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Journal articles on the topic 'Generational differences'

Author: Grafiati
Published: 4 June 2021
Last updated: 26 January 2023

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1

Murray, Elizabeth J. "Generational differences." Nursing Management (Springhouse) 44, no. 12 (December 2013): 36–41. http://dx.doi.org/10.1097/01.numa.0000437771.48521.6c.

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2

Stern, Peter J. "Generational differences." Journal of Hand Surgery 27, no. 2 (March 2002): 187–94. http://dx.doi.org/10.1053/jhsu.2002.32329.

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3

Marks, Maura G. "Debunking Generational Differences." ASHA Leader 16, no. 8 (August 2011): 2. http://dx.doi.org/10.1044/leader.in1.16082011.2.

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4

Arsenault, Paul M. "Validating generational differences." Leadership & Organization Development Journal 25, no. 2 (March 2004): 124–41. http://dx.doi.org/10.1108/01437730410521813.

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5

Pulcini, Christian D., Teri L. Turner, and Lewis R. First. "Generational Empathy: An Approach for Addressing Generational Differences." Pediatrics 147, no. 3 (February 3, 2021): e20200191. http://dx.doi.org/10.1542/peds.2020-0191.

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Stevens, Roxanne Helm. "Managing Human Capital: How to Use Knowledge Management to Transfer Knowledge in Today’s Multi-Generational Workforce." International Business Research 3, no. 3 (June 11, 2010): 77. http://dx.doi.org/10.5539/ibr.v3n3p77.

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The purpose of this exploratory study is to examine knowledge transfer strategies within the framework of a multi-generational workforce. It is common to consider different generational perspectives in the workplace and its impact on knowledge management and transfer strategy. This research compares differences in workforce generations and examines different methods to pass knowledge cross-generationally. Companies must design knowledge transfer strategies conducive to multi-generational workforce dynamics keeping in mind the generational diversity that exists in the workplace. The present study endeavors to provide insight into this issue.
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7

Riggio, Ronald E., and Karan Saggi. "Belief in Generational Stereotypes: Why There Is a There There." Industrial and Organizational Psychology 8, no. 3 (September 2015): 340–42. http://dx.doi.org/10.1017/iop.2015.46.

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Belief in generational differences is nothing new. In ancient times, generational differences were seen as a threat to productivity, and efforts were made to change them. Bertman (1976) writes, “as early as the twenty-fifth century BC, the older generation in authoritarian Egypt had to ‘work at it’ to mold the younger generation in its own image.” Yet, Costanza and Finkelstein (2015) point out that “there is minimal empirical evidence actually supporting generationally based differences” and “no sufficient explanation for why such differences should even exist.” One explanation for the prevailing belief in generation-based differences is systematic biases in social perception.
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Campbell, W. Keith, Stacy M. Campbell, Lane E. Siedor, and Jean M. Twenge. "Generational Differences Are Real and Useful." Industrial and Organizational Psychology 8, no. 3 (September 2015): 324–31. http://dx.doi.org/10.1017/iop.2015.43.

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We propose that generational differences are meaningful despite some theoretical and methodological challenges (cf. Costanza & Finkelstein, 2015). We will address five main issues: operationalizing generations, measuring generational differences, theoretical models of generations, mechanisms of generational change, and the importance of science versus stereotypes.
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9

Stutzer, Karen. "Generational Differences and Multigenerational Teamwork." Critical Care Nurse 39, no. 1 (February 1, 2019): 78–81. http://dx.doi.org/10.4037/ccn2019163.

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10

Jr., Horacio. "MANAGING GENERATIONAL DIFFERENCES AT WORK." Journal of International Management Studies 22, no. 1 (March 1, 2022): 5–9. http://dx.doi.org/10.18374/jims-22-1.1.

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11

Beunen, Gaston, Lynn Matton, Katrien Wijndaele, Nathalie Duvigneaud, Martine Thomis, Renaat Philippaerts, Albrecht Claessens, Bart Vanreusel, Roland Renson, and Johan Lefevre. "Generational Differences In Physical Fitness." Medicine & Science in Sports & Exercise 37, Supplement (May 2005): S323. http://dx.doi.org/10.1249/00005768-200505001-01672.

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12

Beunen, Gaston, Lynn Matton, Katrien Wijndaele, Nathalie Duvigneaud, Martine Thomis, Renaat Philippaerts, Albrecht Claessens, Bart Vanreusel, Roland Renson, and Johan Lefevre. "Generational Differences In Physical Fitness." Medicine & Science in Sports & Exercise 37, Supplement (May 2005): S323. http://dx.doi.org/10.1097/00005768-200505001-01672.

