Managing an intergenerational workforce as a factor of company competitiveness

Abstract

e purpose of this paper is to present the concept of intergenerational cooperation which, in the face of current demographic changes, including the aging population, can provide support for modern business. e concept presented here emphasizes the need to develop intergenerational cooperation in order to keep improving company competitiveness through dispelling myths about the destructive in uence that the youngest generation entering the labour market supposedly has on cooperation. e scienti c literature on the subject provides many ambiguous de nitions of competitiveness, which usually fail to determine the factors necessary to achieve it and, instead, often resort to making comparisons between companies. is vagueness comes from a diversity of approaches to de ning the sources of competitive advantage. A review of literature and research conducted among business executives by the authors of this paper allow us to dispel the myths that often lead to discrimination against Generation Y members in the labour market. e study also outlines several areas in which generational diversity management may bring bene ts, as well as its impact on building a competitive edge in the following elds: costs, resources, marketing, system organization, creation and communication. is enables to build core competencies in new areas, especially by focusing on the learning process, which results in the acquisition of new knowledge and skills by employees, improving existing skill and knowledge levels, as well as introducing the principle of knowledge management. As a result, better conditions for the development of resources and new ways of their con guration are provided which, in turn, serves as a basis for the creation and development of core competences in the company.

Process of resources provision management of the enterprise's activity with consideration of gender factor

“…The author [11] emphasized the absence of any link between the participation of women in the management of the enterprise and the results of its activities. Thus, the question of the relationship between the increase in the number of women in corporate roles and the results of the enterprise remains unresolved, as well as the question, in the case of such a connection, what resources have a positive impact, and what have a negative impact.…”

“…In general, scholars who are supporters of women's business divide problems into two groups of tasks of substantiation of gender diversity [8,11]: 1) ethical substantiation;…”

“…2) business substantiation. The first ones [11] argue that women need to be involved in any activity of the enterprise and in all positions based on the concept of equality. Noting [12] that such an action is not directly related to the increase of labor productivity, its purpose is to achieve greater participation of women, which is considered a positive and fair result of the development of the modern economic environment.…”

“…Several papers [5,11] focus on the manifestations of heterogeneity in business. It is noted that such a situation, which reflects contemporary realities in the gender issue, in general, has the potential for financial growth and successful development of the enterprise.…”

“…For example [11], a sample of different characteristics from 45 points (e.g., age, gender, education, etc.) was made and the impact of these links with resource-provision factors on the productivity of the enterprise was conducted.…”