...BOOMERS, GENERATION X AND GENERATION Y By Nortini Isahak Table of Contents Page Introduction 2 1.0 Work Behavior Characteristic between Baby boomers, Generation X and Generation Y 1.1 Baby Boomers 3 1.2 Generation X 4 1.3 Generation Y 5 2.0 The Challenge 2.1 Characteristics of each generation 6 2.2 Perception of other generations 7 3.0 Leadership Styles for Different Generational Groups 9 4.0 Recommendation 11 Conclusion 13 References 14 ABSTRACT Generation Y (born 1981 and 2000) is young worker, Generation X (born 1965-1980) is middle generation and Baby Boomers (Born 1946-1964) is older employers. Usually young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don’t like ambivalence. It is important organization to take time and build the trusting relationship where each generation brings ahead their potentials and works towards the organization goal. The leaders should recognize the different work characteristics between generational groups and apply leadership styles that will positively contribute to employee motivation. As a result, due to the shifting nature of the job/task itself and the changing nature of subordinate characteristics and behavior. Leadership styles have also had to make changes. Accordingly, a task-oriented leadership style is more acceptable to Baby boomers but Generation X and Generation Y prefer to...
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...Millennials: Benefits in the Workplace Melvina Turner University of the Incarnate Word Submitted to Dr. Rochelle Caroon-Santiago In Partial fulfillment of the Requirements of Scientific Literacy in Psych V1 Sp116 (PSYC2320_V1_Sp116) March 2, 2016 Table of Contents Abstract……………………………………………………………………………………………3 Millennials Overcoming Stereotypes……………………………………………………………...4 Benefits of Technology and Mentors……………………………………………………………...5 Future of Millennials and Positive Qualities……...…..…………………………………………..6 Impact on Success………………………………………………………………………………....7 Retention and Promotion………………………………………………………………………….8 Furthering Research………………………………………………………………………..…….10 Conclusion………………………………....…………………………………………………….11 References……………………………………………………………………………………..…12 Abstract As Millennials begin to dominate the workplace, it has begun to cause a shift in beliefs, values, abilities, and success. It can now be seen that Millennials provide benefits to employers in the workplace (Alsop, 2008). Millennials bring different characteristics to the working environment, regardless of their stereotypes. Their use of technology can be utilized as a positive attributed and thus an impact on their success. Millennials are also seeking a coaching or mentoring environment through reverse mentoring. The impact Millennials will have in the workplace is one of success and the desire to work better, but they also need positive reinforcement. Millennials are also seeking an...
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...employee involvement YANG YANG1* AND ALISON M. KONRAD2 Management Department, the Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania, U.S.A. Department of Organizational Behavior, Richard Ivey School of Business, U. of Western Ontario, London, Ontario, Canada 2 1 Summary This study examined the interactive effects of workplace diversity and employee involvement on organizational innovation. Using a sample of 182 large Canadian organizations, we found a three-way interaction between level of employee involvement, variation in involvement, and racioethnic diversity on innovation. In organizations with high levels of employee involvement, high variation in involvement was associated with higher involvement levels among racioethnic minorities, resulting in a stronger association between diversity and innovation. Furthermore, the association between White employee involvement and innovation was significantly more positive under the condition of high involvement among racioethnic minority group members. Thus, ensuring high levels of involvement among members of historically marginalized racioethnic groups enhances the innovation effects of employee empowerment systems. Copyright # 2010 John Wiley & Sons, Ltd. Keywords: gender and racioethnic diversity, diversity management, employee involvement level, employee involvement variation, organizational innovation Introduction The two research streams of employee involvement and diversity management have a number...
