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Appelbaum, Steven H., Anuj Bhardwaj, Mitchell Goodyear, Ting Gong, Aravindhan Balasubramanian Sudha, and Phil Wei. "A Study of Generational Conflicts in the Workplace." European Journal of Business and Management Research 7, no. 2 (March 5, 2022): 7–15. http://dx.doi.org/10.24018/ejbmr.2022.7.2.1311.
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This article reviews research around generational differences and examines the causality between these differences and conflicts usually happening at the workplace. The conflicts can be defined as value-based, behaviour-based, or identity-based. These generational differences also affect managers’ strategies when dealing with conflicts at work. Morton Deutsch’s theory of cooperation and competition is often used for organisations to understand the nature of conflicts, and the Conflict Process Model can be used to examine how conflicts can evolve. Studies show that once a generational conflict is identified and understood, organizations can mitigate and resolve the conflict by developing mentorship between the parties involved to embrace generational diversity. Various components of the HR activities should also be altered to adapt generational differences for an organization to attract and retain talents. As events and developments that caused generational differences are chronological, conflicts that could arise from the reactions by different generations to the future of work leaping through the recent Covid-19 pandemic should be prepared. However, some studies raised debate about the causality between generations and behavioural characteristics at work and argued the necessity of managing conflicts caused by generational differences, raising concerns that attributing conflicts to generational differences potentially oversimplifies the problems.
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Jemima, Rasolofomanana Tahiry Nantenain, and E. Kusumadmo. "IDENTIFYING STRATEGIES TO MINIMIZE INTERGENERATIONAL CONFLICT IN WORKPLACE." KINERJA 23, no. 1 (April 1, 2019): 67–75. http://dx.doi.org/10.24002/kinerja.v23i1.2127.
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This study was conducted to identify strategies to minimize intergenerational conflict in workplace in an e-commerce company in Madagascar. This company is made up of three generations of people who is different in many ways that often lead conflict in workplace.In this study, 125 out of 150 questionnaires were returned to the researcher to be analyzed and interviews were conducted with four people. The data were analyzed by using NVivo 8.The finding of this study indicates that to minimize intergenerational conflicts: managers should have more understanding on what their employee’s needs and expectations; they must familiarize themselves with them. Establishing internal communication that value everyone is a must to solve intergenerational concern. Training is useful to strengthen team cohesion and mentorship is to break through barriers by encouraging employees of different generations to connect each other and setting compromise improve collaborations level among employees.Keywords: conflict management, intergenerational conflict, multigenerational workplace.
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Kinger, Neha, and Satinder Kumar. "Generational Differences In Work Values In The Workplace." Folia Oeconomica Stetinensia 23, no. 2 (December 1, 2023): 204–21. http://dx.doi.org/10.2478/foli-2023-0027.
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Abstract Research background Generational differences in work values, specifically in India, are now having an impact on organizational effectiveness and workplace environments. Even though a wide range of perspectives, experiences, and skill sets might be valuable to a business, generational mixing can also lead to conflict and a lack of agreement in the workplace. Such disagreements have a negative effect on the workplace since they reduce productivity and negatively damage employee morale. To solve the problems of inefficiency caused by the generation gap, different generations in the workplace must understand the differences between the three generations and be able to get along with each other. Purpose Examining the differences between three generations in the workplace is the purpose of the study. The study also aims to examine how different generations have different work values. Research methodology To examine the current situation in IT companies of Delhi and NCR. A total of 450 employees completed a questionnaire. Baby Boomers were defined as those born between (1946–1964), Generation X was born between (1965-1980) and Generation Y was born between (1981–1996). The values of status and freedom at work were more important to the younger group than to the older group. Results There were significant generational differences, with Baby Boomers having higher status values and extrinsic values in organizations than Generation X and Generation Y. Values have an important role in directing behaviour and improving work motivation. An organization’s work values and expectations must be clarified to workers, and values must be flexible enough to satisfy the demands of various employees. Novelty Furthermore, Generation Y is the first generation that has grown up with the Internet; as a result, they consider working together virtually to be standard procedure.
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Canaan Messarra, Leila, Silva Karkoulian, and Abdul-Nasser El-Kassar. "Conflict resolution styles and personality." International Journal of Productivity and Performance Management 65, no. 6 (July 11, 2016): 792–810. http://dx.doi.org/10.1108/ijppm-01-2016-0014.
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Purpose – Conflict in the workplace creates a challenge for many of present day managers. The purpose of this paper is to explore the moderating effect of generations X and Y on the relationship between personality and conflict handling styles. Design/methodology/approach – The study is conducted using a sample of 199 employees working in the electronic retail sector in a non-Western culture. The five-factor model of personality traits is used to measure personality, while conflict styles are measured using Rahim’s Organizational Conflict Inventory II. Findings – Results indicate that generations X and Y moderate the relationship between specific personality traits and conflict handling styles. Research limitations/implications – This study investigated the moderating effect of generations X and Y on a sample of employees within the electronic retail service sector in Lebanon. It is recommended that future research examine such a relationship in other sectors and cultures for generalizability. Since generation Z (born in the late 1990s) will soon be entering the job market, further studies should include this cohort when investigating the relationships. Finally, for a deeper understanding of the relationship, it is advisable to use both qualitative and quantitative data collection methods. Practical implications – The understanding of what influences an individual’s choice regarding his/her choice of conflict resolution styles is of great use to supervisors in general and human resource managers in particular. This will assist in developing training programs that help employees acquire the appropriate skills necessary to control their impulses in a conflict situation. Training should comprise conflict resolution and communication skills that could help bridge the gap between generations. Effectively managing generational conflict in the workplace can positively contribute to the level and frequency of future conflicts, which in turn, can lead to favorable organizational outcomes. Originality/value – Earlier research that examined the relationship between personality and conflict management styles have found varying results ranging from weak to strong relationships. The understanding of what influences an individual’s choice of which management style he/she chooses is of great use for managers in general and human resource managers in particular. This study showed that the inconsistency could be the result of some factors that moderate this relationship. The age of individuals contributes to the strength or the weakness of the various relationships between personality and conflict handling styles. Findings suggest that generations X and Y do not moderate the relationships among the personality traits and the dominating and obliging conflict styles. They do, however, have varying moderating effects on the relationships between specific personality traits and the integrating, avoiding, and compromising styles.
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Stevanin, Simone, Ari Voutilainen, Valentina Bressan, Katri Vehviläinen-Julkunen, Valentina Rosolen, and Tarja Kvist. "Nurses’ Generational Differences Related to Workplace and Leadership in Two European Countries." Western Journal of Nursing Research 42, no. 1 (April 3, 2019): 14–23. http://dx.doi.org/10.1177/0193945919838604.
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A cross-sectional study was conducted with a convenience sample ( N = 3,093) of Finnish and Italian registered nurses to identify differences related to generation, country, gender, and educational level in their perceptions and opinions about workplace-related dimensions of nursing and their managers’ leadership practices. The Multidimensional Nursing Generations Questionnaire (MNGQ) and two subscales of the Transformational Leadership Scale (TLS), “Feedback and Rewards” and “Professional Development,” were used as survey tools. Data were analyzed with descriptive and inferential statistics. Statistically significant ( p < .05) generational and country differences emerged in the MNGQ components “Conflicts between generations,” “Patient safety view,” “Relationships between generations,” “Working as a multigenerational team,” “Orientation to change,” “Intention to leave,” and “Flexibility and availability.” Generational and country differences also emerged for the two TLS subscales. Generational differences existed between registered nurses of different generations and countries, and should be considered in leading multigenerational nurses’ workforces.
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Preena, Rushna, and Saroja Wanigasekara. "The Generational Differences in Work Values and its Impact on Workplace Conflicts of Operational Level Employees in Pharmaceutical Companies of Western Province, Sri Lanka." Journal of Education and Vocational Research 10, no. 2(V) (May 23, 2020): 41–46. http://dx.doi.org/10.22610/jevr.v10i2(v).3018.
