A Cross-Generational Comparison of Motivational Factors in a Sales Career Among Gen-X and Gen-Y College Students

Bristow, Denny; Amyx, Douglas; Castleberry, Steven B.; Cochran, James J.

doi:10.2753/pss0885-3134310105

Cited by 42 publications

(48 citation statements)

References 5 publications

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“…Given that Millennials would only increase the generational diversity in a data set, and intergenerational conflict is likely to increase with the number of generations interacting, our study may reflect a conservative test of our hypotheses. Further, the likelihood that our sample represents a conservative test is consistent with Lyons and Kuron's () review article that indicates that recent studies that include more generations have found an even greater number of significant differences in work values than studies with fewer generations represented (e.g., Bristow, Amyx, Castleberry, & Cochran, ; Gursoy, Chi, & Karadag, ; and respectively Jurkiewicz & Brown, ; Jurkiewicz, ).…”

Section: Discussionsupporting

confidence: 83%

Being trusted: How team generational age diversity promotes and undermines trust in cross‐boundary relationships

Williams

2015

J Organ Behavior

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SummaryWe examine how demographic context influences the trust that boundary spanners experience in their dyadic relationships with clients. Because of the salience of age as a demographic characteristic as well as the increasing prevalence of age diversity and intergenerational conflict in the workplace, we focus on team age diversity as a demographic social context that affects trust between boundary spanners and their clients. Using social categorization theory and theories of social capital, we develop and test our contextual argument that a boundary spanner's experience of being trusted is influenced by the social categorization processes that occur in dyadic interactions with a specific client and, simultaneously, by similar social categorization processes that influence the degree to which the client team as a whole serves as a cooperative resource for demographically similar versus dissimilar boundary spanner–client dyads. Using a sample of 168 senior boundary spanners from the consulting industry, we find that generational diversity among client team members from a client organization undermines the perception of being trusted within homogeneous boundary spanner–client dyads while it enhances the perception of being trusted within heterogeneous dyads. The perception of being trusted is an important aspect of cross‐boundary relationships because it influences coordination and the costs associated with coordination. © 2015 The Author Journal of Organizational Behavior Published by John Wiley & Sons Ltd

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Section: Discussionsupporting

confidence: 83%

Being trusted: How team generational age diversity promotes and undermines trust in cross‐boundary relationships

Williams

2015

J Organ Behavior

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“…The results of eight cross‐sectional studies from the U.S.A. are highly mixed. Three recent studies (Bristow, Amyx, Castleberry, & Cochran, ; Gursoy, Chi, & Karadag, ; Real, Mitnick, & Maloney, ) found generational differences on all work value items they included, whereas four older studies (Chen & Choi, ; Jurkiewicz & Brown, ; Jurkiewicz, ; Leschinsky & Michael, ) found differences on fewer than half of measured items. In total, significant differences were observed on slightly over half (52.5%) of the items included in the U.S. cross‐sectional studies.…”

Section: Comparing the Generations In The Workplace: A Review Of The mentioning

confidence: 99%

Generational differences in the workplace: A review of the evidence and directions for future research

2013

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SummaryGenerational differences in the workplace have been a popular topic over the past two decades, generating a volume of articles, book chapters and books. We critically review the research evidence concerning generational differences in a variety of work-related variables, including personality, work values, work attitudes, leadership, teamwork, work-life balance and career patterns, assess its strengths and limitations, and provide directions for future research and theory. Our review indicates that the growing body of research, particularly in the past 5 years, remains largely descriptive, rather than exploring the theoretical underpinnings of the generation construct. Evidence to date is fractured, contradictory and fraught with methodological inconsistencies that make generalizations difficult. The results of time-lag, cross-temporal meta-analytic and cross-sectional studies provide sufficient "proof of concept" for generation as a workplace variable, but further theoretical and qualitative work is needed to flesh out mediators and moderators in the relationship between generation and work-related variables. We conclude by arguing for a more nuanced and theoretical research agenda that views generation as a social force in organizations rather than as merely a demographic variable. We also call for qualitative research, greater consideration of context and more methodological rigor.

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“…Rooted in sociology, generational cohort theory argues that individuals from one generation have experienced the same historical events and social conditions at key developmental stages, and that these shared experiences influence their behavior and expectations at work (Benson & Brown, 2011;Bristow et al, 2011;Schullery, 2013;Twenge et al, 2012). This conceptualization implies that generational divides created by common historical trends can differ between countries.…”

Section: Theoretical Background Generational Differences In the Workpmentioning

confidence: 99%

“…Generational phenomena manifest themselves in many ways and have significant effects on individual, team, and organizational performance (Joshi, Dencker, Franz, & Martocchio, 2010). A generation is defined as a group of individuals born around the same time who share specific attitudes and values that can influence their behavior and expectations at work (Benson & Brown, 2011;Bristow, Amyx, Castleberry, & Cochran, 2011;Schullery, 2013;Twenge, Freeman, & Campbell, 2012). Intergenerational learning is a generational phenomenon in the workplace that is of particular interest to human resource development.…”

mentioning

confidence: 99%

A Phase Model of Intergenerational Learning in Organizations

Gerpott

Lehmann‐Willenbrock

Voelpel

2017

AMLE

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A Cross-Generational Comparison of Motivational Factors in a Sales Career Among Gen-X and Gen-Y College Students

Cited by 42 publications

References 5 publications

Being trusted: How team generational age diversity promotes and undermines trust in cross‐boundary relationships

Being trusted: How team generational age diversity promotes and undermines trust in cross‐boundary relationships

Generational differences in the workplace: A review of the evidence and directions for future research

A Phase Model of Intergenerational Learning in Organizations

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