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13

Smith, Tom W. "Generational differences in musical preferences." Popular Music and Society 18, no. 2 (June 1994): 43–59. http://dx.doi.org/10.1080/03007769408591554.

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14

Abdul Malek, Marlin Marissa, and Abd Rahim Jaguli. "Generational differences in workplace communication." Journal of Asian Pacific Communication 28, no. 1 (January 19, 2018): 129–50. http://dx.doi.org/10.1075/japc.00007.abd.

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Abstract Purpose – This research investigates the generational differences in workplace communication, expectations and behaviors of employees from the perspectives of female leaders and their direct reports. Design – This study employs a qualitative approach through in-depth interviews with 12 female leaders and 24 of their direct reports who are working in various organizations in Malaysia. Findings – Findings include three themes that emerged as key in determining and reflecting the female leaders’ experiences in communicating with their employees in the workplace: (1) attitudes towards power and authority; (2) being creative and taking risks and (3) workplace dynamics. Research Implications – The workplace setting and the leaders’ stance with regards to workplace interaction have seen adjustment towards a flatter and less-hierarchical structure in line with the challenges associated with the 21st century organizations. Practical implications – Leaders and members of the organizations should work towards balancing some traditional and emerging expectations and work practices to better engage with each other. Originality/value – This research highlights the interactions between two distinct groups that are gaining importance and influence in the current workplace; female leaders and the Gen-Ys and uncovers the unique blend between perceived cultural dimensions, the influence of technology advancement and overseas exposure in organizations in Malaysia.
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15

Martin, Erik, and KT Waxman. "Generational Differences and Professional Membership." Nurse Leader 15, no. 2 (April 2017): 127–30. http://dx.doi.org/10.1016/j.mnl.2016.11.014.

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16

van der Brug, Wouter, and Sylvia Kritzinger. "Generational differences in electoral behaviour." Electoral Studies 31, no. 2 (June 2012): 245–49. http://dx.doi.org/10.1016/j.electstud.2011.11.005.

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17

Krishnaraj, Arun, and A. J. Pesch. "Navigating Generational Differences in Radiology." RadioGraphics 38, no. 6 (October 2018): 1672–79. http://dx.doi.org/10.1148/rg.2018180051.

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18

Moody, H. R. "GENERATIONAL DIFFERENCES AND COMMUNICATIVE ETHICS." Innovation in Aging 1, suppl_1 (June 30, 2017): 1256–57. http://dx.doi.org/10.1093/geroni/igx004.4569.

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19

Becton, John Bret, Harvell Jack Walker, and Allison Jones-Farmer. "Generational differences in workplace behavior." Journal of Applied Social Psychology 44, no. 3 (January 14, 2014): 175–89. http://dx.doi.org/10.1111/jasp.12208.

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20

McHugh, Jessica. "Generational differences in arthritis prevalence." Nature Reviews Rheumatology 13, no. 5 (March 23, 2017): 258. http://dx.doi.org/10.1038/nrrheum.2017.47.

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21

Stewart, Jeanine S., Elizabeth Goad Oliver, Karen S. Cravens, and Shigehiro Oishi. "Managing millennials: Embracing generational differences." Business Horizons 60, no. 1 (January 2017): 45–54. http://dx.doi.org/10.1016/j.bushor.2016.08.011.

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22

Rogawski, David Spencer, and Mary Morgan Rogawski. "Generational Differences in Mentoring Relationships." JAMA 320, no. 10 (September 11, 2018): 1037. http://dx.doi.org/10.1001/jama.2018.9027.

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23

Warraich, Haider Javed. "Generational Differences in Mentoring Relationships." JAMA 320, no. 10 (September 11, 2018): 1037. http://dx.doi.org/10.1001/jama.2018.9031.

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24

Wey Smola, Karen, and Charlotte D. Sutton. "Generational differences: revisiting generational work values for the new millennium." Journal of Organizational Behavior 23, no. 4 (2002): 363–82. http://dx.doi.org/10.1002/job.147.

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25

Lester, Scott W., Rhetta L. Standifer, Nicole J. Schultz, and James M. Windsor. "Actual Versus Perceived Generational Differences at Work." Journal of Leadership & Organizational Studies 19, no. 3 (April 25, 2012): 341–54. http://dx.doi.org/10.1177/1548051812442747.

