values than Gen X. Moreover, Gen Y employees had higher leisure work values than Gen X. However, some limitations should be concerned for future research.
Generational differences in work values and attitudes among frontline and service contact employees
International Journal of Hospitality Management, 2013
Utilizing data collected from frontline and service contact employees, this study identifies employees' work values for a hospitality business, and then examines differences among employees belonging to different generations. Through an exploratory factor analysis, seven dimensions of employees' work values are identified. Results of a series of one-way ANOVA tests reveal significant differences among three generation of employees' work values. Managerial implications and recommended strategies to manage those differences to create and maintain a work environment that foster leadership, motivation, communication and generational synergy are discussed.
The Most Important Motivational Factors for Employees in Industrial Enterprises Regarding the Differences Between Various Generational Groups
Research Papers Faculty of Materials Science and Technology Slovak University of Technology, 2020
The paper presents results of the research focused on the coexistence of different generations of employees. Described in the paper is the importance of selected motivational factors and motivational needs fulfilment with respect to different generational groups of employees. The research was carried out at the University based on the data collection from business practice of industrial enterprises. The analysed data were collected in 2018, the total sample consisted of 534 respondents. The respondents were exclusively employees of industrial enterprises. Based on the processing, analysis and evaluation of the collected data, it is possible to draw some recommendations for the management of industrial enterprises, which has to continually face the question of how to approach staff management effectively. The research results are based on examination of different preferences of the employees from various generations, and they point at the need of taking into account the requirements ...
Loading Preview
Sorry, preview is currently unavailable. You can download the paper by clicking the button above.