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...Content Learning from Experience Anne Mulcahy, Chairman and CEO of Xerox, Commits to Business Ethics Individual and Organizational Ethics Learning Goals After studying this chapter, you should be able to: 1 Describe the stages of moral and ethical development. 2 Explain and apply the core concepts used by individuals and organizations to make ethical decisions. 3 Describe some ethics-based initiatives for fostering diversity in organizations. 4 Explain the nature of stakeholder responsibility and its ethical basis. Individual Differences and Ethics Ethics Competency Anne Mulcahy’s Ethical Leadership Decision Making and Ethics Change Competency James McNerney, CEO of Boeing Diversity and Ethics Diversity Competency Verizon’s Workplace Diversity Stakeholder Responsibility and Ethics Ethics Competency Johnson & Johnson’s Stakeholder Ethics and Principles Experiential Exercise and Case Experiential Exercise: Ethics Competency What Is Your Decision? Case: Diversity Competency Consensual Relationship Agreements Learning from Experience Anne Mulcahy, Chairman and CEO of Xerox, Commits to Business Ethics Anne M. Mulcahy is the chairman and CEO of the Xerox Corporation, headquartered in Norwalk, Connecticut. Xerox is best known for its copiers, but it also makes printers, scanners, and fax machines. The company sells document software and copier supplies and also provides consulting and document outsourcing. In this feature and throughout the chapter, we present...
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...understand why diversity is a good practice for manager, we need to distinguish the 2 different types of diversity. Surface level diversity refers to characteristics that are observable or readily detectable attributes such as race, gender, or physical disability (Mor Barak, 2011). It’s a human nature to judge someone on his or her first impression, and harbour prejudices, stereotypes whose diversity characteristic is different from you. As team members continue to interact over time, the impact of perceived surface-level diversity on team social integration will diminish, but the perceived deep-level diversity on team social integration will intensify (Harrison et al. 2002). Age Group Today, age discrimination is still prevalent in workplaces. The workforce is...
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...general and they do not predict behaviour in specific situations very well. * People tend to hold values structured around such factors as achievement, power, autonomy, conformity, tradition, and social welfare. * We learn values through the reinforcement process by parents, teachers, and representatives of religions. Generational Differences in Values * Generations are: 1. Traditionalists 2. Baby boomers 3. Generation X 4. Generation Y * Categorized by different ages, but also distinguished by growing up under different socialization experiences; which in result could cause different values. * Such values differences might underlie the differential workplaces assets and preferences of leadership style. * Some indication that Gen X and Y are more inclined to value money, status, and rapid career growth than are boomers. * Also evidence that Gen X and Y, compared to boomers, see work as less central, value leisure more, and are more inclined toward work-life balance. * Research conducted by the Center of Creative leadership concluded that all work generations share the same values but express them differently. * Organizations may have to tailor jobs designs, leadership styles, and benefits to the generational mix of their workforces. Cultural Difference in Values Work Centrality * Work itself is...
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...of 385,320 registered labors that includes active and new registrants. Baby Boomers with age range 45 – 65 stands at 1.8% from the total registered labor; Generation X with age range 30 – 44 fair at 11.8%; and Generation Y with age range 10 – 29 constitutes 87.1%. These statistic shows that labor market are mostly dominated by Generation Y but this does not means that most of the company have more Generation Y workers compared to other generations. Each of the company has different ratio of generation workers with three generational groups represented. As generation age, the older generation is replaced by younger generation which is of different characteristic, attitude and values [ (Roberts & Manolis, 2000) ]. When this transition happens, characteristic, attitude and values of the older generation will influence the younger generation however, there exist some similarities between these generations. However, this transition has inadvertently created a clash, in fact, only clash of perceived behavior and not the actual behavior of the different generations [ (Sirias, Karp, & Brotherton, 2007) ]. The organization needs to understand the gap between the generation and work on how to minimize the gap in order for the organization to remain competitive in the global economy. 2.0 CHARACTERISTIC OF EACH GENERATION Baby boomers generally born in between year 1945 to 1964 that is of age 45 to 65 currently. Baby boomers grew up in...
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...knowledge to maintain their competitive advantage to some degree. In this case, understanding the effectiveness of leadership is crucial. The evolution of leadership theories have generally transited from a stage that focused on personal features to the next, which is more dependent on the interaction between leaders and subordinates. Recently, leadership research has accentuated the effectiveness of transactional and transformational leadership (Tyssen, Wald and Heidenreich, 2014). Compared with transactional leadership, some scholars have argued that transformational leadership could result in a higher level of work engagement in a dynamic environment (Brief and Weiss, 2002). However, although transformational leaders could bring positive affect on employers’ behavior in several aspects and could also instigate a collaborative work environment, it is possible for employers to become over-reliant on them. In addition, it is undeniable that cultural values will have a pervasive influence on different aspects of management and an organization, such as the motivational consequences of leadership style, norms of communication as well as the willingness to take individual responsibility (Child, 1981). Hence, it is necessary to evaluate the extent to which culture can affect the execution of transformational leadership. The reasons behind the current enthusiasm for transformational leadership and comments on the...
