148595130
Xennials: a microgeneration in the workplace
Purpose 
 
 
 
 
The purpose of this paper is to investigate the microgeneration between Generation X and the Millennial generation. The research question addressed was “What makes the Xennial generation unique and how might the knowledge of these differences be beneficial to organizations?” 
 
 
 
 
Design/methodology/approach 
 
 
 
 
The research question was analyzed by a review of literature through the lens of generational theory. This study reviewed current literature on generational theory, years encompassing specific generations, and differences between recent generations in the workplace. 
 
 
 
 
Findings 
 
 
 
 
It was discovered the exact years distinguishing generations were unclear because generations fade into one another without a distinct starting and stopping point. This overlap creates a cusp generation or microgeneration. The presented findings suggest microgeneration employees could aid in reducing workplace generational tensions. 
 
 
 
 
Practical implications 
 
 
 
 
Organizations can benefit from creating flexible workplaces accommodating the desires of multi-generational employees while still meeting the goals of the organization as a whole. It is important managers approach generational differences with a clear perspective of what information is valid and what may simply be popular. It is crucial to remember employees are individuals who never completely fit a stereotype, generational, or otherwise. 
 
 
 
 
Originality/value 
 
 
 
 
Very few academic articles on generational differences mention cusp generations and none address their unique opportunities for organizations in the workplace. Members of microgenerations between major generational cohorts may be a key to reducing workplace friction between employees of different generations.
142617271
Exploring four generations' beliefs about career: Is “satisfied” the new “successful”?
Purpose – The purpose of this paper is to examine whether four different generations (Silent Generation, Baby Boomers, Generation X, and Generation Y) hold different beliefs about career. Career type, career success evaluation and importance attached to organizational security are to be scrutinized for each generation.Design/methodology/approach – A total of 750 people completed a vignette task, rating the career success of 32 fictitious people. Each vignette contained a different combination of five career features (functional level, salary, number of promotions, promotion speed, and satisfaction) at two levels (low and high). Furthermore, several items were added in order to determine each participant's career type and the extent to which they attached importance to organizational security.Findings – The majority of participants still had rather “traditional” careers, although younger generations seemed to exhibit larger discrepancies between career preferences and actual career situation. Overall, sati...
46555012
Multigeneration employees: strategies for effective management.
Today's health care workforce comprises Traditional, Baby Boomer, and Generation X employees. Effective managers must understand the times and generational characteristics of these employees and they must assure that employees understand and respect one another's differences. They must foster open discussion of how generational differences influence attitudes toward work and organizations. They must provide opportunities for multigeneration employees to contribute their best concurrent with meeting organizational goals. Employees must be offered a conditional security based upon value-added results and collaboration. Managers must use leadership practices that encourage the hearts of dispirited employees.
144472083
Generational differences at work: introduction and overview
Purpose – This introduction seeks to provide a brief background to the notion that there are generational differences at work and to introduce the papers included in this special issue of the Journal of Managerial Psychology.Design/methodology/approach – The current context concerning generational differences at work is briefly outlined followed by a description of the core theory underpinning the notion of generational cohorts. Criticisms of this theoretical premise are provided before a brief outline is given to each article in the special issue.Findings – There is evidence for changes in personality profiles across generations, and for differences in attitudes towards work and careers. However, effect sizes tend not to be large, and some findings are inconsistent with popular stereotypes regarding generational differences. Little support was found for differences in work values or motivation.Practical implications – Contrary to popular hype concerning generational differences at work, managerial time m...
142799006
Cohort segmentation: An exploration of its validity
