Generational differences: revisiting generational work values for the new millennium

Smola, Karen Wey; Sutton, Charlotte D.

doi:10.1002/job.147

Cited by 1,172 publications

(1,307 citation statements)

References 18 publications

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“…In line with this ancedotal information, a series of time lag studies conducted by Smola and Sutton (2002) and Twenge et al (2010) confirmed an increased trend towards freedom-related work values in comparison to their counterparts. Freedom work values include, but are not limited to, independence from supervision, autonomy and balance between life and work.…”

Section: Perceived Availability Of Work-life Balancesupporting

confidence: 66%

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Queiri¹,

Yusoff²,

Dwaikat³

2015

ASS

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Among the various speculation published in media reports about the reasons why generation-Y workforce in Malaysia changes job frequently include dissatisfaction with pay and fringe benefits, seeking work-life balance, perceived status work-values fit, normative commitment, perceived availability of alternative job and job hopping, This study aims to empirically justify or refute some of the anecdotal information about generation-Y employees' decision to leave an organisation in the context of Malaysia. Using structural equation modelling with a sample size of 150 respondents, this study revealed that satisfaction with payment and fringe, perceived availability of alternative job and job hopping are significant to generation-Y employees' intention to quit. Additionally, normative commitment as part of employees' loyalty is insignificant to generation-Y employees' intention to quit. This study provides implication to human resource (HR) managers that generation-Y employees' intention to quit may not be entirely due to HR strategies. Instead, cultural and economic factors play an important role in such decisions. However, there are other reasons that are widely held about generation-Y employees' intention to quit, which may not be held true or empirically validated. Lastly, normative commitment does not influence their intention to stay or to leave an organisation, as their loyalty is to their personal lives.

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Section: Perceived Availability Of Work-life Balancesupporting

confidence: 66%

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Queiri¹,

Yusoff²,

Dwaikat³

2015

ASS

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“…This form of CSR is actually highly represented in our manipulation of CSR in Study 2 which may explain the relatively small effect sizes in this study. In addition, the fact that age-related differences between employees may be partly attributable to differences between birth cohorts (Smola and Sutton 2002) may help us to understand why the interaction between CSR-social and age was not significant. It may be that the increasing economic wealth has led particularly the younger cohort to have increased environmental concerns (see Furrer et al 2010).…”

Section: Discussionmentioning

confidence: 99%

Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship Between Corporate Social Responsibility and Employee Satisfaction

et al. 2015

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Contemporary organizations often reciprocate to society for using resources and for affecting stakeholders by engaging in corporate social responsibility (CSR). It has been shown that CSR has a positive impact on employee attitudes. However, not all employees may react equally strongly to CSR practices. Based on socio-emotional selectivity theory (Carstensen in Science 312:1913-1915, 2006, we contend that the effect of CSR on employee satisfaction will be more pronounced for older than for younger employees, because CSR practices address those emotional needs and goals that are prioritized when people's future time perspective decreases. In one multi-source field study (N = 143) and one experimental study (N = 500), we demonstrate that CSR indeed has a stronger positive effect on employee satisfaction for older relative to younger employees. Accordingly, engaging in CSR can be an attractive tool for organizations that aim to keep their aging workforce satisfied with their job.

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“…Consequently, organizations should readily give positive feedback to this generation regarding the ways in which their work has enhanced the success of the firm (Reisenwitz & Iyer, 2009). Moreover, their level of retention is likely to be strongly positively associated with a work environment that provides job challenges as well as opportunities for taking an active role in the development of their careers and skills (Smola and Sutton, 2002) or otherwise they will choose to leave. Prokopeak (2013) points out that while baby boomers leave their employment on average after seven years and for Generation X this figure is every five, Millennials only remain at their place work for an average of two years (Prokopeak, 2013).…”

Section: Career Advancement Opportunities and Employee Retentionmentioning

confidence: 99%

Engagement and Retention of the Millennial Generation in the Workplace through Internal Branding

Özçelik¹

2015

IJBM

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Within the strong competitive world of organizations, the provision of exceptional customer experience is the key driver of performance. In this context, many organizations invest in their brands and, try to create a positive image of them, not only in the minds of their external customers, but also in those of their employees, because they are conceptualized as internal customers. Effective involvement of the human resources function for helping them to internalize the brand identity in their work behaviors has been an emerging area of study over the last decade. This has brought forward the notion of internal branding-a strategy through which organizations encourage all their employees to become involved in the nurturing of a brand through their engagement. Meanwhile, the organizational workforce is dynamic and constantly changing owing to a younger cohort entering the workplace. This renewal in the workforce demographics has led to differences in their characteristics and work orientations and consequently, has changed the rules of engagement. This paper outlines some emerging evidence about the HR-internal branding relationship. It brings together diverse sources of literature from organizational and generational studies to illustrate the characteristics and work orientations of the Millennials and the potential challenges posed by this generation. This article also provides the readers with specific recommendations for developing new practices and policies designed to attract, develop and retain this cohort so that it contributes internally to strong brand engagement.

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Generational differences: revisiting generational work values for the new millennium

Cited by 1,172 publications

References 18 publications

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship Between Corporate Social Responsibility and Employee Satisfaction

Engagement and Retention of the Millennial Generation in the Workplace through Internal Branding

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