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The primary purpose of this study was to identify whether there is a significant impact of generational differences in work values on workplace conflicts. This study is cross-sectional and explanatory research in nature. A standard questionnaire was used to collect primary data through a survey. The respondents were the 120 operational level employees who are working in Pharmaceutical companies in the Western Province of Sri Lanka. Descriptive statistics, correlation analysis, and one-way ANOVA were used to analyze data and make conclusions. Findings revealed that there is no significant impact of generational differences in work values on workplace conflicts. Further analysis done using one-way ANOVA revealed that there is a significant difference in work values between generations and workplace conflicts among generations
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Xiong, Wei, and Tao Wang. "Labor relations and new generation employees." International Journal of Conflict Management 29, no. 5 (October 8, 2018): 591–616. http://dx.doi.org/10.1108/ijcma-09-2017-0112.
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PurposeFeelings about conflict in labor relations are determined by both the objective conditions surrounding the dimension of labor relations and their subjective evaluation. This study aims to examine features of the subjective evaluation factors in labor relations for new generation employees born in the post-1980s, transitional China, and to explore the conflict reduction strategies in labor relations.Design/methodology/approachThis study designed items and a scale to measure employees’ subjective evaluation bias regarding labor relations, and conducted a survey of 1,500 employees in 80 Chinese enterprises. It conducted a principal components analysis of the subjective evaluation biases, and a covariance analysis to explore differences in the common factors between employees of two generations. Comparing the subjective bias with the objective status of labor relations, as well as with employers’ expectations, this study analyzed the feelings toward conflict and conflict management strategies.FindingsThere are eight common factors in the subjective evaluation bias toward labor relations, four of which show significant differences between employees of two generations. Employers should study these differences, and apply conflict reduction measures to manage labor relations.Originality/valueThis is one of the first studies to propose the concept of a subjective evaluation bias regarding labor relations, and examine the common factors and features among new generation employees. It establishes a model for feelings toward conflict through four combinations of the subjective preferences and objective status dimensions. This study offers new insights for reducing workplace conflict.
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Jassawalla, Avan, and Hemant Sashittal. "How and why Millennials are initiating conflict in vertical dyads and what they are learning." International Journal of Conflict Management 28, no. 5 (October 9, 2017): 644–70. http://dx.doi.org/10.1108/ijcma-05-2016-0026.
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Purpose The purpose of this paper is to contribute to extant conflict management theory by presenting evidence from a two-stage study of conflict initiated by pre-graduation Millennials in entry-level work environments. Design/methodology/approach The paper presents an inductively derived conceptual model, hypotheses and measurement scales grounded in Millennials’ voices. Then, based on survey data, the scales are tested for structural coherence, and hypotheses are validated using structural equation modeling methodology. Findings Most Millennials initiate conflict with older coworkers and supervisors in the workplace because of the hurt they feel over the unfairness they experience. While confronting their superiors, they take an aggressive stand (“you are wrong, you should change”) and learn that the organization is duplicitous and that they should initiate conflict with superiors in the future to protect against unfairness in a duplicitous organization. Research limitations/implications The findings and implications reflect the perspectives of Millennials who initiated conflict with superiors or more experienced coworkers in entry level workplaces. Reports of multiple perspectives and from other contexts are left to future research. Practical implications Millennials may well enter the workforce with attitudes and behaviors older coworkers and supervisors find aberrant. However, the interactions between Millennials, older generations and the socio-technical environment of entry-level workplaces lie at the root of the conflict Millennials initiate. Older generations may have implicitly produced – albeit to varying extents – opaque environments in which entry-level Millennials feel manipulated. Originality/value The study reports a relatively rare two-stage study that begins with exploration and discovery using qualitative data, and concludes with hypotheses tests based on survey data. A new context is explored; i.e. Millennials initiating conflict in vertical dyads. New concerns about the veracity of the entry-level work environment are raised.
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Akhavan Sarraf, Ahmad Reza, Mehdi Abzari, Ali Nasr Isfahani, and Saeed Fathi. "Generational differences in job engagement: a case study of an industrial organization in Iran." Industrial and Commercial Training 49, no. 3 (March 6, 2017): 106–15. http://dx.doi.org/10.1108/ict-10-2016-0068.
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Purpose Understanding generational differences are important because generational diversity can affect work relationships and the effectiveness of communication, engagement and performance management strategies. On the other hand, organizations should be concerned about employee engagement, considering all the positive outcomes that engaged employees could bring to the workplace. The paper aims to discuss these issues. Design/methodology/approach The purpose of this study is to examine employee engagement of different generations in Iran. Four hypotheses were proposed regarding job engagement and its constructs: vigor, dedication and absorption. The study utilized ANOVA tests to detect statistically significant differences between generations. Findings The results revealed not only a number of significant differences among generations, but also some similarities. The study shows the value of generational analysis as a useful segmentation criterion in organizational behavior researches. Originality/value To distinguish between different generations in relation to job engagement, also better understanding the behavior of generational cohorts that affect the success of organizations. It helps managers to find and resolve the conflict among persons and groups in the organization and also to achieve the benefits of diversity, creativity and energy of generations.
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Kim, Junghyun, and Soondool Chung. "Is an Intergenerational Program Effective in Increasing Social Capital among Participants? A Preliminary Study in Korea." Sustainability 14, no. 3 (February 4, 2022): 1796. http://dx.doi.org/10.3390/su14031796.
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The rapid growth of the aging population and low economic growth have intensified generational conflicts, especially in the workplace. Social capital is one option that can solve generational conflicts by encouraging cooperation among colleagues. This study aims to explore the impact of the intergenerational program, Sedae Ieum Madang, on perceived social capital among participants in Korea. To measure the impact of the program, a one-group pretest/posttest design was applied, and a purposive sampling method was adopted to recruit participants. The final sample size was 53, including 30 older adults and 23 young adults. In items that measured participants’ level of trust in colleagues, the subindex of social capital was compared between before and after the program. Each item relates to peoples’ experience of social support in workplaces, as suggested in the swAge model. According to the measurement, peoples’ level of trust in their colleagues changed; only the older generation’s trust in their colleagues increased, while that of the younger generation did not. The results of this study show that the intergenerational program is effective in encouraging the older generation to trust their colleagues and fostering mutual support between younger and older generations, which is important in developing sustainable work environments.
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Abdulla, Tablo Taha, and Cihan Ozer. "Exploring the Z Generation's work environment dynamics in Kurdistan: a comprehensive investigation." Journal of Global Social Sciences 4, no. 15 (August 31, 2023): 84–113. http://dx.doi.org/10.58934/jgss.v4i15.188.
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This study investigates with a special emphasis on the Z Generation in Kurdistan, Iraq, this study report seeks to offer insightful information about the expectations and beliefs of various generations in the workplace. The study clarifies how these various expectations emerge in the workplace by looking at the unique preferences and cultural norms of each generation. The importance-performance analysis approach was used to collect data from businesses in Kurdistan that employed both male and female workers from the Y and Z Generations. The results show that people from the Y Generation are more productive overall, exhibit a better balance between work and other duties, and have fewer issues with their managers and employers. The Z Generation, in contrast, experiences more conflicts, issues, and discontent with their managers and struggles to strike a healthy work-life balance. Anyone interested in learning more about generational disparities and expectations, particularly in the context of Kurdistan, Iraq, can benefit from this research, which is supported by a number of sources and references.
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Grabowska, Izabela, and Ewelina Słotwińska-Rosłanowska. "Konflikt pomiędzy pracą zawodową a obowiązkami rodzinnymi w Polsce." Studia Demograficzne, no. 2(172) (December 10, 2017): 97–119. http://dx.doi.org/10.33119/sd.2017.2.3.
