Different strokes for different folks: Generational differences, social salience, and social performance

Cox, Kevin C.; Stewart, Steve; Lortie, Jason; Barreto, Tais

doi:10.1177/1465750318796718

Cited by 11 publications

(7 citation statements)

References 81 publications

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“…The diversity of values brought about by differences between generations often lead to conflicts among different generations [18,35,36], which bring many challenges to the organization and social management [37][38][39]. At the same time, the differences in values, thoughts, and behaviors among different generation cohorts are mainly affected by age effect, generation effect, and era effect [40,41]. The post-1970s employees are relatively deficient in education, economy, material conditions, and other aspects, so they pay more attention to external values such as work remuneration and work stability, while the post-1980s employees and post-1990s employees were born in the era that had a better education, economy, material conditions, and other aspects.…”

Section: Relevant Theories and Research Hypothesesmentioning

confidence: 99%

Sustainable Vitality and Learning: The Connotation, Scale, and Heterogeneity of Dualistic Psychological Thriving at Work

Wang

Zhang

2023

Sustainability

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Psychological thriving is crucial for the sustainable well-being and continuous growth of employees in the workplace. This study aims to explore the concept, measurement, and heterogeneity of dualistic psychological thriving at work to promote sustainable vitality and learning among employees. In Study 1, we identified psychological thriving at work as a second-order dualistic construct, encompassing the positive psychological state in which individuals experience vitality and learning in their current work and hold high expectations for their future work. This construct consists of two dimensions: psychological thriving of work experience and psychological thriving of work development. In Study 2, we conducted exploratory factor analysis and second-order confirmatory factor analyses using two independent samples, providing empirical evidence for the second-order dualistic structure of psychological thriving at work. Subsequently, we developed a comprehensive scale to measure dualistic psychological thriving at work and assessed its criterion validity by examining its relationship with workplace friendship and work autonomy. In Study 3, we investigated the overall levels and pursuit preferences of dualistic psychological thriving at work among different generations. The findings revealed significant differences in the overall levels and pursuit preferences of dualistic psychological thriving at work across generations. Post-1990s employees exhibited the highest overall level of dualistic psychological thriving at work, while post-1970s employees had the lowest. Moreover, post-1990s employees were more inclined to pursue psychological thriving of work experience, whereas post-1980s employees tended to seek psychological thriving of work development. No significant differences were found among post-1970s employees.

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Section: Relevant Theories and Research Hypothesesmentioning

confidence: 99%

Sustainable Vitality and Learning: The Connotation, Scale, and Heterogeneity of Dualistic Psychological Thriving at Work

Wang

Zhang

2023

Sustainability

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“…Although the Millennial generation may be stereotyped as being entitled and overly dependent (Hallman, 2016), their upbringing has also enabled them to have positive qualities in their lives, such as optimism and confidence (Kosterlitz & Lewis, 2017). They look for meaning and purpose above that which is to be found in material gain (Cox, Stewart, Lortie, & Barreto, 2019), and they want to make a difference in the world (Jirasevijinda, 2018). In addition, they like selfexpression and for their thoughts and opinions to matter and be accepted (Smith & Turner, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Millennials hold different cultural values to those of other generations: An empirical analysis

Easton

Steyn

2022

SA j. hum. resour. manag.

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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.Research purpose: 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.

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“…Generations are distinguished by factors related to age range, shared experiences, significant social events and occurrences, thoughts, and behaviours (Sessa et al, 2007). Generation Y, or Millennials, represents individuals born between 1981and 2001(Cox et al, 2019 dependent on technological resources (Bencsik et al, 2016). According to Zavattaro and Brainard (2019), this generation is interested in content posted on networks (Werenowska & Rzepka, 2020).…”

Section: Introductionmentioning

confidence: 99%

How digital influencer content and characteristics influence Generation Y persuasiveness and purchase intention

Rodrigues,

Carvalho,

Oliveira

et al. 2024

TMS

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This paper aims to understand the effect of content and digital influencer characteristics on their persuasiveness ability and Generation Y's resulting brand attitudes and purchase intentions (Millennials). Based on a sample of 201 individuals and quantitative analysis, data was analysed using Smart PLS. The results show that the quality of the content is the characteristic with the highest impact on the influencer's persuasive power. In terms of influencer characteristics, trust is a critical determinant. The influencer's persuasiveness is essential for developing a positive attitude towards the brand and purchase intention. Our findings update previous studies, focusing on Generation Y and including trust as a variable while simultaneously revealing a fundamental determinant of influence power. For brands, this study confirms the importance of having digital influencers in their strategies. For influencers, it suggests that when targeting Generation Y, they should invest in the quality of their publications and increase trust, as this is strongly linked to their persuasiveness and, consequently, to the purchase intention of their followers

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Different strokes for different folks: Generational differences, social salience, and social performance

Cited by 11 publications

References 81 publications

Sustainable Vitality and Learning: The Connotation, Scale, and Heterogeneity of Dualistic Psychological Thriving at Work

Sustainable Vitality and Learning: The Connotation, Scale, and Heterogeneity of Dualistic Psychological Thriving at Work

Millennials hold different cultural values to those of other generations: An empirical analysis

How digital influencer content and characteristics influence Generation Y persuasiveness and purchase intention

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