Abstract The notion of cohorts is becoming increasingly popular among trade journals and is even cited in undergraduate marketing textbooks as a segmentation technique; however, little empirical evidence exists to support the validity of the concept. The goal of the current study was twofold: (1) to examine the central relationship in the cohort concept—whether values can predict cohort groupings; and (2) to determine if consumers within cohort groupings cite similar external events as influential to them. Based on data gathered from 373 subjects, a multiple discriminant analysis was conducted to determine if subjects' ratings on seven value dimensions could predict their cohort membership. Additionally, cross-tabulations were conducted to explore the significant external life events each cohort cited as influential. The results showed that 45% of participants could be correctly classified into their cohort grouping and that external life events were related to these groupings; however, the results raise questions about the existence of consumer cohorts.
142054236
Generational Differences in Work Values: A Review of Theory and Evidence
This paper presents a critical review of the theoretical basis and empirical evidence for the popular practitioner idea that there are generational differences in work values. The concept of generations has a strong basis in sociological theory, but the academic empirical evidence for generational differences in work values is, at best, mixed. Many studies are unable to find the predicted differences in work values, and those that do often fail to distinguish between ‘generation’ and ‘age’ as possible drivers of such observed differences. In addition, the empirical literature is fraught with methodological limitations through the use of cross-sectional research designs in most studies, confusion about the definition of a generation as opposed to a cohort, and a lack of consideration for differences in national context, gender and ethnicity. Given the multitude of problems inherent in the evidence on generational differences in work values, it is not clear what value the notion of generations has for practitioners, and this may suggest that the concept be ignored. Ultimately, it may not matter to practitioners whether differences in the values of different birth cohorts reflect true generational effects, provided one can reliably demonstrate that these differences do exist. However, at present this is not the case, and therefore significant research is required first to disentangle cohort and generational effects from those caused by age or period. The suggestion that different groups of employees have different values and preferences, based on both age and other factors such as gender, remains a useful idea for managers; but a convincing case for consideration of generation as an additional distinguishing factor has yet to be made.
145606680
Generational differences: revisiting generational work values for the new millennium
Summary As we enter the new millennium and face the entrance of another generation of workers into the changing world of work, managers are encouraged to deal with the generational differences that appear to exist among workers. This paper revisits the issue of generational differences and the causes of those differences. Data were obtained from more than 350 individuals across the country who responded to a request to complete a survey. Current generational differences in worker values are analysed and the results are compared to a similar study conducted in 1974. Results suggest that generational work values do differ. To a lesser degree, the results suggest that work values also change as workers grow older. Finally, the results indicate an increasing desire among American workers to balance work and personal goals. This change in attitude was reflected even within the same cohort group. Copyright # 2002 John Wiley & Sons, Ltd.
22137336
Understanding Generation X employees.
Understanding Generation X employees--those born between 1961 and 1981--is essential if they are to be recruited into and retained in nursing and their potential maximized. The author discusses the times, characteristics, and work values and demands of Generation X. Armed with an enhanced understanding, nurse administrators are better prepared to maximize the potential of Generation X employees.
153819794
Generational Theory: Implications for Recruiting the Millennials
Abstract : This study intends to examine the current challenge that the Army has with recruiting. Using generational theory it will review the characteristics beliefs values and attitudes of Generation X the Baby Boomers and the Millennial generation the target audience of the Army's current recruiting efforts. Specifically it will investigate the Millennial generation's attitudes about military service and how the older generations' personalities impact their decision to serve. Additionally, it will take a look at the Army's current recruiting strategies, current recruiting trends, as well as the Army's chief competitors for new recruits. Finally, the study will offer up recommendations to improve recruiting for the Millennial generation
12945732
Generational differences: An examination of work values and generational gaps in the hospitality workforce