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As the amount of generational diversity increases among today’s workforce, a common topic of conversation is how to handle differences between generational cohorts. But to what extent do generations believe they are different and to what extent are generations actually different? This study examines this question. Using generational cohort theory as a theoretical underpinning, this study considers 15 work-related concepts and the degree to which workers personally value them. Subjects also provide their perceptions of how much they believe Boomers, Generation X, and Generation Y value these items. Results reveal the differences subjects perceive among the generations significantly outnumber the actual value differences individuals reported. The authors discuss both actual and perceptual differences in detail and theorize why the nature of these actual differences may lead to generational misconceptions. By doing so, this study provides a meaningful contribution to the discussion of generational diversity and its impact on the workplace.
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26

Wang, Yi, and Yisheng Peng. "An Alternative Approach to Understanding Generational Differences." Industrial and Organizational Psychology 8, no. 3 (September 2015): 390–95. http://dx.doi.org/10.1017/iop.2015.56.

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According to Costanza and Finkelstein (2015), the definition and measurement of generational membership could be two major problems inherent in the literature on generational differences. So far, researchers have defined generation in terms of groups of people belonging to the same cohorts, age groups, and experience of certain common events (Joshi, Dencker, & Franz, 2011). In this vein, generational difference is operationalized mostly as a categorical variable, and most researchers assign participants into generational categories based on date of birth. For instance, people born in 1958–1959 and 1973–1974 are typically divided into Boomers and Gen X, respectively (Twenge, Campbell, Hoffman, & Lance, 2010).
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27

Kamenidou, Irene (Eirini), Aikaterini Stavrianea, and Evangelia-Zoi Bara. "Generational Differences toward Organic Food Behavior: Insights from Five Generational Cohorts." Sustainability 12, no. 6 (March 15, 2020): 2299. http://dx.doi.org/10.3390/su12062299.

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One of the pathways to sustainable food consumption behaviour is the purchase and consumption of organic food products. This paper offers insights into the behaviour exercised by five generational cohorts toward organic products, i.e., Generation Z, Generation Y, Generation X, Baby Boomers, and the Silent Generation. A qualitative and quantitative research methodology is implemented, with the field research providing 1562 valid questionnaires over a nine-month period. Generational differences are explored in terms of purchasing behaviour, attitudes, and the effect of the economic crisis on the purchasing of organic food. Results unveil that all generational cohorts demonstrate a favourable attitude toward organic food, and they identify the economic crisis as an effect of low purchase behaviour. Additionally, findings reveal that in all cases, generational cohort differences do exist. Government policy through marketing communications can be adapted to determine the advantages of organic food compared to conventional ones, persuade consumers about the benefits, and, thus, reinforce favourable attitudes in association with economic crisis conditions.
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28

Brink, Kyle E., Marcel M. Zondag, and Jeffrey L. Crenshaw. "Generation Is a Culture Construct." Industrial and Organizational Psychology 8, no. 3 (September 2015): 335–40. http://dx.doi.org/10.1017/iop.2015.45.

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Costanza and Finkelstein (2015) question whether there really are generational differences in the workplace. They argue that the generation construct is not properly operationalized (often confounding age, period, and cohort factors) and that generational research is atheoretical and plagued by methodological problems. We agree that generational research is largely guilty as charged. We also share their concern regarding the generationally based interventions that are being sold to, and adopted by, managers—interventions that are often little more than fads based on popular myths and folklore. We are also in full agreement with the potential significant harm that can be associated with stereotyping groups of individuals.
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29

Yi, Xiang, Barbara Ribbens, and Caryn N. Morgan. "Generational differences in China: career implications." Career Development International 15, no. 6 (October 26, 2010): 601–20. http://dx.doi.org/10.1108/13620431011084439.

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30

Wong, Melissa, Elliroma Gardiner, Whitney Lang, and Leah Coulon. "Generational differences in personality and motivation." Journal of Managerial Psychology 23, no. 8 (November 7, 2008): 878–90. http://dx.doi.org/10.1108/02683940810904376.

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31

Farthing, Kate. "Embracing Generational Differences in the Workplace." Hospital Pharmacy 48, no. 7 (July 2013): 537–57. http://dx.doi.org/10.1310/hpj4807-537.

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32

LeVasseur, Sandra A., Chen-Yen Wang, Barbara Mathews, and Mary Boland. "Generational Differences in Registered Nurse Turnover." Policy, Politics, & Nursing Practice 10, no. 3 (August 2009): 212–23. http://dx.doi.org/10.1177/1527154409356477.

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33

Huang, Wen-Hsiu, and Ming-Che Chao. "Generational Differences in Household Car Ownership." Journal of Sustainable Development of Energy, Water and Environment Systems 9, no. 1 (March 2021): 0. http://dx.doi.org/10.13044/j.sdewes.d8.0333.

