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Journal articles on the topic 'Generational Diversity'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Kramer, Linda W. "Generational Diversity." Dimensions of Critical Care Nursing 29, no. 3 (2010): 125–28. http://dx.doi.org/10.1097/dcc.0b013e3181d24ba9.

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Hart, Sandra M. "Generational Diversity." JONA: The Journal of Nursing Administration 36, no. 1 (2006): 10–12. http://dx.doi.org/10.1097/00005110-200601000-00004.

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Johnson, Susan A., and Mary L. Romanello. "Generational Diversity." Nurse Educator 30, no. 5 (2005): 212–16. http://dx.doi.org/10.1097/00006223-200509000-00009.

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McNamara, Sharon A. "Incorporating generational diversity." AORN Journal 81, no. 6 (2005): 1149–52. http://dx.doi.org/10.1016/s0001-2092(06)60377-3.

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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 (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 stu

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Ravichandran, Sabthami. "Generational Diversity at Workplace." NHRD Network Journal 14, no. 3 (2021): 350–54. http://dx.doi.org/10.1177/26314541211030592.

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The article briefs upon the multiple ways TVS has been engaging its employees for generations. Employees share their experiences and take immense pride in becoming the brand ambassadors of this century-strong and value-filled organisation. From practising a culture of innovation to building an ecosystem that encourages the entrepreneurs, TVS has left its legacy by creating an inclusive and conducive work environment for its employees. The article details on how employees consider being part of the TVS family as a pride of association and further states the revolutionary measures initiated in t

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Clausing, Sherry L., Doris L. Kurtz, Judith Prendeville, and Janet Lynn Walt. "Generational Diversity-The Nexters." AORN Journal 78, no. 3 (2003): 373–79. http://dx.doi.org/10.1016/s0001-2092(06)60749-7.

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Deborah, Wanjiru Mariru, and Eng'airo Pamela. "Generational Diversity and Performance of Employees in County Governments: A Case of County Government of Nyeri." Journal of Economics, Finance And Management Studies 07, no. 08 (2024): 5176–83. https://doi.org/10.5281/zenodo.13369279.

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This study sought to determine the influence of generational diversity on employee performance in the county government of Nyeri. A descriptive research design was adopted, targeting the 3800 employees of the Nyeri County administration. Data was collected from a sample of 362 employees using a self-administered questionnaire. With the use of SPSS, data analysis techniques included descriptive, correlation and regression analysis. Tables were used to display the results. There was a significant variation in age within the County government of Nyeri. There was a strong positive correlation betw

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Wang, Hujie, Martina Buljac-Samardžić, Jeroen van Wijngaarden, and Joris van de Klundert. "Do generational diversity and perceived similarity improve team functioning in rural Chinese hospitals? A cross-sectional survey study." BMJ Open 14, no. 11 (2024): e086451. http://dx.doi.org/10.1136/bmjopen-2024-086451.

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ObjectivesGenerational diversity, increasingly prominent in the composition of the healthcare workforce in rapidly developing countries, has received much attention in practice and research recently. While research has revealed various positive and negative impacts of generational diversity on team functioning, the understanding of the mechanism explaining how generational diversity influences team functioning is still limited. This study in rural Chinese hospitals examines the relationship between (surface-level) generational diversity and (deep-level) perceived similarity and investigates ho

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Judijanto, Loso, Ahmad Winanto, and Agus Setiyawan. "Bibliometric Study of Managing Generational Diversity in the Workplace." West Science Social and Humanities Studies 2, no. 12 (2024): 1981–97. https://doi.org/10.58812/wsshs.v2i12.1488.