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...I-PANG FU, M.ED. SMEAL COLLEGE OF BUSINESS PENNSYLVANIA STATE UNIVERSITY Favoritism is a controversial issue in many cultural settings. Related terms include nepotism and cronyism; all three are identified with misconduct in the merit-based business world. The flip side is ethics — the principles of conduct governing an individual or a group (MerriamWebster, 2012). According to John Dewey (1902), “Ethics is the science that deals with conduct insofar as this is considered to be right or wrong, good or bad.” Since favoritism is perceived as being linked to workplace misconduct, it is necessary to use ethics in examining this issue. The current study applied four lenses of ethics identified by Shapiro and Stefkovich (2011) to help people deal with ethical challenges: justice, critique, care, and the profession. Findings have implications for criteria used to handle ethical challenges in the workplace. Introduction...
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...Critically assess the effect of Social Media on society Social media as defined by Andreas M and Michael (2010, p. 61) is “a group of Internet-based applications that build on the ideological and technological foundations of Web 2.0, and that allow the creation and exchange of user-generated content.” Social media platforms include chat rooms, blogging web sites, social networking sites, forums, and also text messages and e-mail (Luxton, June and Fairall, 2012). The most popular social networking site, Facebook has made such an influence on society that from 2004 to 2011 the number of users registered to the site increased from 1 million to about 1 billion users worldwide (Yahoo Finance, 2012). With such vast figures social media is bound to have an impact on the way society operates, either positively or negatively, or both. These will be critically analyzed in this essay, identifying the most crucial impacts it has on our society. With the rapid increase in the awareness and use of social networking sites, it has provided positive contributions to how society functions. First and foremost, social networking has grown to become a critical part of a business’s marketing strategies, and if managed efficiently, will prove to be a major factor for its success. Social media networks such as Facebook and Twitter have provided an easy-to-access platform for people to share their views, preferences, and experiences about brands and products. Once this information gets widespread through...
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...Final Paper Introduction In this paper we will be exploring and analyzing the disciplines of business communication and organizational leadership. In regards to these disciplines we will be looking at their history, three bachelor’s degree programs, 3 masters programs, hot topics in these fields and also be looking at peer reviewed articles in these fields. We will also use these disciplines to investigate the real-world challenge of the gender pay gap by using existing peer-reviewed literature of Business Communication and Organizational Leadership. “Some scholars see business communication as a hybrid discipline with broad theoretical traditions in rhetorical theory, communication theory and management theory making business communication the intersect of such (Shaw, 1993: Smeltzer, Glab & Golden, 1983); while other argue that to identify the field of business communication the conceptual problematic underlying its intellectual inquiry should be examined, rather than by its instructional practices or vocabulary (Murphy, 1988). It seems that research on this subject started in 1993 with Dulek, R.E. 1993). Models of development: Business school and business communication, there are also text book themes that have emerged from 1910 to 1974. Familiar items that have emerged are: human relations and consumer behavior” In order to get a business communication degree from ASU a person must take an array of different courses. Someone must take communications courses, managements...
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...Learning that lasts through AGES Dr. Lila Davachi, Dr. Tobias Kiefer, Dr. David Rock and Lisa Rock NeuroLeadershipjournal issue THREE 2010 The attached copy is furnished to the author for non-commercial research and education use, including for instruction at the author’s institution, sharing with colleagues and providing to institutional administration. Other uses, including reproduction and distribution, or selling or licensing copies, or posting to personal, institutional or thirdparty websites are prohibited. In most cases authors are permitted to post a version of the article to their personal website or institutional repository. Authors requiring further information regarding the NeuroLeadership journal’s archiving and management policies are encouraged to send inquiries to: support@neuroleadership.org www.NeuroLeadership.org © NeuroLeadership Institute 2010 For Permissions, email support@neuroleadership.org This article was published in the © NeuroLeadership Institute 2010 For Permissions, email support@neuroleadership.org This article was published in the NeuroLeadership journal. The attached copy is furnished to the author for non-commercial research and education use, including for instruction at the author’s institution, sharing with colleagues and providing to institutional administration. Other uses, including reproduction and distribution, or selling or licensing copies, or posting to personal, institutional or thirdparty websites...