Abstract The purpose of this study is to identify generational differences and similarities among hospitality employees and managers in order to develop leadership strategies and management styles that can be utilized to increase employee morale and productivity while enhancing recruitment and retention rates of highly qualified workers. Data for this study were collected through a series of in-depth focus group discussions. Findings indicated significant generational differences in world views, attitudes toward authority and perspectives on work. Findings suggested the Baby Boomers respect authority and hierarchy, while the Generation X-ers (Gen X-ers) rebel against authority. Findings also suggested while Baby Boomers live to work, Gen X-ers work to live. The Baby Boomers are willing to wait their turn for promotions and rewards, and are very loyal. On the other hand, Gen X-ers expect immediate recognition through title, praise, promotion, and pay. They also want a life outside of work—they are not likely to sacrifice theirs for the company. The Millennial Generation believes in collective action, with optimism of the future, and trust in centralized authority. They like teamwork, showing a strong will to get things done with a great spirit.
11930196
Coaching generations in the workplace.
Understanding employees' beliefs, attitudes, and values about the world and the workplace can assist a manager in more effectively communicating with and coaching employees. One of the factors that influence an employee's perception of work is the generation in which they were born. The workforce today is composed of three distinct generational cohorts. The term generational cohort refers to people born in the same general time span who share key life experiences, which include demographic trends, historical events, public heroes, entertainment pastimes, and early work experiences. These common life experiences create cohesiveness in perspectives and attitudes and define the unspoken assumptions of the generation. As a result, employees of different age groups do not share the same work ethic or expectations. Certainly, each human being is an individual. However, understanding generational experiences and perspectives and learning to coach individuals from different age groups are becoming essential management skills.
43724050
Special Issue on Corporate Transformation in the People's Republic of China: Generation Cohorts and Personal Values: A Comparison of China and the United States
This study investigated the generation cohort value orientations of 774 Chinese and 784 U.S. managers and professionals. The three Chinese generations (Consolidation, Cultural Revolution, Social Reform) since the establishment of Communist China were significantly more open to change and self-enhancement but less conservative and self-transcendent than the Republican Era generation. The value orientations of U.S. generations (Generation X, Baby Boomer, Silent generation) followed an age-related pattern with the exception of self-transcendence values. The least similar value orientations were between Chinese and U.S. generations that had grown up during Communist China's closed-door policy. The more entrepreneurial value orientations of the most recent Chinese generations appear to be compatible with organizational changes currently under way in China's state-owned sector.
143967235
Time, Aging, and the Continuity of Social Structure: Themes and Issues in Generational Analysis
Generational analysis has developed rapidly in recent years. Three progressive stages of theory and research can be traced: (a) a “classic” period during which competing perspectives were developed regarding the impact of youth groups on social structure (Mannheim, Parsons and Eisenstadt, Davis and others); (b) a phase focused on interpretations of the youth protest movement or on processes in old age, and characterized by the development of new conceptual and methodological tools to examine change over time; (c) a period of consolidation and reformulation, with more precise specification of competing theoretical frameworks and the analysis of a growing body of empirical data. From this effort five issues emerge which summarize the perspective of generational analysis: (a) definition and dimensions of “generation” as a construct; (b) assessment of continuity or discontinuity between age groups; (c) exploration of the persistence of generation units over time; (d) analysis of within-generation solidarity; (e) articulation between generations and other dimensions of social structure. A feedback model appears useful in assessing the relationship between generations and social stability or change.
8258416
The Sociological Problem of Generations
The problem of generations is important enough to merit serious consideration. It is one of the indispensable guides to an understanding of the structure of social and intellectual movements. Its practical importance becomes clear as soon as one tries to obtain a more exact understanding of the accelerated pace of social change characteristic of our time. It would be regrettable if extra-scientific methods were permanently to conceal elements of the problem capable of immediate investigation. It is clear from the foregoing survey of the problem as it stands today that a commonly accepted approach to it does not exist. The social sciences in various countries only sporadically take account of the achievements of their neighbors. In particular, German research into the problem of generations has ignored results obtained abroad. Moreover, the problem has been tackled by specialists in many different sciences in succession; thus, we possess a number of interesting sidelights on the problem as well as contributions to an overall solution, but no consciously directed research on the basis of a clear formulation of the problem as a whole. The