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Managing generational diversity in the workplace has become a critical focus for organizations as they navigate the challenges and opportunities presented by multigenerational teams. This study employs a bibliometric analysis to explore the trends, key themes, and global collaboration patterns in generational diversity research from 2000 to 2024. Using data from Scopus, the study identifies influential topics such as diversity, inclusion, leadership, and communication, which are central to managing generational dynamics. Leadership was found to be a pivotal factor in bridging generational divi

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Waligóra, Łucja, and Agata Austen. "CRITICISM OF THE INTERGENERATIONAL DIVERSITY CONCEPT. TOWARDS DIVERSITY OF EMPLOYEES DUE TO AGE." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 20, no. 3 (2019): 241–94. http://dx.doi.org/10.5604/01.3001.0013.7252.

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The diversity of employees in organizations has always aroused the interest of employers and specialists in human resource management. Interest in generational diversity has been gradually increasing since the turn of the 21st century. While many researchers support the concept of generation diversity, an increasing number of scientists question the validity of the idea that employees differ not only in age, but above all in values, approach to work or attitude to employer loyalty, have different motivational needs, and other competences. This article discusses the differences between individu

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Karyati, Siti, and Suwandi Suwandi. "Exploring the Relationship between Generational Diversity, Employee Engagement, and Turnover Intention: Evidence from Manufacturing Workers." AGILITY: Lentera Manajemen Sumber Daya Manusia 3, no. 02 (2025): 86–95. https://doi.org/10.59422/lmsdm.v3i02.796.

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Generational diversity is a challenge as well as an opportunity to increase employee engagement, which can affect turnover intention. This study analyzes the influence of these two factors on manufacturing companies in Cikarang. With a quantitative approach, this study uses a purposive sampling method with a total of 73 respondents. Data was collected through questionnaires and analyzed using the Structural Equation Modeling technique based on Partial Least Squares (PLS). The results show that both generational diversity and employee engagement have a negative influence on turnover intention,

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Abaye, Friday Igbadumhe, Oyindamola Adepoju Omoseni, and Martha Akinbo Tina. "Predictors of Job-Hopping Intention and Academics' Engagement in Southwest Nigeria: A Moderating Role of Generational Diversity." Lead City Journal of the Social Sciences (LCJSS) Volume 8, Issue 2, July, 2023 (2023): 46–68. https://doi.org/10.5281/zenodo.10401933.

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Many universities worldwide have lost a sizable portion of their critical faculty regarding physicalremoval, work engagement, and loyalty, reducing involvement in their fundamental tasks (researchproduction, teaching engagement, and community service engagement). In this study, we explored themoderating role of generational diversity on academic attention and the desire to change jobs. The jobembeddedness theory serves as the study's theoretical foundation. A five-point Likert scalequestionnaire surveyed 620 academics from a few universities in Southwest Nigeria. The respondentswere chosen for

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Sakdiyakorn, Malinvisa, and Walanchalee Wattanacharoensil. "Generational Diversity in the Workplace: A Systematic Review in the Hospitality Context." Cornell Hospitality Quarterly 59, no. 2 (2017): 135–59. http://dx.doi.org/10.1177/1938965517730312.

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This article marks the first systematic review that focuses on generational diversity in the hospitality workplace in the period from 2000 to 2016. A comprehensive search was conducted in the five dominant databases, namely, Scopus, SAGE, Emeralds, Science Direct, and EBSCOhost’s Hospitality and Tourism Complete, resulting in 49 articles for systematic content analysis. This article maps out the existing landscape of generational studies within a hospitality context before providing five areas of recommendations for future studies to fully capture the intricacy of the generational phenomenon.

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Gavino, Monica, Hamid Mohammadi, John Eber, and Tolulope Bewaji. "Diversity Climate: Does Our Generational Lens Matter?" International Journal of Organizational Diversity 13, no. 1 (2014): 25–38. http://dx.doi.org/10.18848/2328-6261/cgp/v13i01/40178.

