Grid, Group, and Grade

Maleki, Ammar; Hendriks, Frank

doi:10.1177/1069397114555843

Cited by 27 publications

(15 citation statements)

References 45 publications

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“…The third scale makes use of grid-group theory (GGT, Douglas, 1978), designed to deal with organizational aspects that are considered as ideal types in a company. GGT has a long tradition of application to organizational studies (Maleki and Hendriks, 2014), since it has the advantage of being able to construct a dynamic picture of organizational cultural aspects, unlike in more classical management approaches based on the GLOBE project or on Hofstede's cultural dimensions theory.…”

Section: Methodsmentioning

confidence: 99%

Generation Y workers

Torsello¹

2019

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Purpose The purpose of this paper is to disentangle the different and sometimes controversial aspects of Generation Y workers’ behavior at the workplace and to provide real-life answers to human resource management and the study of employee relations. Design/methodology/approach The study makes use of an empirical research framework to assess dominant preferences, values and patterns of behavior in workplaces where Generation Y employees have demographic relevance. The main research questions that this paper will address are: RQ1: What are the main features of organizational culture that are deemed functionally important to their job satisfaction by Generation Y workers? RQ2: Which are the general societal and generational values that affect most prominently their behavioral responses to duties and tasks in the workplace? RQ3: How do millennial workers perceive the gap between a real and an ideal organization in which they work in interactional and behavioral terms? The methodology includes a survey and interviews conducted in a multinational corporation based in Budapest. The theoretical framework is the one developed by Margaret Mead (1970) on value preferences and their generational change. Findings When generational values and behavioral patterns are not in harmony with the proper organizational cultural aspects of the company high attrition rates become manifest. Generation Y workers can be defined as cofigurate culture (Mead, 1970) in the sense that this generation encapsulates innovative aspects in some bridging features to the previous generation (Generation X). This is one of the aspects that may account for the conflicting social and work values that characterize work relations between Generation Y and X employees. Moreover, because of the three different domains on which work satisfaction is built (social, organizational and cultural) Generation Y workers will aim to strike a balance between expectations, ideas about what a good organization should look like and real-life experiences. Research limitations/implications Since the research concerns only one company case study, its scope is limited. In particular, empirical approaches to the study of employee relations with Generation Y workers are still few and more research is needed to fill this gap. Practical implications Millennial workers are not simply part of a different generation, as they actually share some value aspects and orientations of the previous generation. The practical implication is that the behavioral and organizational features that bridge Generation X and Y preferences should be detected in order to improve employee relations. Second, paying attention to the social, cultural and organizational features that Generation Y workers deem as important when describing their daily work experiences, it is possible to limit miscommunication and reduce attrition rates. Social implications The study of generational features and tendencies at the workplace is an important social field since it brings new insights into work relations and leadership. Treating the Generation Y as a cofigurate culture helps to bring together cultural and social preferences with values built on the workplace and in the social context of belonging. Originality/value The paper provides an original contribution to the study of generational, social and organizational aspects concerning the daily work experience of millennials in a corporation. The study builds an empirical framework in which the value aspects that shape the everyday reality of employee relations are measured and triangulated with qualitative data from ethnographic interviews. This paper can be of interest both to academic and to practitioners, thanks to its strong practical application to human resource management.

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Section: Methodsmentioning

confidence: 99%

Generation Y workers

Torsello¹

2019

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“…In addition, some scholars express scepticism about CT, claiming that dimensions of Douglasian CT are not successful or inclusive to explain risk perception and cultural orientations. They suggest further research for a new comprehensive approach [53][54][55].…”

Section: Risk Perception: An Overviewmentioning

confidence: 99%

Stakeholders’ Risk Perceptions of Decarbonised Energy System: Insights into Patterns of Behaviour

Karimi

2021

Energies

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According to EU goals and the Paris Agreement, an urgent need exists for reducing CO2 emissions while still securing energy supply. Thus, the timely deployment of carbon capture and storage (CCS) is seemingly unavoidable, especially for the cement and steel industries. However, diverse perceptions of CCS among stakeholders such as experts, politicians, and laypeople exist that could hinder the deployment of the technology. Hence, it is worthwhile to recognise these diverse perceptions and their roots. In the studies on risk perceptions, the emphasis has been mostly on the public, as well as factors that influence the public, such as knowledge dissemination and trust. Although these are crucial elements, they are not enough to explain the complexity of risk perceptions. In contrast to the mainstream research, this paper hypothesises that both laypeople and experts are affected by common cultural denominators, therefore, might have similar patterns of risk perceptions. This research suggests a framework that explains the role of societal culture in risk governance, arguing that thrifty, uncertainty avoidant, hierarchical societies tend to have a higher risk perception of CCS. This study is based on a synthesis of the earlier research, an extensive literature review, and an analysis of interviews data.

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“…That broader grid-group typology has been used, for example, to describe and compare national cultures (e.g. Caulkins, 1999;Hood, James, Peters, & Scott, 2004;Maleki & Hendriks, 2015), making it particularly useful for the aim of this paper.…”

Section: Egalitarianism and Mutualitymentioning

confidence: 99%