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34

Martin, Greg. "Generational Differences Amongst New Age Travellers." Sociological Review 46, no. 4 (November 1998): 735–56. http://dx.doi.org/10.1111/1467-954x.00138.

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35

Cook, Elizabeth Adell, Ted G. Jelen, and Clyde Wilcox. "Generational Differences in Attitudes Toward Abortion." American Politics Quarterly 21, no. 1 (January 1993): 31–53. http://dx.doi.org/10.1177/1532673x9302100103.

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36

Widger, Kimberley, Christine Pye, Lisa Cranley, Barbara Wilson-Keates, Mae Squires, and Ann Tourangeau. "Generational Differences in Acute Care Nurses." Nursing Leadership 20, no. 1 (March 15, 2007): 49–61. http://dx.doi.org/10.12927/cjnl.2007.18785.

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37

Glass, Amy. "Understanding generational differences for competitive success." Industrial and Commercial Training 39, no. 2 (June 19, 2007): 98–103. http://dx.doi.org/10.1108/00197850710732424.

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38

Ziefle, Katrice. "Incivility in Nursing Education: Generational Differences." Teaching and Learning in Nursing 13, no. 1 (January 2018): 27–30. http://dx.doi.org/10.1016/j.teln.2017.09.004.

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39

Apostolidis, Beka M., and E. Carol Polifroni. "Nurse Work Satisfaction and Generational Differences." JONA: The Journal of Nursing Administration 36, no. 11 (November 2006): 506–9. http://dx.doi.org/10.1097/00005110-200611000-00003.

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40

Carlin, Bruce, Arna Olafsson, and Michaela Pagel. "Generational Differences in Managing Personal Finances." AEA Papers and Proceedings 109 (May 1, 2019): 54–59. http://dx.doi.org/10.1257/pandp.20191011.

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In this article, we provide a descriptive account of how people from different generations vary in their use of financial management technology, their access credit markets, and how they finance consumption and incur financial costs and penalties. We use a detailed panel of transaction-level data from Iceland on individual spending, incomes, balances, and credit limits from a personal financial management software. We find that technology adoption is faster for millennials, but use of consumer credit and financial penalties are higher for older generations. While the “coholding puzzle” exists for all people, it appears to be more severe for baby boomers.
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41

Loera, Jose A. "Generational Differences in Acceptance of Technology." Telemedicine and e-Health 14, no. 10 (December 2008): 1087–90. http://dx.doi.org/10.1089/tmj.2008.0028.

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42

Renn, Michael T. "Issues & observations-Debunking generational differences." Leadership in Action 28, no. 1 (April 16, 2008): 23–24. http://dx.doi.org/10.1002/lia.1238.

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43

Waljee, Jennifer F., Vineet Chopra, and Sanjay Saint. "Generational Differences in Mentoring Relationships—Reply." JAMA 320, no. 10 (September 11, 2018): 1038. http://dx.doi.org/10.1001/jama.2018.9037.

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44

MALYSH, LINA. "GENERATIONAL DIFFERENCES IN SOCIAL SITUATION PERCEPTION." Sociology: Theory, Methods, Marketing, Stmm. 2022 (3) (2022): 105–20. http://dx.doi.org/10.15407/sociology2022.03.105.

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The article provides an intergenerational comparison of the individuals’ position in the social structure and their attitudes to the social situation. Additionally, associations between these parameters were identified. Four subsamples which represented four generations (post-war, transitional, perestroika time and post-Soviet) selected from joint data set of the Ukrainian Society sociological survey conducted by the Institute of Sociology of the NAS of Ukraine in 2018–2021. The generations were born during the period of significant events in Ukrainian history. Four kinds of indicators of the attitudes to the social situation were distinguished (perception of the state of society, orientations of individuals toward a model of social order, satisfaction with their position and the individuals’ social dysfunctions imagery). Moreover, two typologies were constructed (overall satisfaction with status and general orientation towards a model of social order). Indicators of the individual social position were as follows: educational level, family income, qualifications and spatial mobility. There were some generational differences in the distributions of individuals along the main stratification hierarchies, as well in their satisfaction with their life and social status. At the same time, perception of the state of society, orientation towards a model of social order, and individuals’ social dysfunctions imagery had slight differences among generational cohorts. Structural differences in the above attitudes were not very significant. The weakest structural effects on attitudes toward the state of society have been noted for the post-war generation.
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45

D.A., Ogolla, Kidombo H., and Senaji T.A. "RELATIONSHIP BETWEEN GENERATIONAL DIFFERENCES AND EMPLOYEE RETENTION IN KENYAN TELECOMMUNICATIONS FIRMS." International Journal of Research -GRANTHAALAYAH 6, no. 7 (July 31, 2018): 348–67. http://dx.doi.org/10.29121/granthaalayah.v6.i7.2018.1315.