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Ruiz, Mónica Vallejo, Mª Begoña Alfageme González, José Miguel Niezto Cano, Ana Torres Soto, Antonio Portela Pruaño, and Mª Luisa García Hernández. "Generational Diversity among Teachers in the Workplace: Implications for Teacher Relationships, Identity and Development." Journal of Intercultural Management 13, no. 2 (2021): 59–80. http://dx.doi.org/10.2478/joim-2021-0061.

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Abstract Objective: This contribution aims to introduce a conceptual framework on generational diversity of teachers in order to analyze and understand its influence on the processes and results of professional interaction in schools. Methodology: In this conceptual piece, first, the relevance of generational diversity among teachers in their workplace is examined and justified, emphasizing the increasing aging of teaching staff. Next, generational diversity is explored by analyzing the concept of generation and the attributes used to distinguishing generations (particularly, age). Furthermore

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Amayah, Angela Titi, and Julie Gedro. "Understanding generational diversity: Strategic human resource management and development across the generational “divide”." New Horizons in Adult Education and Human Resource Development 26, no. 2 (2014): 36–48. http://dx.doi.org/10.1002/nha3.20061.

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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 (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 it

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Baran, Małgorzata, and Monika Kłos. "Competency Models and the Generational Diversity of a Company Workforce." Economics & Sociology 7, no. 2 (2014): 209–17. http://dx.doi.org/10.14254/2071-789x.2014/7-2/17.

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Hendricks, Joyce M., and Vicki C. Cope. "Generational diversity: what nurse managers need to know." Journal of Advanced Nursing 69, no. 3 (2012): 717–25. http://dx.doi.org/10.1111/j.1365-2648.2012.06079.x.

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Campbell, Stacy McIlraith. "New Perspectives on Researching Generational Diversity at Work." Academy of Management Proceedings 2012, no. 1 (2012): 12677. http://dx.doi.org/10.5465/ambpp.2012.12677symposium.

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Mizutani, Taiga, and Lei Li. "An Improved Type REAL Survival Choice Based on Comparison of the Differential Parent and Its Performance Evaluation." Information 28, no. 1 (2025): 33–56. https://doi.org/10.47880/inf2801-03.

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Usually, selection operations of individual in the genetic algorithm have the duplicate selection as survival choice, based on these operations of generational change, various generational change models to keep the diversity have been proposed. Especially, by intentionally making difference in evolution speed of individuals, an efficient generational change model REAL has been presented. In this paper, we propose an improved type REAL by add a comparison of differential parent. Some numerical experiments for benchmark function optimization problems, the proposed algorithm show relatively good

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Sesen, Harun, and Ama Asantewaa Donkor. "Job Crafting, Job Boredom and Generational Diversity: Are Millennials Different from Gen Xs?" Sustainability 15, no. 6 (2023): 5058. http://dx.doi.org/10.3390/su15065058.

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The current working environment requires employees to have some control over their jobs. Drawing on the job demands–resource (JD-R) theory, we investigated the relationship between job crafting and job boredom. Based on the generational cohort theory, we determined the strength of the relationship using generational diversity as a moderator. Data from 320 participants employed in white-collar jobs in the private sector were collected over two time periods. Structural equation modeling and hierarchical regression were used in the analysis. The results of this study show that job crafting has a

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Mangal, Vineet. "Generational Synergy in Talent Management." NHRD Network Journal 18, no. 1 (2025): 66–69. https://doi.org/10.1177/26314541251325704.

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Generational diversity in the workplace is an increasingly relevant phenomenon, with distinct generations—each shaped by unique life circumstances, cultural influences and values—coming together to collaborate. These differences manifest in varying work styles, attitudes and orientations, often leading to misunderstandings, conflicts and a perceived gap in values and practices. Such tensions can hinder organisational culture, disrupt team dynamics and impact overall profitability.

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Migueles, Carmen Pires, Marco Tulio Fundão Zanini, Juliana Carvalho, and Fernando Filardi. "The impact of generation diversity on trust within companies." Cadernos EBAPE.BR 19, no. 4 (2021): 932–45. http://dx.doi.org/10.1590/1679-395120200218.