multiplicity of points of view, resulting both from the peculiarities of the intellectual traditions of various nations and from those of the individual sciences, is both attractive and fruitful; and there can be no doubt that such a wide problem can only be solved as a result of cooperation between the most diverse disciplines and nationalities. However, the cooperation must somehow be planned and directed from an organic center. The present status of the problem of generations thus affords a striking illustration of the anarchy in the social and cultural sciences, where everyone starts out afresh from his own point of view (to a certain extent, of course, this is both necessary and fruitful), never pausing to consider the various aspects as part of a single general problem, so that the contributions of the various disciplines to the collective solution could be planned.
62798653
Generational Theory and Collective Autobiography
In the late 1960s and early 1970s, it was common to hear young, middle-class, white Americans referring to themselves with a self-conscious sense of shared identity and common oppression that today one associates with race, class, ethnicity, or gender. The primary collective with which those young people in the 1960s identified-the generation-is now granted attention only in popular magazines and in marketing and demographic reports on the continuing economic and social impact of the baby boomers. In the field of American autobiography, studies of works by writers who identify themselves on the basis of gender, class, race, or ethnicity have been numerous, while autobiographies in which the primary collective identity has been derived from the concept of the generation-works such as Raymond Mungo's Total Loss Farm: A Year in the Life (1970), Michael Rossman's The Wedding Within the War(1971), Joyce Maynard's Looking Back: Growing Up Old in the 1960s (1972), or David Harris's Dreams Die Hard: Three Men's Journey Through the Sixties (1982)-have been largely ignored. The reasons for the neglect of what I call "generational autobiographies" are not difficult to imagine. Whereas autobiographers often experience gender, race, ethnicity, and class affiliations radically and over the whole of their lives, one is most aware of one's membership in a generation during the coming-of-age years or the period that Erik Erikson refers to as the "psychosocial moratorium," when one is first entering the arena of history, rebelling against parental institutions, and experimenting with adult identities.1 After that period, one's sense of kinship with other members of one's age group inev-
47047471
Generational differences in psychological traits and their impact on the workplace
This publication contains reprint articles for which IEEE does not hold copyright. You may purchase this article from the Ask*IEEE Document Delivery Service at http://www.ieee.org/services/askieee/.
145517471
Millennials and the World of Work: An Organization and Management Perspective
AbstractPurposeThe purpose of this article is to provide a contextual overview that illustrates and illuminates some of the defining characteristics of the Millennial generation. This study offers a framework for understanding the most compelling issues organizations face in their efforts to effectively incorporate the generation currently entering the workforce.Design/Methodology/ApproachThis is a review and commentary that links together current research on Millennials in the workplace into a cohesive narrative, supplemented by several short business case studies and the authors’ own research, insights, and experiences working with Millennials in a university.FindingsThis article explores the ways in which college-educated members of the Millennial generation approach the world of work, especially in the context of their particular relationships with technology and institutions. Drawing on our experience as educators, we share our observations, along with those of others, highlighting organizational best practices when we have encountered them. We have grounded our thinking in the context of research and surveys about this population, including our own work, and examined the particular behaviors that seem to be most relevant to the tasks of recruiting, managing, and developing the generation now entering the workforce.ImplicationsWhile cross-generational workplace tensions are neither new nor likely to dissipate, we believe that additional insights gained by exploring this complex and sometimes paradoxical generation will facilitate the ability to tap into their many abilities and talents.Originality/ValueThis article sets aside the question of whether there are genuine differences in values across generations and instead examines two compelling factors that differentiate Millennial behaviors in the workplace. The first is their incorporation of technology as a “sixth sense” and as a fully integrated means of interacting with the world. The second is their expectation of organizational accommodation, stemming from their prior experiences and the degree to which institutions have made themselves malleable to the needs and desires of this cohort. Although much has been written about Millennials in the workforce, this approach provides a unique and nuanced understanding of the genesis of certain sets of behaviors and expectations.