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The aim of the paper is to present determinants of work-family conflict for working men and women in Poland. Two types of such conflict were studied – from work to family and from family to work. Due to the fact that mostly parents are exposed for those types of conflict, the analysis is restricted to men and women with children up to 14 years old. The analysis is conducted separately for men and women since differences in division of duties in families may result in differences in determinants of work-family conflict. We are interested in the influence of workplace and family characteristics on both types of conflict. The model analysis is based on data from the second wave of the Gender and Generations Survey for Poland. We conclude that in Poland both types of conflict exist, but the intensity of work-family conflict is bigger than family-work conflict. In case of each type of conflict, its intensity is similar for men and women, but the determinants of those types of conflict vary across gender.
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Choi, K. "The Iimpact of «Kkondae» Culture on Intergenerational Conflict in Korean Workplaces." World of Economics and Management 23, no. 3 (October 23, 2023): 115–25. http://dx.doi.org/10.25205/2542-0429-2023-23-3-115-125.
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This paper explores the phenomenon of “kkondae” culture in Korean society, especially in the workplace, which involves a hierarchical and authoritarian attitude of the older toward the younger, which leads to generational conflict and negatively affects workplace dynamics. The paper examines three socio-psychological factors (attribution errors, cognitive rigidity, and egocentric communication) to define “kkondae” culture in organizational culture and emphasizes the need to examine the impact of “kkondae” culture on generational conflict and identify policy recommendations to promote a more inclusive and respectful workplace culture. Further research is needed to explore the factors that contribute to the emergence and persistence of the “kkondae” phenomenon in different social contexts.
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Makola, Zamandlovu S., and Christopher M. Mulaudzi. "The Complexities of Managing a Multigenerational Academic Workforce in the South African Higher Education Sector." International Journal of Applied Research in Business and Management 5, no. 1 (July 3, 2024): 42–61. http://dx.doi.org/10.51137/ijarbm.2024.5.1.3.
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This study examined the human resource management challenges faced by heads of departments in managing a multigenerational academic workforce in the South African higher education sector. A qualitative research approach was followed, and a multiple case study research design was applied. A purposive sampling technique was used to select 16 participants. Data was collected through semi-structured interviews, and it was analysed thematically with the aid of Atlas.ti. The study revealed several challenges related to the management of a multigenerational academic workforce, namely, differences in career expectations, skills, and experience among generations; conflict management; implementation of plans and strategies; succession planning; and teamwork. The findings have implications for higher education institutions as different generations have varying expectations for career development. Human resource departments should establish clear and transparent career pathways to meet these expectations. The study also provides supporting evidence for the dimensions outlined in the framework for understanding generational identities in organisations. Exploring generational diversity in workplace relationships and interactions within the education context complements the existing research focused on pedagogical aspects and cultural characteristics in academic settings.
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Aboobaker, Nimitha, Manoj Edward, and K. A. Zakkariya. "Workplace spirituality, work-family conflict and intention to stay." Journal of Applied Research in Higher Education 12, no. 4 (July 18, 2019): 787–801. http://dx.doi.org/10.1108/jarhe-07-2018-0160.
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Purpose Teaching is generally seen as a calling, rather than just a formal profession. In the context of commercialization of higher education, with increased workloads and lack of community relationships, the purpose of this paper is to examine the influence of employees’ experience of workplace spirituality on intention to stay with the organization, mediated through work–family conflict. The study seeks to add to theory development in the area of workplace spirituality and its outcomes, by examining the theoretical framework through the lens of self-determination theory of motivation. Design/methodology/approach This descriptive study was conducted among a sample of 350 teachers, working in the private sector higher educational institutes in India, selected through purposive sampling. Validated and widely accepted tests were administered among the respondents and structural equation modeling was done to test the proposed hypotheses. Findings The findings of the study suggest that amongst the current generation of teachers, experience of workplace spirituality and work–family conflict (WFC) plays a significant role in predicting intention to stay with the organization. Employees’ experience of dimensions of workplace spirituality had varying influences on WFC and intention to stay with the organization. WFC mediated the relationships between two dimensions of workplace spirituality (meaningful work and sense of community) and intention to stay, but not the relationship between alignment with organizational values and intention to stay. Originality/value This study is pioneering in conceptualizing and testing a theoretical model linking workplace spirituality, work–family conflict and intention to stay, particularly through the self-determination motivational theory perspective. To improve employees’ intention to stay with the organizations, managers need to devise strategies aimed at facilitating connectedness and lowered WFC. Personalized work–family policies might be the need of the hour, as to contain the inherent WFC in contemporary organizations.
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Hartijasti, Yanki, Dodi Wirawan Irawanto, and Asri Laksmi Riani. "Perceived Leadership Behaviors among Multigenerational Managers." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 164. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(164).
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Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior
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Shin, Lin Yi. "Using the Planned Behavior Theory to Understand Backpackers 'Intentions to Take Low-cost Airlines." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 172. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(172).
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Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Planned behavior theory , Low-cost airlines, Self-help travel
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Kumar, Ritesh, and Rajpal Singh. "AGE DIVERSITY IN THE WORKPLACE: A STUDY ON PRIVATE SECTOR BANKS EMPLOYEES." International Journal of Research -GRANTHAALAYAH 5, no. 8 (August 31, 2017): 120–26. http://dx.doi.org/10.29121/granthaalayah.v5.i8.2017.2196.
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Diversity plays a vital role in the success of business if it is managed properly. Age diversity is the heterogeneity in the organization in term of age. In every organization, there is a conflict between the mindset of generations. Conservative and modern thinking in organization cause resistance of decisions. Although both experienced and young employees were fruitful for the organization if they were properly managed. This paper primarily investigates how the age diversity affects the performance of private bank employees. Under the present study, 100 employees of different private sector banks branches located in Rohtak city were sorted out on the basis of convenience sampling technique. A self-structured questionnaire was used to acquire data from respondents. Different statistical tools such as descriptive, correlation were used in this study to test the hypothesis. Results revealed that there is a moderately positive relationship between age diversity and employees performance.
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Adeyemi, Benjamen Sunkanmi, and Clinton Ohis Aigbavboa. "Exploration of conflict resolution benefits among Nigerian construction professionals." International Journal of Construction Supply Chain Management 11, no. 1 (August 2021): 21–33. http://dx.doi.org/10.14424/ijcscm110121-21-33.
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Conflict resolution in the construction industry is the informal or formal procedure that two or more construction professionals use to find a peaceful solution to their misunderstanding. The resolution of conflict can be beneficial to construction professionals, if it is resolved or managed appropriately. Therefore, this study aimed to examine various benefits of conflict resolution among construction professionals in Nigeria. On the research methodology used in this research, a quantitative research method was used. A total number of 150 questionnaires were sent out and 135 were received back from the construction professionals in Nigeria. The construction professionals are quantity surveyors, architects, builders, construction managers, civil engineers, and project managers. The research data that was collected underwent cleaning and screening before the commencement of the analysis. Also, the data collected pertaining to this study was analysed using Statistical Package for Social Sciences (SPSS version 21). This research made use of descriptive and exploratory factor analysis. The study found that conflict resolution could assist in the generation of new insights and perception. This was ranked the highest followed by other benefits of conflict resolution like: reduction in tension, helps professionals to accomplish their ambitions, improves workplace conflicts, and reduces task ambiguity of professionals for construction professionals to enjoy the benefits of conflict resolution they must resolve conflicts among themselves as early as possible.
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Al Wekhian, Jamil. "Conflict Behavior in the Workplace: A Study of Second Generation Arab Muslim Immigrants in the United States." International Journal of Business and Management 10, no. 12 (November 19, 2015): 12. http://dx.doi.org/10.5539/ijbm.v10n12p12.