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Abstract This paper investigates the causes of generational differences at work and their impact on the propensity to trust. We treated propensity to trust as a proxy for social capital, enhancing cooperation and efficiency. We assessed trust variations in a sample of five companies using combined qualitative and quantitative methods to investigate possible differences in the levels of trust among generational cohorts. We conducted 36 in depth-interviews and 24 focus groups and collected 894 valid questionnaires. The qualitative analysis suggests that differences among generations are related

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Gordon, Virginia N., and Margaret J. Steele. "The Advising Workplace: Generational Differences and Challenges." NACADA Journal 25, no. 1 (2005): 26–30. http://dx.doi.org/10.12930/0271-9517-25.1.26.

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The American workplace today is unlike any other in history because for the first time it is made up of four distinct generations. The advising workplaces on today's college campuses mirror this generational diversity. Four generations and their different perceptions of work attitudes and values, management expectations, communication patterns, and even work hours and dress are addressed in this article. Also discussed are generational preferences for information giving, teaching styles, and advisor-training formats. Suggestions for how advisors and administrators can use this diversity to enr

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Graf, Allyson, and Amy Knepple Carney. "Age as an Overlooked Element of Diversity: Approaches to Addressing Intergenerational Perspectives." Innovation in Aging 4, Supplement_1 (2020): 531. http://dx.doi.org/10.1093/geroni/igaa057.1712.

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Abstract Outside of gerontology, age is an often underappreciated element of diversity. At a time when all generations must work together to provide inclusive, multi-faceted solutions to today’s societal problems, ageist and generational stereotypes are often barriers to meaningful intergenerational exchanges. Age derogation and negative stereotypes have been used to splinter communities, perpetuate misinformation, and trivialize intergenerational conversations. As researchers, educators, and practitioners, we understand why age matters, but our students, community leaders, and employers may n

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Cawich, Shamir O., Peter B. Johnson, Dilip Dan, and Vijay Naraynsingh. "Surgical leadership in the time of significant generational diversity." Surgeon 12, no. 4 (2014): 235–36. http://dx.doi.org/10.1016/j.surge.2014.03.007.

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Reiser, Catherine, Victoria Van Vreede, and Elizabeth M. Petty. "Genetic counselor workforce generational diversity: Millennials to Baby Boomers." Journal of Genetic Counseling 28, no. 4 (2019): 730–37. http://dx.doi.org/10.1002/jgc4.1107.

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Othman, Abdul Kadir, Shereen Noranee, Mohd Khirzanbadzli A Rahman, and Nur Atiqah Rochin Demong. "Modeling the Changing Work Culture Using Islamic Work Values among the Malaysian Workforces." Advances in Business Research International Journal 10, no. 2 (2024): 68–74. https://doi.org/10.24191/abrij.v10i2.4365.

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The Malaysian workforce is experiencing a generational shift, with Millennials and Generation Z constituting the majority as Baby Boomers and Generation X retire. This generational disparity often results in differing work attitudes, creating challenges for collaboration and organizational harmony. Islamic values such as Amanah (trust), Itqan (diligence), Ibadah (work as worship), Ihsan (kindness), and respect offer a potential framework to address these challenges. Existing studies explore generational differences in work culture and outcomes but lack an integrative model incorporating Islami

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Kim, Se-Kwang. "A Study of Diversity and Unity for the Next Generational Worship." Theology and Praxis 62 (November 30, 2018): 7–40. http://dx.doi.org/10.14387/jkspth.2018.62.7.

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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 (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

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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 (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

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Jain, Aman, and Mridul Maheshwari. "An Exploratory Study on Intergenerational Learning in Indian IT Workspace." South Asian Journal of Human Resources Management 7, no. 2 (2020): 233–56. http://dx.doi.org/10.1177/2322093720944275.