156269786
Comparing Current Students to a Pre-Millennial Generation: Are They Really Different?.
The Millennial generation, also known as Generation Y, has garnered much attention in the print and broadcast media and at academic conferences because of the challenges that they pose to universities and corporations. Aggregate characteristics and preferences of the Millennial generation and of Generation X, their immediate predecessors, have been frequently described in the business literature and press. This article identifies the dynamics of the Millennial generation, briefly compares them to Generation Y, and explores the perceptions of the Millennial generation and Gen Xers in an experiential learning environment, a senior-level management simulation class. It is hypothesized that these cohorts, with different generational values and traits, will perceive some aspects of the simulation experience differently. Using a time-lag approach, the results of a survey given to each generation are presented and discussed.
145157255
Workplace fun: the moderating effects of generational differences
Purpose – This paper aims to investigate how generational differences moderate the relationship between workplace fun and individual workplace outcomes.Design/methodology/approach – The authors review and integrate the literatures on workplace fun and generational theory and empirically test the interaction effects of generation membership and workplace fun with job satisfaction, task performance, and OCB using a sample of 701 workers.Findings – The findings suggest that not only do members of different generational cohorts respond differently to workplace fun, but cohort membership moderates the relationship between workplace fun and some individual workplace outcomes.Research limitations/implications – Snowball sampling and cross‐sectional data limit the generalisability of the study's findings.Practical implications – The authors provide managerial implications for promoting workplace fun.Originality/value – The paper contributes to the workplace fun conversation by addressing the overlooked question o...
143055702
The relationship between cultural values and moral philosophy: a generational subculture theory approach
Scholarly interest in culturally-driven determinants of ethical behavior has grown substantially in recent years. This phenomenon is due to increasing pressure placed on top management teams of multinational firms to ensure high moral standards. One theory that has been overlooked in culture-based business ethics research is generational subculture theory. This theory will be explored in the current paper with respect to its relationship to moral philosophy. A theoretical model and conceptual matrix are developed and research propositions proposed. The resulting framework will aid future researchers of cross-cultural ethics due to the incorporation of generational subculture as a variable of analysis.
145461654
A Review of the Empirical Evidence on Generational Differences in Work Attitudes
PurposeThis article reviews the evidence for generational differences in work values from time-lag studies (which can separate generation from age/career stage) and cross-sectional studies (which cannot). Understanding generational shifts is especially important given the coming retirement of Baby Boomer workers and their replacement by those born after 1982 (GenMe/GenY/Millennials).FindingsMost studies, including the few time-lag studies, show that GenX and especially GenMe rate work as less central to their lives, value leisure more, and express a weaker work ethic than Boomers and Silents. Extrinsic work values (e.g., salary) are higher in GenMe and especially GenX. Contrary to popular conceptions, there were no generational differences in altruistic values (e.g., wanting to help others). Conflicting results appeared in desire for job stability, intrinsic values (e.g., meaning), and social/affiliative values (e.g., making friends). GenX, and especially GenMe are consistently higher in individualistic traits. Overall, generational differences are important where they appear, as even small changes at the average mean that twice or three times as many individuals score at the top of the distribution.ImplicationsTo recruit GenMe, companies should focus on work–life balance issues and flexible schedules. Programs based on volunteering, altruistic values, social values, or meaning in work will likely be no more successful than they were for previous generations. The lack of generational differences in job hopping suggests that GenMe workers who are satisfied will be retained. Originality/valueNo previous review has summarized all of the available studies examining generational differences in work values.
25942284
Recruitment, retention, and management of generation X: a focus on nursing professionals.