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Multiple studies have shown that culture, religiosity, and gender influence people’s behavior in managing their conflict; however, there has been little investigation of the impact of the acculturation process on these variables utilized by second generation Arab Muslim immigrants in the United States. My study follows a sequential explanatory model with a mixed methods approach, and specifically explores the conflict management styles utilized by second generation Arab Muslim immigrants in the U.S. and how their culture, gender, and religiosity contribute to these processes. Data was collected by conducting 112 online surveys and 12 face-to-face semi-structured interviews, with the sample population stemming from the Arab Muslim communities in Columbia, Kansas City, and St. Louis, Missouri. Binary logistic regression and Chi-square tests were used to analyze this quantitative data through SPSS while thematic analysis was used to analyze the qualitative data. The resulting analysis showed that second generation immigrants tended to be more individualistic, have a lower level of religiosity, and utilize and utilize dominating as a conflict management style to handle their interpersonal conflict. Level of religiosity had a significant relationship with the obliging, compromising, integrating, avoiding, and dominating conflict management styles. Gender had a significant association with the obliging, compromising, avoiding, and dominating conflict management styles. Finally, culture had a significant predictive relationship with obliging, integrating, compromising, and dominating conflict management styles.
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Choi, Hwa-joon, Seongrok Kim, and Seowoo Kim. "The Expected Roles of Seniors in the Workplace for Addressing Intergenerational Conflict: A Movie Review Analysis." Korean Career, Entrepreneurship & Business Association 8, no. 3 (May 30, 2024): 121–37. http://dx.doi.org/10.48206/kceba.2024.8.3.121.
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The aging workforce and resulting intergenerational conflict in workplaces present common challenges for many enterprises. This study aims to explore potential solutions to this issue by investigating what younger employees (referred to as “juniors”) expect from their older counterparts (“seniors”). In order to do so, the movie “The Intern,” which depicts an older intern navigating intergenerational conflicts at work, serves as the focal point of analysis. selected as a research subject, and reviews of the movie have been used as a research sample. Reviews of the movie, predominantly written by individuals in their twenties and thirties, constitute the primary data sample representing “juniors.” A total of 44,657 reviews were collected using multiple text-minig techniques to extract connotative rather than denotative meanings from the dataset. Following preprocessing, these reviews were splitted into 72,286 sentences. Leveraging sentiment analysis, word frequency analysis, and k-means clustering method, the study categorized sentences into six distinct clusters based on their thematic content. Finally, the technical support of Large Language Model (LLM) and Retrieval Augmented Generation (RAG) produces the main themes and their corresponding key topics within each cluster. The study identifies four main themes: “Senior Mentors,” “Seniors in the Workplace,” “Seniors in General,” and “Senior-related Social Issues.” These findings shed light on the social roles that juniors expect seniors to perform, such as providing wisdom, mentorship, and serving as role models. Building upon existing literature suggesting that enhanced communication can narrow generation gaps in the workplace, the study underscores the importance of effective communication topics. Futher empirical research is encouraged to validate and expand upon these findings, exploring their practical implications.
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Rahim, M. Afzalur, and Jeffrey P. Katz. "Forty years of conflict: the effects of gender and generation on conflict-management strategies." International Journal of Conflict Management 31, no. 1 (November 27, 2019): 1–16. http://dx.doi.org/10.1108/ijcma-03-2019-0045.
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Purpose Previous studies examining the relationship between gender and conflict-management strategies have generally reported weak or inconsistent results. This paper aims to study extends past research by examining the main and interactive effects of gender on conflict-management strategies over time. The authors propose that conflict-management strategies commonly employed in the workplace are impacted by worker gender as predicted by face negotiation theory and vary over time based on the “generation” of the worker. Design/methodology/approach To test the study hypotheses, a field study was conducted to assess main and interactive effects of gender and generation on the five strategies for conflict management: Integrating, obliging, dominating, avoiding and compromising. Questionnaire data were collected over four decades (1980s-2010s) from employed students (N = 6,613). Data analysis was performed using a multivariate analysis of covariance. Findings The results suggest female employees consistently use more noncompeting strategies (integrating, obliging, avoiding and compromising) than male employees and male employees consistently use more competing strategy (dominating) than female employees. All the main and interaction effects were significant. Research limitations/implications While this study involved primarily students in the USA studying management at two major public universities, there may be implications for a more global population of workers. However, the results support the notion advanced by face negotiation theory that men will generally seek to save face while women will generally avoid conflict in consideration of others. Practical implications This study demonstrates that workers employ different conflict-management strategies over time and the use of certain strategies varies by gender. An implication of this study is the need to regularly reassess selection, training and evaluation processes for managers. In addition, supervisors should encourage employees to enhance the effective use of cooperative (integrating, obliging and compromising) strategies and focus on specific situations when uncooperative strategies (dominating and avoiding) may be needed. Originality/value By using face negotiation theory as the organizing framework to examine changes in conflict-management strategies over time, this study contributes in a substantial way to the understanding of how gender and generation interact to influence the selection and use of conflict-management strategies in the workplace.
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Al Wekhian, Jamil. "Conflict Management Styles in the Workplace: A Study of First Generation Arab Muslim Immigrants in the United States." International Journal of Business and Management 10, no. 11 (October 26, 2015): 24. http://dx.doi.org/10.5539/ijbm.v10n11p24.
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<p>Multiple studies have shown that culture, religiosity, and gender influence people’s behavior in managing their conflict; however, there has been little investigation of the impact of the acculturation process on these variables utilized by first generation Arab Muslim immigrants in the United States. My study follows a sequential explanatory model with a mixed methods approach, and specifically explores the conflict management styles utilized by first generation Arab Muslim immigrants in the U.S. and how their culture, gender, and religiosity contribute to these processes. Data was collected by conducting 145 online surveys and 12 face-to-face semi-structured interviews, with the sample population stemming from the Arab Muslim communities in Columbia, Kansas City, and St. Louis, Missouri. Binary logistic regression and Chi-square tests were used to analyze this quantitative data through SPSS while thematic analysis was used to analyze the qualitative data. The resulting analysis showed that first-generation immigrants tended to be more collectivistic, have a higher level of religiosity, and utilize a wider variety of conflict management styles including obliging, compromising, integrating, and avoiding. In addition, gender had a significant relationship only with the avoiding conflict management style, while level of religiosity had a significant relationship with the obliging, compromising, integrating, and dominating conflict management styles. Finally, culture had a significant predictive relationship with integrating and avoiding conflict management styles.</p>
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Hirsch, Peter Buell. "Follow the dancing meme: intergenerational relations in the workplace." Journal of Business Strategy 41, no. 3 (April 4, 2020): 67–71. http://dx.doi.org/10.1108/jbs-02-2020-0034.
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Purpose This paper aims to examine whether the stereotypes about intergenerational conflict in the workplace have any validity. Design/methodology/approach This paper is a review of the available academic literature and popular reactions to it. Findings The perception of intergenerational conflict has created its own negative dynamic that is in itself the main source of tension. Research limitations/implications By definition, the review of the literature was selective not comprehensive. Practical implications If companies can begin to understand this dynamic at work they can follow steps to eliminate it. Social implications A better understanding of the absence of meaningful differences in generational attitudes will contribute to better intergenerational collaboration. Originality/value The knowledge that intergenerational differences are small is well established in the literature but, to the author’s knowledge, this is one of the first attempts to explore its popular ramifications.
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Zhmai, O. V., and M. Yu Mozghalova. "Differentiation of Personnel Motivation in the Context of Generational Theory." HERALD OF THE ECONOMIC SCIENCES OF UKRAINE, no. 1(42) (2022): 94–100. http://dx.doi.org/10.37405/1729-7206.2022.1(42).94-100.
