Millennials’ (Lack of) Attitude Problem: An Empirical Examination of Generational Effects on Work Attitudes

Kowske, Brenda; Rasch, Rena; Wiley, Jack W.

doi:10.1007/s10869-010-9171-8

Cited by 315 publications

(288 citation statements)

References 26 publications

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“…Such a conflict prevents employees from balancing between work demands and their personal life matters. Indeed, the only three time lag studies on generational work values differences (Kowske et al, 2010;Smola and Sutton, 2002;Twenge et al, 2010) have confirmed that the emphasis on work centrality has declined within Generation Y employees, as this cohort is family-centric rather than work-centric. In other words, Generation Y employees' place more emphasis on freedom work values (work life balance) from the workplace.…”

Section: Stressors and Job Stressmentioning

confidence: 97%

Factors Affecting Generation Y Employees’ Intention to Quit in Malaysian’s Business Process Outsourcing Sector

Queiri¹,

Dwaikat²

2016

JSD

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This paper investigates the factors contributing to Generation Y employees' intention to quit in the business process outsourcing sector (BPO) in Malaysia from four different perspectives: personnel dimensions (work overload, role ambiguity and job stress), job attitudes (satisfaction with pay and organizational commitment), work-life conflict and organizational strategies (training, career planning and empowerment). A structural equation modelling approach was employed to identify the variables that significantly affect the intention to quit. Using Amos 18, data collected from 164 Generation Y employees in the BPO sector were used to test the hypotheses. The results showed that intention to quit one's job is explained by lack of training, lack of empowerment, organizational commitment, and lack of career planning. Also, role ambiguity and satisfaction with pay exert negative indirect effects on the intention to quit one's job through organizational commitment. Additionally, job stress has no impact on the intention to quit one's job. This study is considered to be among the few attempts to address the reasons behind Generation Y employees' intention to quit.

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Section: Stressors and Job Stressmentioning

confidence: 97%

Factors Affecting Generation Y Employees’ Intention to Quit in Malaysian’s Business Process Outsourcing Sector

Queiri¹,

Dwaikat²

2016

JSD

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“…Societies 2018, 8,11 3 of 33 Kowske et al [17] comparing various generations in the United States (with a special focus on the so-called millennial generation) found that work attitudes differed across generations, although effect sizes were relatively small and the role of generation was significantly weaker than other labor-market sensitive factors such as gender, industry, and occupation. Regarding the impact of different generations, they found curvilinear trends (i.e., U-shaped curves).…”

Section: Generational Differences In Work Valuesmentioning

confidence: 99%

“…-Those (often huge) datasets that cover the entire economically active population are not representative due to selection bias (e.g., Kowske et al [17] use self-administered questionnaires by volunteers who responded to an advertisement) or focusing only on a special segment of the labor force (usually a large firm or an occupation).…”

mentioning

confidence: 99%

Age, Period, and Cohort Differences in Work Centrality and Work Values

Hajdu

Sík

2018

Societies

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Abstract:In this paper, we analyze whether work values differ between three dimensions of time (age, birth cohort, period). Using data of five waves of the World Values Survey and the European Values Study from more than forty countries and hierarchical age-period-cohort regression models, we did not find relevant gaps between birth cohorts with respect to the relative importance of work or with respect to work values. Thus, we claim that, in European and Euro-Atlantic countries, birth cohorts, on average, do not differ significantly with regard to their work values. Our results suggest, however, that the relative importance of work is significantly higher in the middle-age groups than among the younger or older groups. Regarding work values, we found that the importance of having an interesting job, good pay, and good hours decreases with age, and that job security is equally important at every age, whereas the importance of having a useful job increases with age.

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“…Several studies indicate Gen Yers highly value leisure time and are more family-oriented than Boomers and Gen Xers (Deal, Altman, & Rogelberg, 2010;De Hauw & De Vos, 2010;Kowske, Rasch, & Wiley, 2010;Ng, Schweitzer, & Lyons, 2010;Twenge & Campbell, 2010). Millennial fathers want a more active role in their families and a different relationship with their children than what they may have experienced with their own fathers (Aumann, Galinsky, & Matos, 2010;Harrington, Van Deusen, Fraone, & Eddy, 2014).…”

Section: Generational Comparisons Of Work-life Integrationmentioning

confidence: 99%

Organizational Leadership and Work-Life Integration: Insights from Three Generations of Men

Smith¹,

Roebuck²,

Elhaddaoui³

2016

CJIL

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Abstract. The literature has traditionally portrayed work-life balance as a women's issue. However, working men, specifically those classified as Generation X and Generation Y, are starting to speak up and share that they too are struggling with integrating all aspects of their lives. Workers, as well as organizations can benefit when employees have a healthy work-life balance; however, the specific role of organizational leadership must be examined to determine the influence leaders play in assisting employees achieve work-life balance. In addition, further insight is needed to understand how employees in the three generations (Millennials/Gen Y, Gen X, and Baby Boomers), which predominantly comprise the current workplace, view organizational leadership in relationship to work-life balance. Since the voices of women have been studied extensively (Eagly & Carli, 2007;Favero & Heath, 2012;Guillaume & Pochic, 2009;Jyothi & Jyothi, 2012;Roebuck, Smith, & Elhaddaoui, 2013;Schueller-Weidekamm & Kautzky-Willer, 2012), this exploratory study examines the perspectives of working men by asking how different generations of men view organizational leadership in light of work-life balance. The researchers used a convenience sample to invite men to participate in an online survey about organizational leadership, work-life balance and generational factors. One hundred one participants provided data, which the authors analyzed using qualitative data analysis techniques. Three major themes emerged. First, Generation Xers and Millennials, in particular, feel more pressure than Baby Boomers to be at home, in the community; and if they are fathers, to be present in their children's lives. Second, technology both helps and hinders men in integrating their personal and professional lives. Third, organizations are generally more supportive of men's multiple life roles than they were previously. However, most of the study participants still perceived that putting work first was tantamount to receiving a leadership position. A general conclusion from this exploratory study is work-life balance greatly influences men's decisions to pursue organizational leadership opportunities. Consequently, the results suggest that organizations, in their effort to acquire and retain talented leaders, should explore and embrace new strategies that support employees in their endeavor to achieve work-life balance.

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Millennials’ (Lack of) Attitude Problem: An Empirical Examination of Generational Effects on Work Attitudes

Cited by 315 publications

References 26 publications

Factors Affecting Generation Y Employees’ Intention to Quit in Malaysian’s Business Process Outsourcing Sector

Factors Affecting Generation Y Employees’ Intention to Quit in Malaysian’s Business Process Outsourcing Sector

Age, Period, and Cohort Differences in Work Centrality and Work Values

Organizational Leadership and Work-Life Integration: Insights from Three Generations of Men

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