Two-thirds of the nurse workforce are now over the age of 40, and between 40 percent and 60 percent of these nurses are expected to retire within the next 15 years. Enrollment in programs at all nursing education levels is declining. Generation Xers, those born between 1963 and 1977, comprise between 10 percent and 15 percent of the current nursing workforce. Although relatively new to the workforce, Generation Xers have their own ideas of what constitutes an acceptable workplace, and usually the terms of their employment are not negotiable. Further complexity arises from the fact that management of this workforce falls primarily on Baby Boomers--those born between 1943 and 1960. Because of the events that molded their collective characteristics, Baby Boomers entered the workforce driven and dedicated. This group equates work with self-worth, contribution, and personal fulfillment. Many selected their profession not based on economic prospects but with the desire to make the world a better place. In addition, their competitive nature drives them to aspire for higher monetary compensation and titles. The challenge for healthcare leadership is understanding and creating harmony between these two generations. This article presents a summary of recent literature and studies that explain the basic distinctions in cultural characteristics and work ethics between Generation Xers and Baby Boomers. The summary, I hope, provides a guideline for recruiting, retaining, and managing Generation X workers in the nursing field.
27086236
Gaining perspective on mentoring Generation X
Editor – The importance of mentoring junior faculty and trainees has been highlighted across the USA, with growing emphasis placed on faculty development and the professionalism requirements of the Accreditation Council for Graduate Medical Education (ACGME). Mentorship has been described as the most critical component of success for the young investigator. Although the traditional components of mentoring (trust, support, availability, etc.) are still required, it is useful to consider how mentoring strategies may need to be adapted for the next generation.
147373273
A Cross-Generational Comparison of Motivational Factors in a Sales Career Among Gen-X and Gen-Y College Students
This study is a replication and extension of a study by Castleberry (1990) in which 12 motivational factors related to a sales career were compared across generations. The importance of 12 key motivational factors related to sales positions were rank ordered by 1,390 college students. Respondents represented Gen-X college students from 1990 and Gen-Y students from 2006. The job itself and pay were consistently ranked first and second in both studies for “today” and “ten years in the future.” Gen-Y students rated “hygiene” factors related to job security as significantly more important than did Gen-X students. Conversely, Gen-X students rated “satisfier” factors as significantly more important than did Gen-Y students. Implications for sales managers, recruiters, and educators are provided based on the findings.
158703769
Generational Diversity in the Workplace: A Systematic Review in the Hospitality Context
This article marks the first systematic review that focuses on generational diversity in the hospitality workplace in the period from 2000 to 2016. A comprehensive search was conducted in the five dominant databases, namely, Scopus, SAGE, Emeralds, Science Direct, and EBSCOhost’s Hospitality and Tourism Complete, resulting in 49 articles for systematic content analysis. This article maps out the existing landscape of generational studies within a hospitality context before providing five areas of recommendations for future studies to fully capture the intricacy of the generational phenomenon. This study serves as a funnel for academics and practitioners within the hospitality field as it gears their attention and research directions toward the crucial, yet underexamined, context of generational studies.
10938760
On the cusp of change: examining pre-service teachers' beliefs about ICT and envisioning the digital classroom of the future
Few contemporary pre-service teachers would have completed their schooling with the extensive aid of computers. Yet, classroom use of information and communication technology ICT is now ubiquitous in much of the world. Today's pre-service teachers are the 'cusp generation' who, at a unique moment in history, straddle the two worlds of the ballpoint pen and the computer mouse. This study examined pre-service teachers' beliefs about their stakeholder role in terms of influencing ICT innovation and adoption. The pre-service teachers expected their future pupils to learn with computers much more extensively than they had; however, their beliefs about the transformative use of ICT in schooling were divergent. To address these findings, a teaching intervention was designed, which enabled pre-service teachers to 'envision' their practice in the digital classroom of the future. This involved the generation of new learning outcomes only achievable using ICT in pedagogy and assessment, and unfettered by the confines of the traditional pre-digital curriculum. Ninety-five peri¾?cent of the cohort was assessed as completing the intervention successfully. This paper finishes by discussing methods of equipping the cusp generation to negotiate the tensions inherent between current classroom practice and the rapid emergence of digital technologies in schools.