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Since each generation has a value to offer organizations, the emergence of new ones is thoroughly scrutinized in order to have better understanding who to be dealing with as younger employees, representatives of new generation, exit university and enter the workforce. Building a team from different generations can be a distinctive valuable human resource sand benefit from over six decades of perspectives, experience and insights. However, in order to use this potential in a proper manner managers need to know some features that distinguish members of different generations. Members of each generation possess a particular set of values, attitudes and behaviors to the workplace. It is worth noting that the multigenerational workforce requires flexible leadership, policies and approaches of motivation. The main task in our days is the selection and motivation of personnel, determining the main directions of its improvement, which allows managers to attract, manage personnel, as well as achieve the goals of the organization and a positive economic result. Meanwhile, generational gap often causes conflicts between employees. Managers should be aware of and take into account the differences between generations when performing their functions. Hence, recommendations for the transformation of HR processes need to be systematized, taking into account the values, interests and needs of three generations that currently prevail in the Ukrainian labor market and a completely new generation of Alpha, which is just beginning to form. Motivated employees whose personal goals coincide with the goals of the enterprise supposed to work more effectively, which will lead to increasing of the profitability of the enterprise. As a result of the analysis of the main values and characteristics of four generations, recommendations for improving the socio-economic efficiency of personnel activities were formulated with the allocation of groups of employees according to the criterion of belonging to a certain generation, their features and main approaches to personnel management and motivation were highlighted. The theory of generations allows us to form an effective strategy for managing the human capital of an organization, which will take into account the mindset and behavior of representatives of different age groups. The high demand for talent forces modern companies to actively fight for human capital. To win it, it is necessary to offer the best conditions for representatives of each generation. Effective use of the aspects of generational theory allows managers to ensure a high level of communication between employees and more effectively predict their behavior. Keywords theory of generations; HR; Generation X; generation Y; generation Z; Alpha generation; values; motivation; management methods; management.
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Tia Wulandari, Ni Made, and A. A. N. Oka Suryadinatha Gorda. "Performance Determinants Of Sandwich Generation Employees At Work." Eduvest - Journal of Universal Studies 4, no. 4 (April 25, 2024): 1787–94. http://dx.doi.org/10.59188/eduvest.v4i4.1171.
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This study investigates the performance determinants of sandwich generation employees, who face the dual responsibilities of caring for children and elderly parents while working. Role conflict, workload, and toxic productivity are explored as factors influencing performance. The research utilizes quantitative methods, employing regression analysis to examine the relationships between these variables and employee performance. Data collection is conducted through questionnaires distributed via Google Forms. The study focuses on the Badung Regency in Bali, a region with a significant economic presence. The population consists of sandwich generation individuals aged 30-60, residing and working in Badung Regency. The results indicate that role conflict, workload, and toxic productivity negatively impact employee performance. Additionally, job satisfaction is found to moderate the effects of role conflict, workload, and toxic productivity on performance, suggesting that higher job satisfaction can mitigate these negative influences. The findings provide insights into the challenges faced by sandwich generation employees and highlight the importance of addressing these factors to enhance performance in the workplace.
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Williams, Christine L. "The Gendered Discourse of Work-Family Balance in the Oil and Gas Industry." Social Currents 5, no. 2 (December 27, 2017): 120–39. http://dx.doi.org/10.1177/2329496517748334.
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U.S. corporations have been slow to adopt family-friendly workplace accommodations, despite decades of research demonstrating their value. Some hope that the millennial generation will spur corporate change because, compared with older generations of workers, young people purportedly strive for more balanced lifestyles and gender equality in their relationships. This study examines the experiences of early career scientists and engineers employed by a major oil and gas corporation that has not implemented family-friendly accommodations, asking whether these highly trained workers seek work-family balance and whether they parlay these desires into requests for accommodation from their employer. Interviews reveal a gendered discourse of work-family balance at this firm: mothers and prospective mothers describe intense work-family conflict, but they blame themselves and not their employer. A number of men, in contrast, express satisfaction with their work-family balance, yet their narratives reveal that their achievement of balance depends on a traditional gender division of labor in the home. Some men and women seek alternative forms of balance that do not involve family; if thwarted from pursuing this goal, they are inclined to exit the company. These discourses of balance reflect neoliberal assumptions, reproduce gender inequality, and suggest the need for an alternative to the voluntary approach to promoting work-family policies.
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Csástyu, Lilla. "These Today’s Millennials." Multidiszciplináris kihívások, sokszínű válaszok, no. 3 (December 20, 2023): 202–10. http://dx.doi.org/10.33565/mksv.2023.03.08.
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“Today's young people don't care about anything.” This sentence can also be written with a period and a question mark at the end. According to popular belief, this statement may be even more appropriate for the Now Generation, or the Millennials. Encouraged by this way of thinking, I started searching for writings that would give some kind of answer to this suggestion. And Cynthia Pearce Lemay's book, Millennials and Conflict in the Workplace, Understand the Unique Traits of the Now Generation, gives much more than I first thought.
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Sul, Jin Sun, and Soo Yeon Kim. "Exploring Generation X and Y Employees’ Perceptions of the Role of Employee Communication and Workplace Anti-bullying Law to Resolve the Problems of Generational Conflict in the Workplace." Journal of Social Science 59, no. 1 (June 30, 2020): 251–90. http://dx.doi.org/10.22418/jss.2020.6.59.1.251.
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Edwards, Michaela, and Norman Crump. "Rational and Winnicottian wellbeing ‘at work’." Psychotherapy Section Review 1, no. 60 (2017): 14–27. http://dx.doi.org/10.53841/bpspsr.2017.1.60.14.
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The idea that that the wellbeing of employees should be of concern to managers and employers has long been considered within management thought. From the paternal ideals of the 19th century social reformers to the current purveyors of happiness in the workplace, the need to mediate the demands of constantly increasing pressure on productivity has generated many organisational effects. This paper highlights the conflicts triggered when management seeks to assist teachers to become more efficient and productive as strategic human resources, rather than professional teachers and educators involved in the production of the next generation of citizens.Following a year-long study into staff relationships within a school1this paper develops a line of analysis using the concept of the ‘good enough mother’ (Winnicott, 1971) to highlight a site of conflict. It is suggested that a lack of understanding by the Senior Leadership Team (SLT) of the school toward the support sought by the teachers involved in ‘front line’ work with pupils is part of this conflict situation. The focus by the SLT on wellbeing techniques to assist the teachers toward a more rational ‘bottom line’ set of outcomes has the effect of increasing the distance of understanding between teachers and managers.
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Xiaojun, Feng. "Manufacturing Conflict: The Experience of a World Factory in a Changing China." Modern China 43, no. 6 (February 10, 2017): 590–619. http://dx.doi.org/10.1177/0097700416689037.
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This article explores the mechanism driving China’s soaring labor unrest from the perspective of management. It demonstrates how Foxconn adjusts in response to the dynamics of the global production network and China’s labor market, and how such practices are inextricably linked to growing workplace conflicts. Foxconn’s elementary management is characterized by coercion, which is reinforced by the management techniques it has forged as a contract manufacturer in the global supply chain facing the increasing costs of raw materials, labor, and so on. The widespread dissent generated in this process is aggravated by the changing composition and the worsening financial condition of its labor force—predominantly the new generation of migrant workers. Although Foxconn has attempted to develop consent on the shop floor, its efforts have largely failed because of the power asymmetry in the global electronics industry.
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Azhar, Kaukab Abid, Zara Kiran, and Hassaan Ahmed. "INVESTIGATING INTERGENERATION WORKING RELATIONSHIPS: AN EVIDENCE FROM HIGHER EDUCATIONAL INSTITUTIONS (HEIS) OF PAKISTAN AND CHINA." Global Journal for Management and Administrative Sciences 2, no. 1 (June 30, 2021): 79–99. http://dx.doi.org/10.46568/gjmas.v2i1.28.