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...Human Resource Management Review 19 (2009) 117–133 Contents lists available at ScienceDirect Human Resource Management Review j o u r n a l h o m e p a g e : w w w. e l s ev i e r. c o m / l o c a t e / h u m r e s Diversity in organizations: Where are we now and where are we going? Lynn M. Shore ⁎, Beth G. Chung-Herrera, Michelle A. Dean, Karen Holcombe Ehrhart, Don I. Jung, Amy E. Randel, Gangaram Singh Institute for Inclusiveness and Diversity in Organizations, Department of Management, College of Business Administration, San Diego State University, 5500 Campanile Drive, San Diego, CA 92182, USA a r t i c l e i n f o Keywords: Diversity Inclusiveness a b s t r a c t A great deal of research has focused on workforce diversity. Despite an increasing number of studies, few consistent conclusions have yet to be reached about the antecedents and outcomes of diversity. Likewise, research on different dimensions of diversity (e.g., age, race, gender, sexual orientation, disability, and culture) has mostly evolved independently. Therefore, the purpose of this review is to examine each of these dimensions of diversity to describe common themes across dimensions and to develop an integrative model of diversity. © 2008 Elsevier Inc. All rights reserved. While the term “workforce diversity” is commonly used in scholarly articles as well as in the popular press, the focus and scope of the research is both varied and broad. Until recently, most studies...
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...Midterm Study Guide All definitions Chapter 1 A. Defining Organizational Behaviour Page 4 • A field of study that investigate the impact of individuals, groups, and structure on behaviour within organizations; its purpose is to apply such knowledge toward improving an organization’s effectiveness. B. Challenges in the Canadian Workplace Page 6 Challenges at the Individual Level 1. Individual Differences 2. Job Satisfaction 3. Motivation 4. Empowerment 5. Behaving Ethically Challenges at the Group Level 1. Working With Others 2. Workforce Diversity Challenges at the Organizational Level o Improving Customer Service o Stimulating Innovation and Change o The Use of Temporary (Contingent) Employees o Improving Quality and Productivity o Developing Effective Employees o Helping Employees with Work-Life Balance o Creating a Positive Work Environment o Responding to Globalization Chapter 2 A. Perception Page 38 What is Perception? • The process by which individuals organize and interpret their impressions to give meaning to their environment. Why is it important? • Because behaviour is based on perception of what reality is, not on reality itself. • The world as it is perceived is the world that is behaviourally important. Why we study perceptions? • To better understand how people make attributions about events. We don’t see reality. We interpret what we see and call it reality. The attribution...
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...| Compensation Does one size fit all? Compensation Does one size fit all? Due date: 6 November 2013 Leadership & People: Tutor: XXX Prepared by: Stephanie Gartrell Student ID: XXX Due date: 6 November 2013 Leadership & People: Tutor: XXX Prepared by: Stephanie Gartrell Student ID: XXX Executive Summary Designing and implementing a compensation package that rewards all staff according to performance, and succeeds in appealing to their individual motivations is an enormous challenge for any organisation. Some find it easier to simply pay a percentage increase to all staff, irrespective of their performance. A literature review was undertaken to determine both the current and historical views of performance management. A vast amount of material has been written in journal articles and textbooks. All point to the complexity of the issue and the apparent inability to find a solution that will suit all. For the last 100 years, HR specialists, psychologists and economists have been collaborating to try and develop a system which would have broad appeal for both staff and employers. Many theorists contributed to the discussions, asserting that individual motivations for pay were based on the theory of agency, goal, control, expectancy, or reinforcement. Performance management systems are necessary to enable companies to enable them to attract, retain and...
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