GENERATIONAL DIFFERENCES IN KEY VALUES AND ETHICS

Folia Oeconomica Stetinensia, 2023

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.

SA journal of human resource management, 2022

The purpose of this study was to investigate whether the Millennial generation is different from other generations in the workplace by virtue of the values according to which they live and that Orientation: Literature on the appropriate management of millennials in the workplace is plentiful. This differential treatment is on the premise that millennials hold different values to other generations. The aim of this research was to test the assumption of cultural value differences between the generations and to specify where these differences exist. Motivation for the study: Knowledge of specific values held by the millennials will assist those who work with this generation to adjust their behaviours. Research approach/design and method: This research was conducted in South Africa in organisations, sampling employees across three generations. Cross-sectional data were collected using an instrument based on Hofstede's typology. After confirming the reliability and general factorial validity of the instrument, mean scores were compared using analyses of variance. As a broad measure, the correlation between age and the cultural values was determined. Main findings: There were significant differences between the generations on three of Hofstede's cultural value dimensions, namely long-term orientation, power distance and masculinity. Millennials scored lower on power distance and masculinity compared to the Baby Boomer generation and Generation X. Millennials scored higher on long-term orientation compared to the Baby Boomer generation. Practical/managerial implications: This research affirms some of the existing stereotypes about millennials and specifies where these exist. These results can be used to better understand and effectively work with millennials in the workplace. Contribution/value-add: Through this study, we can acknowledge that millennials are somewhat different from the other generations in the workplace and so should be treated somewhat differently.

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.

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.

E3S Web of Conferences

This study starts with employee opinion survey, which is a measurement tool of employee engagement and satisfaction. The result of the survey, performed among 1480 employees of international construction company, points at certain targets for improvement in well-being field. We strove to find a correlation within least contented employees, between such factors as their seniority status in the company, gender, age and their low satisfaction, thus we found out that generation X employees are more satisfied (9% more) and as a result more engaged in the company culture than Y employees. This article reveals the reasons of this difference in satisfaction level between employees of two generations. Our first hypothesis was that shift in value orientation caused inconsistency with corporate culture, but after having used method of values ranking (system of «Life Meanings» by V. Yu. Kotlyakov) for a group of 620 employees of both generations, we had to accept that our hypothesis was only pa...

Routledge eBooks, 2023

In this chapter, we present the empirical study about workplace-related values and motivational factors with a special focus on Generation Z. The nature of work has changed over the last decades. With Gen Z entering the workforce in large numbers, everything about work and business is changing because their work-related needs and values are different. Understanding individuals' work values and motivating factors would help organisations to gain insight into what motivates their workers and create work environments that will enable their employees to be more productive. This empirical investigation aims to create a new instrument for measuring motivating factors and work values by updating the Minnesota Importance Questionnaire by adding new items related to the contemporary workplace and to test it in the selected European countries Poland, Latvia, and Portugal (n = 1195). Exploratory factor analysis found seven workplace-related value dimensions: achievement, supervision, comfort, altruism, independence, excitement, and technologies. Our results show that the traditional work-related values of the four studied generations are similar. Only three out of seven values are impacted by generation-independence is more important for older generations, while excitement and technologies are more important for younger generations. 4.1 The need for understanding workplace values Alongside the continuing changing nature of work in the 21st century [1], organisations need to integrate four generations of employees in the workplace [2]. HR professionals (e.g., SHRM, Deloitte) are expressing concern that the needs and expectations of younger generations of employees differ, and therefore, talent acquisition becomes one of the main challenges of the future [3]. Because a high-quality workforce is the most important determinant of business success, these challenges have a direct influence on organisations' competitiveness both today and in the future.

ICERI20 Proceedings. 13th annual International Conference of Education, Research and Innovation 9th-10th November, 2020

There is a direct correlation between the success of the older generations' and their descendants' lives revealing that teaching and learning work ethics in a family space is critical in any human's life. This study investigates the significance of work virtue through the attitudes and perspectives of 34 people (12 young people; 11 people belonging to the middle generation; and 11 people belonging to the older generation). In-depth semi-structured interviews were conducted in Latvia with the representatives of three (in exceptional cases-two) generations from 10 families in the period from September 2019 until January 2020. Families represent geographical differences, various degrees of openness to intergroup communication, and heterogeneous socio-demographic variability. Latvian identity in the European cultural space is composed of, among others, universal human and Christian values, care for the immediate family, responsibility towards future generations, and the virtue of work. The case study demonstrates that work ethics is perceived by the families as one of the noblest values and the basis of a cohesive society; however, in a contemporary society, this quality is undervalued. Giving children tasks around the home is often equated in families with cultural upbringing therefore work is perceived in the framework of culture ("work culture") and equalled to other free time activities, such as singing or dancing, that are crucial for the human development. According to the interviewees, by their own behaviour patterns, parents and grandparents are teaching their children to be open to new experiences and activities, including work virtue, for building a balanced and successful future. The study has also revealed that fundamental transformations in a family structure as such, the dynamics of intergenerational relationships and socialisation practices have been challenged, thus, in order to improve the quality of life and well-being, enhancing young people's work ethics is required.

2016

The article is the issue of the functioning of the Y generation in the labor market in the Polish conditions. Article is made up of two parts: theoretical, in which the authoress present a comprehensive overview of the literature and empirical research containing a description of the methods and obtained from the use of research results. The results of tests conducted using a validated questionnaire on a group of 112 representatives of generation Y have shown that for the representatives of this generation work is important in so far as is consistent with their preferences, competences and enables the interests of outside professional. As a result, the study found that women (in accordance with the established procedure of research) and to persons born after 1987 years people (to a greater extent than others) appreciate the predictability at work and "minimal sense of security". Loyalty to the employer and the desire to maintain jobs is not their forte. In my work they want to stay as long as the work will meet their expectations. A permanent contract of employment is important for them however, when more favorable financial agreement is a civil legal, they prefer to contract civil law. Young women on the other hand, and "the older part of the generation Y" to a greater extent than civil law contracts, appreciate the employment contract.

Economics & Sociology

The aim of this study is to evaluate the generational values of Ukrainian generation Y on the basis of evaluation, comparison and analysis of the generational values' structure of the senior school pupils and students, using M. Rokeach's approach. In the questionnaire which was conducted during October-December 2016 in Kharkiv (Ukraine), two groups of respondents took part: senior pupils of the Kharkiv gymnasium #47 and students of the Simon Kuznets Kharkiv National University of Economics. As a result of the research, it was established that the dominant values in life of Ukrainian generation Y are family values (family creation, procreation, and care for parents). This generation is also focused on achieving significant success in business, self-development, career growth and goals achievement. The results of the study on the structure of values of generation Y will make it possible to develop recommendations concerning the adaptation of personnel management systems in accordance with the values' profile of this generation that is now becoming part of adult population in Ukraine.

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...