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Companies are focused on improving intergenerational diversity in the workplace by making the organizational environment more inclusive. Not only does intergenerational diversity improve organizational competitiveness but also it benefits the employees as they can learn from each other’s varied experiences and styles. However, as it is with managing other forms of diversity, coping with intergenerational conflicts can be challenging for the employers. Traditional societies, like Pakistan and China, place great importance on respecting older generations. The academic hierarchy is still based on the seniority of its teachers. Therefore, investigating the perception of employees, of Pakistani and Chinese Universities, on intergenerational working relationships provided better insights into the intergenerational workplace diversity issues. A qualitative study was conducted via 20 semi-structured interviews from faculty members. Findings revealed that although both sets of employees had shown high levels of satisfaction, in terms of the intergenerational working relationships but the old employees were more vocal in terms of how they had to adjust while working with the young employees. On the other hand, young employees were more appreciative of the senior employees and acknowledged their contribution more.
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Gabriel, Arneil G., Gloria M. Alcantara, and Josephina D. G. Alvarez. "How Do Millennial Managers Lead Older Employees? The Philippine Workplace Experience." SAGE Open 10, no. 1 (January 2020): 215824402091465. http://dx.doi.org/10.1177/2158244020914651.
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As millennial workers enter and dominate the global workforce by 2025, understanding their leadership styles is vital to bring about higher level of performance and productivity in the workplace. The Millennials, the next generation of leaders, are entering the workforce and assuming leadership positions in a relatively short period. More often, they found themselves leading employees that are older than themselves and yet their leadership traits and styles are not fully understood. The study explores factors affecting leadership styles of millennial managers and how they are manifested and applied in managing and resolving conflict involving older subordinates. Using a qualitative approach, it employs interviews, participant observation, and prolonged engagement with four millennial managers from the National Food Authority in the Philippines as they lead, manage, and interact with their older staff. Data collected were triangulated by document analysis and interview of the millennial managers’ subordinates themselves. The results of the study show that the participants’ leadership competencies are in the early stages of development. The participants consider building good impression and rapport highlighting the importance of soft skills in leadership, strong sense of respect, reverse mentoring, delegation of tasks, and the ability to handle expectations and performance as factors in managing older employees. This study draws the attention to examining the leadership attributes and potentials of Filipino millennial managers in the context of Philippine workplace culture using insights from Public Administration, Social Sciences, and Psychology.
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Miranda, Cindy Christine, Sirajuddin Sirajuddin, and Akbar Gunawan. "Pengaruh Kompetensi, Stres Kerja dan Konflik Kerja Terhadap Kepuasan Kerja Serta Kinerja Karyawan Pada Industri Pembangkit Listrik." JURNAL TEKNIK INDUSTRI 10, no. 1 (April 15, 2020): 85–94. http://dx.doi.org/10.25105/jti.v10i1.8392.
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Intisari— PT. X merupakan industri yang bergerak dalam pembangkit listrik. industri kelistrikan tidak hanya menyediakan pembangkit, dan sumber energi yang dibutuhkan untuk memenuhi kebutuhan listrik. Namun, industri kelistrikan juga tetap memperhatikan ketersediaan sumberdaya manusia yang kompeten dalam peningkatan kinerjanya seperti ahli keuangan, ahli hukum, teknisi, maintenance, ahli pembangkit, dan sumber daya manusia lainnya. ada beberapa faktor yang saling terkait dan berpengaruh terhadap peningkatan kinerja karyawan pada industri pembangkit listrik diantaranya; kompetensi, stres kerja, konflik kerja, kepuasan kerja dan kinerja karyawan. Dengan menggunakan aplikasi software smartPLS dengan jumlah responden yang dipergunakan sebanyak 130 responden, maka temuan pada penelitian ini adalah terdapat pengaruh positif dan siginfikan stres kerja terhadap konflik kerja, kepuasan kerja berpengaruh positif dan signifikan terhadap kinerja karyawan, terdapat pengaruh positif dan signifikan antara kompetensi terhadap kepuasan kerja, kompetensi berpengaruh negatif terhadap stres kerja, stres kerja berpengaruh negatif terhadap kepuasan kerja karyawan, konflik kerja berpengaruh positif terhadap kepuasan kerja karyawan, kompetensi berpengaruh positif terhadap kinerja karyawan, stres kerja berpengaruh negatif terhadap kinerja karyawan, dan konflik kerja berpengaruh positif terhadap kinerja karyawan.Abstract— PT. X is an industry engaged in electricity generation. the electricity industry not only provides power plants, and sources of energy needed to meet electricity needs. However, the electricity industry also pays attention to the availability of competent human resources in improving its performance such as financial experts, legal experts, technicians, maintenance, power generation, and other human resources. several factors are interrelated and influence the improvement of employee performance in the power generation industry including competence, job stress, work conflict, job satisfaction, and employee performance. By using the smart pls software application with the number of respondents used as many as 130 respondents, the findings in this study are that there is a positive and significant influence of work stress on workplace conflict, job satisfaction has a positive and significant effect on employee performance, there is a positive and significant effect between competence on work satisfaction, competence has a negative effect on job stress, job stress has a negative effect on employee job satisfaction, work conflict has a positive effect on employee job satisfaction, competence has a positive effect on employee performance, work stress has a negative effect on employee performance, and work conflict has a positive effect on employee performance.
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Verary, Renatha, Sri Suwarsi, and Hendrati Dwi Mulyaningsih. "The Influence of Work Life Balance on the Work Satisfaction of Millenial Doctors." Jurnal Sosial Sains 2, no. 3 (March 15, 2022): 419–25. http://dx.doi.org/10.36418/sosains.v2i3.365.
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Background: A hospital is in constant demand of holistic service. Different professions and different generations of staff, intertwining with different kinds of demands from all sorts of customers, making a hospital a high-pressure workplace, conduct 24 hours of various activities. This leads to disturbance in work life balance, resulting in dissatisfaction from doctors toward the hospital. From 2015 onward, Gen Y (known as millennial) has taken over as the dominant workforce replacing the Baby Boomers. Purpose: To perceive the level of work life balance from the perception of millennials doctors, how it affects the overall satisfaction, and work satisfaction. Method: This research is conducted in a hospital in Bandung, with 84 participants (chosen with purposive sampling technique). Data was collected through questioners, observations, and interviews. The research method used is the causal relation of X and Y. Results: Out of four dimensions in work life balance, life to work enrichment achieves the highest score, as work to life conflicts is the lowest. The work satisfaction rate in millennial doctors in Bandung is categorized as very good, whereas from five dimensions of satisfaction, workplace satisfaction gets the highest score, and employer satisfaction is the lowest. Research results signify the importance of work life balance in working satisfaction for millennial doctors in a hospital in Bandung. Even though the research showed acceptable results, efforts are still needed to maintain the satisfactory rate for millennial doctors. Conclusion: The conclusions from research results are out of four dimensions in work life balance, life to work enrichment achieves the highest score, as work to life conflicts is the lowest.
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Verary, Renatha, Sri Suwarsi, and Hendrati Dwi Mulyaningsih. "The Influence of Work Life Balance on the Work Satisfaction of Millenial Doctors." Jurnal Sosial Sains 2, no. 3 (March 15, 2022): 419–25. http://dx.doi.org/10.59188/jurnalsosains.v2i3.365.