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Recent years have been transformational for organisations owing to growing generational diversity and the associated challenges of managing the different generations working together. This issue of generational diversity invites significant attention in the context of studying organisations that are going through massive transformations with the presence of different generations within the organisations at the same time (Baby Boomers, Generation X and Generation Y or Millennials). Each of the three generations, with their understanding of the business context, technology, and industry-specific

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Nguyen, Che Nhat, Alang Tho, and Trung Ba Nguyen. "Understanding generation Z’s job engagement and performance in generationally diverse workplace." HO CHI MINH CITY OPEN UNIVERSITY JOURNAL OF SCIENCE - ECONOMICS AND BUSINESS ADMINISTRATION 14, no. 2 (2023): 93–108. http://dx.doi.org/10.46223/hcmcoujs.econ.en.14.2.2633.2024.

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While many experts and professionals recognize the significance of employee engagement for job performance, there is a lack of research focused on generation Z, who are expected to constitute the majority of Vietnam’s future workforce. The emergence of generation Z in the workplace could create difficulties for organizational management and human resources professionals due to the increase in generational diversity. This study addressed the gap above by investigating key factors affecting the employee engagement of Vietnamese generation Z, and examine the degree of engagement influencing their

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Authors, Contributing, Sania Usmani, Muhammad Haris Asif, Muhammad Zaid Mahmood, Muhammad Yousuf Khan, and Mir Burhan. "Generation X and Y: Impact of Work Attitudes and Work Values on Employee Performance." Journal of Management and Research 6, no. 2 (2019): 51–84. http://dx.doi.org/10.29145/jmr/62/060203.

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Sustainable competitive advantage lies in the intellectual capital of firms, where it has become important to retain employees and train them for future leadership. Hence, firms must recognize the importance of the work values and attitudes of the employed Generation. Understanding Generational diversity and using the right strategy is crucial for the firm’s success. Theorization of Generational differences have been applied in Western Cultures more often than Eastern Cultures, hence this research expanded the concept of Generational diversity to the banking workforce of Karachi, Pakistan. The

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Bradford, Clare. "Cross-Generational Negotiations: Asian Australian Picture Books." Papers: Explorations into Children's Literature 17, no. 2 (2007): 36–42. http://dx.doi.org/10.21153/pecl2007vol17no2art1193.

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The picture books which focus on the everyday experiences of children growing up in a multicultural society, where cultural diversity is very often symbolised by objects or artifacts whose production and meanings involve cross-cultural negotiations are discussed. The books discussed are Old Magic, Grandpa and Ah Gong, Grandpa's Mask, What a Mess, and Fang Fang.

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Apriyanto, Apriyanto, Arief Yanto Rukmana, and Ilham Akbar Bunyamin. "The Effect of Digitalization of the Recruitment Process, Use of Data Analysis Tools, and Generational Diversity on Workforce Quality at Technology Start-up Companies in West Java." West Science Social and Humanities Studies 3, no. 02 (2025): 258–69. https://doi.org/10.58812/wsshs.v3i02.1718.

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This study examines the impact of three critical factors—Digitalization of the Recruitment Process, Generational Diversity, and Use of Data Analysis Tools—on Workforce Quality in technology start-up companies in West Java. Using a quantitative approach, data were collected from 150 respondents with a Likert scale (1-5) and analyzed using Structural Equation Modeling (SEM-PLS 3). The results indicate that all three factors positively influence workforce quality, with Generational Diversity having the most substantial effect. Specifically, the digitalization of recruitment processes enhances wor

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Alfa Santoso Budiwidjojo Putra. "Membangun Sinergi Lintas Generasi: Strategi Kolaboratif untuk Meningkatkan Kinerja Organisasi di Era Digital." PaKMas: Jurnal Pengabdian Kepada Masyarakat 4, no. 2 (2024): 429–36. https://doi.org/10.54259/pakmas.v4i2.3129.

