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Purpose – This study aims to investigate the existence of delimitations more suited to the emergence of generations in Brazil, and to assess generational perceptions on constructs of the work environment and their influences on organizational commitment. Design/methodology/approach – The perceptions of 102,540 respondents employed by 394 organizations were classified into nine constructs. The methodology used entailed an initial confirmatory factorial analysis, which was undertaken to investigate the validity of the proposed measurement model. Regression analyses were applied to test the relationship between work environment and commitment. Findings – The results highlight that the Baby Boomer generation attributed more value to the meaning of work and corporate social responsibility. Meaning of work, learning and development were given a high level of importance in the results for Generation X. Generation Y values learning and development, relationships with co-workers and Work-life balance more than the other two generations. Research limitations/implications – This research is classified as a cross-sectional study that does not allow us to substantiate whether differences between the groups were caused by influence of generations or the age of respondents. Therefore, nationwide surveys capable of offsetting the age effect on generational differences are still necessary. Another constraint is related to the fact that only data from the survey that annually elects the “Best Companies to Work for in Brazil” were used for undertaking this study. Moreover, because all variables were collected simultaneously from the same source, the authors recognize that the results could have problems related to common method biases. Practical implications – The authors believe that the identification of critical dimensions of workers’ perception regarding the work environment equips human resources professionals with the ability to implement policies and practices that align people management with the differing desires of each generation, effectively ensuring commitment from these professionals. Social implications – This study may contribute to researchers by highlighting the need for temporal outlines suited to the Brazilian reality, which might also inspire further research on the country’s generations, even associating them with other themes, such as values, personality and professional motivation. Originality/value – As the main contributions, the authors have sought to highlight that generational differences may be related to specific periods in each country’s historical context. The authors also show the determining factors influencing each generation’s affective commitment and justify each of their choices.

É Possível Negar a Existência da Geração Y no Brasil?OLIVEIRA, S.R.; PICCININI, V.C.; BITTENCOURT, B.M. Juventudes, gerações e trabalho: é possível falar em geração Y no Brasil? Organização & Sociedade, v.19, n. 62, p.551-558, jul./set. 2012 O olhar para além das controvérsias que envolvem a visão conceitual do debate sobre as gerações indica ser difícil negar o fato de que diferenças de idade, por si só, já provocam confl itos e comparações. Os mais velhos sentem-se incomodados e, em certa medida, ameaçados pelos mais novos que, por sua vez, precisam se mostrar sufi cientemente autênticos para negar os valores das gerações anteriores. Na esfera familiar, as divergências são tratadas no ambiente doméstico, exceto em casos que extrapolam os limites da convivência privada. Porém, em ambientes coletivos e formais, como a empresa, por exemplo, os confl itos tomam outras dimensões, uma vez que pessoas socializadas de maneiras diferentes convivem no mesmo espaço. É nesse tipo de situação que divergências tornam-se explícitas e, entre elas, estão as provocadas pela diversidade promovida pela variação das opiniões, dos comportamentos, das maneiras de enxergar e executar o trabalho e da visão de mundo das diferentes gerações: Baby Boomers, Geração X e Geração Y. Diante da convivência atual entre essas três gerações no contexto empresarial, gestores dos mais diversos tipos de empresas manifestam preocupação com a entrada da Geração Y no mercado de trabalho e sua ascensão recente a cargos gerenciais. Mas, se pessoas mais velhas sempre conviveram com os mais novos, o que há de diferente nessa geração que tanto preocupa esses gestores?Trabalhos como o de Smola e Sutton (2002) e Veloso, Dutra e Nakata (2008) encontraram similaridades entre os X e os Y que difi cultam a distinção entre essas duas gerações. Entre as similaridades, estão a ambição por qualidade de vida, a necessidade de horários fl exíveis e de independência, a visão crítica sobre vários aspectos do mundo corporativo, além do ceticismo em relação a ambientes de trabalho formais e opressores. Esses dois grupos, em vários aspectos, se diferenciam dos Baby Boomers que, de forma geral, são leais à empresa, mais cooperativos, participativos e otimistas quanto ao trabalho. Dessa forma, falar em três gerações no Brasil, por si só, já é um fator que implica riscos. Apesar dessas similaridades entre os X e Y, a Geração Y se destaca no ambiente de trabalho por algumas características particulares.Com o propósito de ajudar gestores a lidarem com os Y, alguns trabalhos de pesquisa foram empreendidos: Veloso, Dutra e Nakata (2008); Veloso et al. (2009);Veloso, Silva e Dutra (2011, 2012 Veloso et al. (2012). Esses trabalhos utilizaram a percepção dessa geração sobre o ambiente de trabalho, sempre em aspectos relacionados à carreira, e produziram resultados que são listados a seguir.

Purpose -The purpose of this paper is to, which involved 123 students in their last year of an administration course at a private university in the city of São Paulo, Brazil, evaluate the importance of analyzing the pressure from new technologies on the careers of young university students from a career theory perspective. Design/methodology/approach -From the perspective of traditional theories, the authors used "career anchors," and from the perspective of non-traditional theories, "intelligent careers," in which people develop three competency groups that are transferable between organizations: knowing why; knowing how; and knowing whom. The hypotheses the authors raised were analyzed using statistical techniques and the following results were obtained: young people do not see new technologies as a threat to their current job; people who see the "Knowing How" competence as being more developed feel less pressure from new technologies; non-traditional theories show a greater potential to analyze technological pressure than traditional theories; and, finally, the nature of people's jobs produces different impacts on the pressure of new technologies on their careers, since people who occupy positions involving more human interaction with internal or external clients feel less threatened. Findings -It was found that the lowest mean among the constructs analyzed was the pressure from technology on career. The correlations between the competencies of intelligent careers and the perception of the pressure from technology on career were weak, but significant, whereas the "Knowing How" competency was negatively correlated with the pressure caused by technology. There was no significant influence of the anchors on the pressure from technology on career. However, incorporating the competencies of intelligent careers improved the statistical model's fit. In associating job positions with the pressure from technology on career, administrative and operational positions showed higher averages than sales associate and management positions. Originality/value -Broadly speaking, it can be noted that traditional career theories, especially the vocational counseling approach, are not sufficient to explain the impact of new technologies on careers. At the same time, one way of coping with the pressure brought about by technological advances may be in using technology itself to develop "useful professional skills," in a manner consistent with "intelligent careers."