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Background: A hospital is in constant demand of holistic service. Different professions and different generations of staff, intertwining with different kinds of demands from all sorts of customers, making a hospital a high-pressure workplace, conduct 24 hours of various activities. This leads to disturbance in work life balance, resulting in dissatisfaction from doctors toward the hospital. From 2015 onward, Gen Y (known as millennial) has taken over as the dominant workforce replacing the Baby Boomers. Purpose: To perceive the level of work life balance from the perception of millennials doctors, how it affects the overall satisfaction, and work satisfaction. Method: This research is conducted in a hospital in Bandung, with 84 participants (chosen with purposive sampling technique). Data was collected through questioners, observations, and interviews. The research method used is the causal relation of X and Y. Results: Out of four dimensions in work life balance, life to work enrichment achieves the highest score, as work to life conflicts is the lowest. The work satisfaction rate in millennial doctors in Bandung is categorized as very good, whereas from five dimensions of satisfaction, workplace satisfaction gets the highest score, and employer satisfaction is the lowest. Research results signify the importance of work life balance in working satisfaction for millennial doctors in a hospital in Bandung. Even though the research showed acceptable results, efforts are still needed to maintain the satisfactory rate for millennial doctors. Conclusion: The conclusions from research results are out of four dimensions in work life balance, life to work enrichment achieves the highest score, as work to life conflicts is the lowest.
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Zaburdaeva, E. V. "Sociocultural Analysis of Millennials in Russia." Concept: philosophy, religion, culture 4, no. 4 (December 29, 2020): 122–34. http://dx.doi.org/10.24833/2541-8831-2020-4-16-122-134.
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The article provides a sociocultural analysis of parameters of the millennials, the generation which will become the basic workforce in Russia in the next 10 years. It being topical, the major attention of the paper is dedicated to market and micro-interactionist influence of basic traits of millennials. The issue of treating millennials is faced both sociologically and managerially. It is said that the large number of conflicts between millennials and older generations leads to systematic inconvenience and turbulence, as it does not allow young employees to integrate in corporate cultures and increase own labor efficiency, at the same time affecting older employees, the management and corporative performance. Another aspect of the core issue raised by the author is educating the youth. Understanding the set of core values of millennials, their strategies and tactics of behavior in the workplace also becomes a prerequisite for teachers to successfully train students of this generation in universities. This research, in addition to many recent ones, examines that millennials can be characterized with such distinctive features. They, being digital natives, shift to more rapid, discrete and depersonalized forms of communication. Focused on managing their personal image and identity, millennials prefer playing socially desirable roles and tend to reframe own failures into external misfortunes. This brings about the issue of meeting the set goals, and nowadays the youth tends to plan less and rather get more usual feedback which is expected to be positive. These features are most likely to breed intergeneration misunderstanding. However, what is surely discovered to be helpful in settling controversies is that millennials tend to be more flexible and tolerant than other generations, which tells on general success of interaction and effort. The author, addressing the challenges of communication with modern youth, offers recommendations based on his own pedagogical experience of interaction with millennials. These are: provide basic guidelines and time plans as well as assessment benchmarks. Managerial staff should also dedicate more effort to mentorship and peer-level communication.
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Zaburdaeva, E. V. "Sociocultural Analysis of Millennials in Russia." Concept: philosophy, religion, culture 4, no. 4 (December 29, 2020): 122–34. http://dx.doi.org/10.24833/2541-8831-2020-4-16-122-134.
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The article provides a sociocultural analysis of parameters of the millennials, the generation which will become the basic workforce in Russia in the next 10 years. It being topical, the major attention of the paper is dedicated to market and micro-interactionist influence of basic traits of millennials. The issue of treating millennials is faced both sociologically and managerially. It is said that the large number of conflicts between millennials and older generations leads to systematic inconvenience and turbulence, as it does not allow young employees to integrate in corporate cultures and increase own labor efficiency, at the same time affecting older employees, the management and corporative performance. Another aspect of the core issue raised by the author is educating the youth. Understanding the set of core values of millennials, their strategies and tactics of behavior in the workplace also becomes a prerequisite for teachers to successfully train students of this generation in universities. This research, in addition to many recent ones, examines that millennials can be characterized with such distinctive features. They, being digital natives, shift to more rapid, discrete and depersonalized forms of communication. Focused on managing their personal image and identity, millennials prefer playing socially desirable roles and tend to reframe own failures into external misfortunes. This brings about the issue of meeting the set goals, and nowadays the youth tends to plan less and rather get more usual feedback which is expected to be positive. These features are most likely to breed intergeneration misunderstanding. However, what is surely discovered to be helpful in settling controversies is that millennials tend to be more flexible and tolerant than other generations, which tells on general success of interaction and effort. The author, addressing the challenges of communication with modern youth, offers recommendations based on his own pedagogical experience of interaction with millennials. These are: provide basic guidelines and time plans as well as assessment benchmarks. Managerial staff should also dedicate more effort to mentorship and peer-level communication.
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Chung, Soondool, Ahyoung Lee, and Minseon Park. "An Exploratory Study on Generational Conflict in the Workplace among Employees in Private-sector Companies: A Search for Generational Solidarity in the Labor Market." Korean Journal of Gerontological Social Welfare 77, no. 4 (December 31, 2022): 195–226. http://dx.doi.org/10.21194/kjgsw.77.4.202212.195.
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Russ, Molly, and Derek E. Crews. "A Survey of Multitasking Behaviors in Organizations." International Journal of Human Resource Studies 4, no. 1 (April 5, 2014): 137. http://dx.doi.org/10.5296/ijhrs.v4i1.5155.
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Individual and organizational differences in multitasking have been largely ignored by previous research. As both individual employee and organizational characteristics exert unique and important influences on an organizational system, this study tentatively explores relationships between multitasking and individual differences and organizational outcomes. The individual differences include age, gender, personality, position in organization, tenure with employer, and industry. Organizational outcomes include commitment, job satisfaction, and pay satisfaction. A survey was administered to graduate students and alumni in an Executive MBA program, and an undergraduate business degree program. The study found that multitasking behaviors are widely occurring in the workplace, but employees’ perceptions about multitasking conflict with their reported behavior. The results indicate that the productivity losses from multitasking and interruptions are substantial, yet very few companies provide training on how to multitask effectively. The findings also provide evidence of a possible generational component in multitasking effectiveness.
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Arika, Merdu. "Al Shiraa’ Al ‘Aniif fii Riwayat Ismii Ahmar." Buletin Al-Turas 24, no. 1 (January 31, 2018): 195–209. http://dx.doi.org/10.15408/bat.v24i1.7591.
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The research is titled 'Violent Conflict in the novel' ismi ahmar 'by orhan parmuk. This study focuses on two core issues of violent conflict and lafaz-lafaz factors that show violent conflict. The analytical technique used is the method of analysis description that is used to analyze the data by describing or describing the data that has been collected as it is without intending to make conclusions that apply to the public or generation. The results obtained from research that is, the factors of conflict first factor biyulujiyah, that is the way someone do violence to his opponent or the way he melakukakn killing on his opponent. The second factor wastiqah, namely the murder that occurred between close friends, family and friends. Third factor ijtimaiyah, namely the relationship with social as in school and workplace so that happened violence. The fourth factor ijtimaiyah kharijiah, namely violence that occurred in the outside community such as the inclusion of the attack from the outside so that there was violence and murder.---Penelitian ini berjudul ‘Konflik kekerasan dalam novel “ismi ahmar” karya orhan parmuk. Penelitian ini fokus pada dua permasalahan inti yaitu factor-faktor konflik kekerasan dan lafaz-lafaz yang menunjukkan konflik kekerasan. Adapun teknik analisa yang digunakan adalah metode deskripsi analisis yaitu digunakan untuk menganalisis data dengan cara mendeskripsikan atau menggambarkan data yang telah terkumpul sebagaimana adanya tanpa bermaksud membuat kesimpulan yang berlaku untuk umum atau generasi. Adapun hasil yang diperoleh dari penelitian yaitu, factor-faktor konflikpertama factor biyulujiyah, yaitu cara seseorang melakukan kekerasan kepada lawannya atau cara dia melakukakn pembunuhan pada lawannya. Kedua factor wastiqah, yaitu pembunuhan yang terjadi antara teman dekat, keluargakerabat dan teman. Ketiga factor ijtimaiyah, yaitu hubungan dengan social seperti di sekolah dan tempat kerja sehingga terjadilah kekerasan. Keempat factor ijtimaiyah kharijiah, yaitu kekerasan yang terjadi di masyarakat luar seperti masuknyapeperangan dari luar sehingga terjadilah kekerasan dan pembunuhan.DOI : 10.15408/bat.v24i1.7591
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Francine Eunice D.G, Balala, and De Guzman. "COMPARATIVE STUDY OF COMMUNICATION DYNAMICS ACROSS DIFFERENT AGE GROUPS: INSIGHTS FROM IN-DEPTH INTERVIEWS AT TWO LEADING COMPANIES." International Journal of Education Humanities and Social Science 07, no. 02 (2024): 252–64. http://dx.doi.org/10.54922/ijehss.2024.0678.