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This scholarly oration discusses the importance of building cross-generational synergy in modern organizations in the digital era. With a workforce comprising four main generations (Baby Boomers, Generation X, Millennials, and Generation Z), organizations face challenges and opportunities in fostering effective collaboration. The oration explores concrete strategies to enhance team synergy and performance, including mentoring programs, cross-generational team formation, and generational awareness training. The role of digital technology in facilitating collaboration is also discussed, along wi

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Teixeira, Sylvana Lima. "PLASTIC AND INTEGRATIVE LEADERSHIP IN A CONTEXT OF GENERATIONAL DIVERSITY." Scientific Journal of Applied Social and Clinical Science 2, no. 4 (2022): 2–7. http://dx.doi.org/10.22533/at.ed.216222417027.

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Scase, Richard. "Q: How can I effectively manage generational and cultural diversity." Strategic HR Review 5, no. 5 (2006): 7. http://dx.doi.org/10.1108/14754390680000901.

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Franz Rothschadl. "Generational differences in emotional intelligence in global human resource management." World Journal of Advanced Research and Reviews 26, no. 1 (2025): 3858–68. https://doi.org/10.30574/wjarr.2025.26.1.1541.

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In today's multigenerational workforce, Emotional Intelligence (EI) has emerged as a pivotal competency influencing collaboration, leadership, and overall organizational effectiveness. This paper explores how different generations—Baby Boomers, Generation X, Millennials, and Generation Z—understand, apply, and develop EI within professional environments. Drawing from psychological theories, organizational behavior studies, and contemporary research, this study highlights that EI is not a static trait but a generationally influenced skill set shaped by upbringing, cultural trends, and technolog

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Boissaud-Cooke, Matthew Alexander, Swetha Yatham, Louise J. Hardy, Ian Higginson, Jane Thurlow, and Patricia Schofield. "Generational diversity among postgraduate doctors in training in the NHS: protocol for a qualitative study." BMJ Open 15, no. 5 (2025): e097320. https://doi.org/10.1136/bmjopen-2024-097320.

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IntroductionThe concept of generations and generational diversity in the workplace is a widely discussed phenomenon in popular culture, organisational articles and research studies. A number of non-medical and medical organisations have attempted to identify generational differences among their workforces and devise solutions to overcome this. The impact of generational differences among the medical workforce, specifically postgraduate doctors-in-training (PGDiTs), in the National Health Service (NHS) has not been studied.Method and analysisThis qualitative study will use a pragmatic study met

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Krępuła, Natalia. "Funkcjonowanie nazw dawnych zwyczajów gospodarskich we współczesnym języku mieszkańców Kawczyna (gm. Drawsko, pow. czarnkowsko-trzcianecki) – pierzak, dożynki, szczeblik." Slavia Occidentalis, no. 80/1 (December 29, 2023): 103–13. http://dx.doi.org/10.14746/so.2023.80.9.

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The article analyzes changes over time (temporal variation) in the name of three old farming habits: pierzak, dożynki and szczeblik. The author analyzed the materials obtained today in terms of generational diversity and compared them with archival data – Adam Tomaszewski and Atlas of the language and folk culture of Greater Poland. The analyzes showed that the generational differentiation is insignificant among the surveyed informants, while the chronological changes of the surveyed names show a varying degree of transformation.

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Santos, Thiago, and S. Xavier. "A Convergence Indicator for Multi-Objective Optimisation Algorithms." TEMA (São Carlos) 19, no. 3 (2018): 437. http://dx.doi.org/10.5540/tema.2018.019.03.437.