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Employee retention is a major challenge facing many organizations today. The understanding of Generational differences at the workplace has been identified as a key requirement in implementing measures for effective employee retention. Within the telecommunications firms in Kenya, the problem of employee retention is a major challenge to the telecommunications firms. This paper thus examines the effect of generational differences on the retention of engineers in telecommunications firms in Kenya from the generational theory and generational cohorts theory perspective. This study used the cross-sectional and descriptive survey research design. Data were analyzed using descriptive and inferential statistics. We found that there exist a statistically significant variation in employee retention across the generational cohorts as observed through employee engagement, job satisfaction and organizational commitment (continuance commitment, affective commitment and normative commitment). These findings extend the theory regarding employees’ retention and have implication for employee retention practices which should be differentiated across the generational cohorts.
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46

Cucina, Jeffrey M., Kevin A. Byle, Nicholas R. Martin, Sharron T. Peyton, and Ilene F. Gast. "Generational differences in workplace attitudes and job satisfaction." Journal of Managerial Psychology 33, no. 3 (April 9, 2018): 246–64. http://dx.doi.org/10.1108/jmp-03-2017-0115.

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Purpose The purpose of this paper is to examine the presence of generational differences in items measuring workplace attitudes (e.g. job satisfaction, employee engagement). Design/methodology/approach Data from two empirical studies were used; the first study examined generational differences in large sample, multi-organizational administrations of an employee survey at both the item and general-factor levels. The second study compared job satisfaction ratings between parents and their children from a large nationwide longitudinal survey. Findings Although statistically significant, most generational differences in Study 1 did not meet established cutoffs for a medium effect size. Type II error was ruled out given the large power. In Study 2, generational differences again failed to reach Cohen’s cutoff for a medium effect size. Across both studies, over 98 percent of the variance in workplace attitudes lies within groups, as opposed to between groups, and the distributions of scores on these variables overlap by over 79 percent. Originality/value Prior studies examining generational differences in workplace attitudes focused on scale-level constructs. The present paper focused on more specific item-level constructs and employed larger sample sizes, which reduced the effects of sampling error. In terms of workplace attitudes, it appears that generations are more similar than they are different.
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47

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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48

Dokadia, Afsha, and Sasmita Palo. "Exploring Key HR Challenges in Managing a Multigenerational Indian Workforce." NHRD Network Journal 15, no. 2 (April 2022): 143–55. http://dx.doi.org/10.1177/26314541221076916.

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The present study aims at understanding practitioners’ perspectives on managing generational differences at workplace. Participants included 30 HR manages from varied organisations in Mumbai and Delhi. In-depth interviews were conducted, transcribed and analysed to generate themes. Seven key challenges emerged from the discussion which HR managers reckon with while managing a multigenerational team: ‘understanding the generational markers unique to the Indian context’, understanding generational groups’ perspectives on ‘career’, ‘learning’, ‘leadership’, ‘communication and technology’, ‘attitudes towards work’ and ‘understanding generational differences in blue-collared workers’. While generational differences may cause conflicts and tensions, understanding and appreciating them would help managers to deal with these differences in a gainful manner.
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49

Ledimo, Ophillia. "Generational Differences In Organizational Justice Perceptions: An Exploratory Investigation Across Three Generational Cohorts." Foundations of Management 7, no. 1 (June 1, 2015): 129–42. http://dx.doi.org/10.1515/fman-2015-0031.

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AbstractDespite several reviews of generational differences across cohorts regarding their career stages in organizations, relatively few empirical investigations have been conducted to understand cohorts’ perceptions. Hence, there is paucity of studies that explored differences on the construct organizational justice across generational cohorts. The objective of this study was to explore the differences across three generational cohorts (Millennials, Generation X, and Baby Boomers) on dimensions of the organizational justice measurement instrument (OJMI). Data was collected through the administration of OJMI to a random sample size of organizational employees (n = 289). Descriptive statistics and analysis of variance were conducted to interpret the data. These findings provide evidence that differences do exist across cohorts on dimensions of organizational justice. In terms of contributions and practical implications, insight gained from the findings may be used in proposing organizational development interventions to manage multigenerational employees as well as to conduct future research.
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50

Van Rossem, Annick. "Generational Differences in Nursing: A Bridge Too Far? Generational Stereotypes and Self-Stereotypes." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 16615. http://dx.doi.org/10.5465/ambpp.2019.16615abstract.

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