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This study focuses on the communication dynamics happening in the two institutions chosen by the researchers. The study aims to identify if the age differences of the workers of the respective institutions have an impact on how the employees and employers communicate with each other. The researchers selected two participants using a convenience sampling technique, one participant per institution. The use of semi-structured interviews as an instrument enabled to gathering of data and information needed for this research as a basis for assessing the research topic. The gathered data was then interpreted using thematic analysis. This approach ensured the credibility and relevance of the participants’ claims and enabled the researchers to explain further the results of the study. The study found out that the Baby Boomers working in Company 1, and the Millennials working in Company 2, have their own way of communicating inside the workplace. The study revealed that the two generations have their own communication preferences, communication processes and how they consider other elements in communicating, and conflicts in communication and its solutions. In line with this, the study suggests improvement and insights on how the institutions, and other organizations as well, to improve and maintain the communication dynamics between the workers inside their company. This study recommends further exploring the diversity of the different generations to better understand each and every one. Harmony of the people leads to the success of a company or organization.
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Anderson, Ann. "Workplace Conflict." AJN, American Journal of Nursing 115, no. 8 (August 2015): 13. http://dx.doi.org/10.1097/01.naj.0000470384.95028.04.
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Shonhiwa, Dr Caxton. "Management of Workplace Conflict." Cross-Currents: An International Peer-Reviewed Journal on Humanities & Social Sciences 3, no. 2 (December 21, 2017): 41–44. http://dx.doi.org/10.36344/ccijhss.2017.v03i02.003.
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In order to survive, an organisation must focus its efforts on generating revenue in the face of competition. Sometimes the need to focus on beating the competition can get derailed by internal organizational conflict. In order to keep your employees focused on being productive and bettering the competition, it is necessary to understand the causes of organizational conflict. Conflict, if not closely checked may be the cause of the downfall of an organisation. It is therefore very important that those in leadership or management positions should make sure that conflict is handled carefully so that employees concentrate on their jobs rather than on fights.
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Shonhiwa, Dr Caxton. "Management of Workplace Conflict." Cross-Currents: An International Peer-Reviewed Journal on Humanities & Social Sciences 3, no. 2 (December 21, 2017): 41–44. http://dx.doi.org/10.36344/ccijhss.2017.v03i02.003.
Full textAbstract:
In order to survive, an organisation must focus its efforts on generating revenue in the face of competition. Sometimes the need to focus on beating the competition can get derailed by internal organizational conflict. In order to keep your employees focused on being productive and bettering the competition, it is necessary to understand the causes of organizational conflict. Conflict, if not closely checked may be the cause of the downfall of an organisation. It is therefore very important that those in leadership or management positions should make sure that conflict is handled carefully so that employees concentrate on their jobs rather than on fights.
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BEERS, LEE SAVIO. "Conflict in the Workplace." Pediatric News 41, no. 10 (October 2007): 61. http://dx.doi.org/10.1016/s0031-398x(07)70689-6.
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Weston, Marla. "Coaching Generations in the Workplace." Nursing Administration Quarterly 25, no. 2 (2001): 11–21. http://dx.doi.org/10.1097/00006216-200101000-00005.
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Patel, Jasmine, Anthea Tinker, and Laurie Corna. "Younger workers’ attitudes and perceptions towards older colleagues." Working with Older People 22, no. 3 (September 10, 2018): 129–38. http://dx.doi.org/10.1108/wwop-02-2018-0004.
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Purpose The purpose of this paper is to investigate younger workers’ perceptions of older colleagues, including whether there is evidence of ageism. Design/methodology/approach Convenience sampling was used to recruit ten individuals who were both below the age of 35 and employed at a multigenerational workplace in England. The study is qualitative, involving semi-structured interviews that were audio-recorded, transcribed and analysed using thematic analysis. Findings This study found that whilst some younger employees valued working with older colleagues as they believe that their differing characteristics are complementary, others felt that it leads to intergenerational conflict due to contrasting approaches towards work. Positive perceptions of older workers included their increased knowledge and experience, reliability and better social skills; however, ageism was also prevalent, such as the perception of older workers as resistant to change, slower at using technology and lacking the drive to progress. This study also provided evidence for the socioemotional selectivity and social identity theories. Research limitations/implications This study has a small sample size and participants were only recruited from London. Practical implications In order to create working environments that are conducive to the well-being of employees of all ages, organisations should place an emphasis on reducing intergenerational tension. This could be achieved by team building sessions that provide an opportunity for individuals to understand generational differences. Originality/value There is minimal evidence from the UK focussing on the perceptions of specifically younger workers towards older colleagues and the basis of their attitudes. Only by gaining an insight into their attitudes and the reasoning behind them, can efforts be made to decrease ageism.
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Ellis, Peter, and Jane Abbott. "Managing conflict in the workplace: handling ingrained conflict." Journal of Kidney Care 5, no. 4 (July 2, 2020): 192–94. http://dx.doi.org/10.12968/jokc.2020.5.4.192.
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Brett, Jeanne. "Intercultural challenges in managing workplace conflict – a call for research." Cross Cultural & Strategic Management 25, no. 1 (February 5, 2018): 32–52. http://dx.doi.org/10.1108/ccsm-11-2016-0190.
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Purpose The purpose of this paper is to discuss cultural causes of conflict in the workplace and call for research to address what happens when cultures collide generating workplace conflict. The author assumes that because cultures differ in terms of functional solutions to problems of social interaction that there will be conflict when people from different cultures are interdependent in the workplace. The author discusses types of culture and their conflict management profiles with respect to three characteristics of conflict management: direct vs indirect confrontation; emotional expression, and third party conflict management. The author proposes what happens when cultures collide and calls for research on those collisions. Design/methodology/approach Application of the cultural literature on self-worth to three elements of workplace conflict: direct vs indirect confrontation of conflict, feelings and expressions of negative emotions associated with conflict and timing and type of third party intervention. Findings When people from dignity, face, and honor cultures are working together the fundamental differences in the logic of self-worth in these three types of culture may cause conflict. People from dignity and honor cultures are likely to confront conflict directly, while those from face cultures are more likely to confront conflict indirectly. Workplace conflict generates negative emotions, but culture seems to affect whether that emotion is anger, shame or both. The timing of third party intervention into workplace conflict, that is, how managers intervene in workplace conflict has some parallels with how community mediators act in that culture. Research limitations/implications There is limited research comparing management of workplace conflict in dignity, face, and honor cultures. The author generates propositions and suggests a research strategy for collecting data to test propositions. Practical implications Understanding what is culturally normative in terms of self-worth, confrontation, emotional expression, and managerial intervention can help people involved in workplace conflict understand what they are experiencing. It can also help managers intervene effectively. Social implications How people react to workplace conflict varies with culture as does how managers intervene. Knowing this provides people with the first element of cultural intelligence that may help them manage conflict to facilitate a more creative and effective multicultural work environment. Originality/value This paper integrates theory and research from cross-cultural psychology, the psychology of emotion and the literature on third party intervention into community conflict to explain the patterns of cultural conflict and conflict management in the workplace. It also suggests what it may take to manage cultural conflict in the workplace successfully.