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The algorithms of multi-objective optimisation had a relative growth in the last years. Thereby, it's requires some way of comparing the results of these. In this sense, performance measures play a key role. In general, it's considered some properties of these algorithms such as capacity, convergence, diversity or convergence-diversity. There are some known measures such as generational distance (GD), inverted generational distance (IGD), hypervolume (HV), Spread($\Delta$), Averaged Hausdorff distance ($\Delta_p$), R2-indicator, among others. In this paper, we focuses on proposing a new indica

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Anshul, Ankita, and Pramod Pathak. "Managing a Multi-Generational workforce: A Review." SMS Journal of Enterpreneurship & Innovation 4, no. 01 (2017): 62–70. http://dx.doi.org/10.21844/smsjei.v4i01.10806.

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In the present times, the face of the workplace appears to have changed in a big way. The typical workplace of today witnesses a new form of diversity that is Generational Diversity. It has all the three working generations namely Baby Boomers, Generation X and Generation Y co-existing, each contributing in its own way to the organization. As the attitudes, expectations, aspirations, values and behavioral moorings of these diverse generations are different the difficulties of their working together side by side under one roof is being faced by the organization. With The advent of generation Y

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Mwondela, Mujing’a D. "Diversity Management for Competitive Advantage: A Multigenerational Perspective during the COVID-19 Pandemic." Scholars Journal of Economics, Business and Management 8, no. 6 (2021): 154–56. http://dx.doi.org/10.36347/sjebm.2021.v08i06.001.

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This paper is an examination of generational diversity in the workplace and how organisations can leverage the benefits of these differences during the Covid -19 pandemic to build resilient teams for sustainable competitive advantage. The salient points are that multigenerational differences do exist and if managers overly emphasize them they tend to negatively affect the workplace compared to when the differences are highlighted for team motivation and building reasons. Due to the effects of the Pandemic on the workplace, most notable - the working from home arrangements, social distancing, e

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Gámez Gámez, Karina, and Virginia Guadalupe López Torres. "Agricultural Personnel Diversity Management Scale: Design, reliability and validity." TECHNO REVIEW. International Technology, Science and Society Review /Revista Internacional de Tecnología, Ciencia y Sociedad 15, no. 1 (2023): 127–40. http://dx.doi.org/10.37467/revtechno.v15.5094.

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The world of work is characterized by the diversity (racial and ethnic, gender, generational and age, religious and spiritual, disability, socioeconomic and sexual orientation) of people that converge in it, a characteristic that represents a management opportunity to create effective teams, recognizing that diversity can generate competitive advantages. Considering this reality, the objective is to develop a questionnaire to measure diversity management based on an empirical model designed with the variables internal management of cultural diversity, tolerance to diversity, equality and respe

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Vraňaková, Natália, Zdenka Gyurák Babeľová, and Andrea Chlpeková. "Sustainable Human Resource Management and Generational Diversity: The Importance of the Age Management Pillars." Sustainability 13, no. 15 (2021): 8496. http://dx.doi.org/10.3390/su13158496.

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The issue of population aging is currently highly topical. In the context of population aging, age management comes to the fore. It addresses the management of human resources with regard to the age and potential of employees. The main aim of the article is to present the results of research focused on the importance of age management pillars from the perspective of employees from different generational groups in industrial enterprises in Slovakia. Based on established research questions and the research hypothesis, we can state that the perceived importance of age management pillars differs d

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Lazaro, Bryan Louis G., Luningning B. De Castro, Luzale D. Henson, et al. "Unveiling The Lived Experiences of School Heads in Managing Intergenerational Diversity among Proficient Teachers." International Journal of Multidisciplinary: Applied Business and Education Research 5, no. 9 (2024): 3711–811. http://dx.doi.org/10.11594/ijmaber.05.09.31.

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This transcendental phenomenological study explored the lived experiences of school heads in managing intergenerational diversity among proficient teachers in public elementary schools in Noveleta, Cavite. Through in-depth interviews, participant observations, and document analysis, the study revealed how generational differences impacted school management practices. Seven key themes emerged: Intergenerational Dynamics and Work Culture, Leadership and Adaptive Management Strategies, Technological Evolution and Pedagogical Adaptation, Communication, Collaboration, and Team Cohesion, Coping with

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