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Journal articles on the topic 'Intergenerational workforce'

Author: Grafiati

Published: 7 June 2025

Last updated: 2 August 2025

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1

Wieck, K. Lynn. "Motivating an Intergenerational Workforce." Orthopaedic Nursing 26, no. 6 (2007): 366–71. http://dx.doi.org/10.1097/01.nor.0000300948.88494.9b.

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&NA;. "Motivating an Intergenerational Workforce." Orthopaedic Nursing 26, no. 6 (2007): 372–73. http://dx.doi.org/10.1097/01.nor.0000300949.96117.d9.

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Smoke, Marcia, Courtney Patterson, and Tom Farrell. "The Intergenerational Radiation Therapy Workforce." Journal of Medical Imaging and Radiation Sciences 45, no. 2 (2014): 186. http://dx.doi.org/10.1016/j.jmir.2014.03.085.

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Dols, Jean, Peggy Landrum, and K. Lynn Wieck. "Leading and Managing an Intergenerational Workforce." Creative Nursing 16, no. 2 (2010): 68–74. http://dx.doi.org/10.1891/1078-4535.16.2.68.

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Focus group discussions with four generations of staff nurses identified five themes that participants believed must be addressed in order to make the current work environment a desirable place to conduct their careers as nurses. These themes are: transitioning from student to nurse, managing difficult staffing conditions, maintaining morale, dealing with safety matters, and building relationships that enhance teamwork. Manager challenges are discussed in relation to each theme and suggested leadership strategies are offered.

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Baran, Małgorzata, and Monika Kłos. "Managing an intergenerational workforce as a factor of company competitiveness." JOURNAL OF INTERNATIONAL STUDIES 7, no. 1 (2014): 94–101. http://dx.doi.org/10.14254/2071-8330.2014/7-1/8.

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Wieck, K. Lynn, Jean Dols, and Peggy Landrum. "Retention Priorities for the Intergenerational Nurse Workforce." Nursing Forum 45, no. 1 (2010): 7–17. http://dx.doi.org/10.1111/j.1744-6198.2009.00159.x.

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Guérin-Marion, Camille, Ian Manion, and Heather Parsons. "Leading an intergenerational workforce: an integrative conceptual framework." International Journal of Public Leadership 14, no. 1 (2018): 48–58. http://dx.doi.org/10.1108/ijpl-11-2016-0046.

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Purpose The purpose of this paper is to propose a framework for understanding the particular issues associated with leading an intergenerational workforce. It presents promising strategies in the areas of talent management, decision making and internal communication to maximize the strengths and minimize the potential challenges of such a workforce. Design/methodology/approach This conceptual paper blends a review of descriptive research on generational differences and commonalities in work needs and preferences together with practice-based implications for management and organizational leader

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Burmeister, Anne, Andreas Hirschi, and Hannes Zacher. "Explaining Age Differences in the Motivating Potential of Intergenerational Contact at Work." Work, Aging and Retirement 7, no. 3 (2021): 197–213. http://dx.doi.org/10.1093/workar/waab002.

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Abstract Understanding the effects of intergenerational contact at work is important given aging and increasingly age-diverse workforces. The aim of this research was to better understand who derives motivational benefits from intergenerational contact, and the processes by which this occurs. To do so, we adopted a motivational lens grounded in need-based theories of work motivation and lifespan development theory. We argue that the motivating effect of intergenerational contact on work engagement via sense of belonging is more pronounced for older compared with younger employees due to change

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Aust, Mary Pat. "The Nurse Manager's Guide to an Intergenerational Workforce." Critical Care Nurse 33, no. 2 (2013): 88. http://dx.doi.org/10.4037/ccn2013747.

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Radulescu, Madalina Mirela, Valentina Mihaela Ghinea, and Ramona Cantaragiu. "Intergenerational gap dynamics." Proceedings of the International Conference on Business Excellence 12, no. 1 (2018): 829–42. http://dx.doi.org/10.2478/picbe-2018-0074.

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Abstract Diversity, sustainability and change are words nowadays commonly encountered in business practice and theory. Businesses face multiple challenges in regards to complexity, innovation, creativity, digitalization and out of the box thinking. However, what underlies these challenges is dealing with a very diverse workforce comprised of multiple generations with very different takes in regards to employment, career development, team work, authority and many other organizational aspects. Basically, business continuity nowadays depends in a large degree on the ability to manage the workforc

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Graf, Allyson, and Katherina Nikzad-Terhune. "PREPARING STUDENTS FOR A MULTIGENERATIONAL WORKFORCE: PERSPECTIVES FROM OLDER WORKERS AND RETIREES." Innovation in Aging 7, Supplement_1 (2023): 144. http://dx.doi.org/10.1093/geroni/igad104.0471.

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Abstract Workforce diversity can be a major asset for personal, interpersonal, and economic development. Age diversity is prevalent with five generations currently represented in the workforce. Intergenerational tension is common, however, largely fueled by stereotypes centered on age and generation that can infiltrate all workplace processes. Working from the Age-Friendly University framework, our aim was to gather qualitative data to inform the development of a training program for college students, pairing information on age-related bias with opportunities for meaningful intergenerational e

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Degrandi Oliveira, Carlos R. "Intergenerational workforce: synergism for the benefit of clinical practice." Anaesthesia, Pain & Intensive Care 28, no. 3 (2024): 402–4. http://dx.doi.org/10.35975/apic.v28i3.2476.

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Rapidly increasing world population has forced the governing authorities to increase the pace of the expansion of the healthcare facilities. It has resulted in more and more health related institutions, with more requirement of work force as well as the latest technology-based gadgets. All these factors have lead to healthcare teams with diverse age groups, diverse technical knowledge and skills and divers clinical experiences. This editorial sheds some light on the positive aspects of this deversity in unity. Keywords: Diversity; Generations; Intergenerational diversity; Synergy; Workforce Ci

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Miftahul Jannah, Noniya Dewinta Anggi Ritonga, and Muhammad Farhan. "Tantangan Komunikasi Antar-generasi dalam Lingkungan Kerja Organisasi Modern." SABER : Jurnal Teknik Informatika, Sains dan Ilmu Komunikasi 2, no. 1 (2023): 70–81. http://dx.doi.org/10.59841/saber.v2i1.648.

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In the era of globalization and technological transformation, modern organizations face intergenerational communication challenges due to a diverse workforce spanning from the baby boomer generation to Generation Z. This research highlights the complexity of differences in values, technological preferences, and management styles across generations. The analysis of intergenerational conflicts emphasizes the importance of effective conflict management, while the section on intergenerational communication outlines strategies to address these differences. Research findings identify variations in c

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Munde, Gail. "Considerations for Managing an Increasingly Intergenerational Workforce in Libraries." Library Trends 59, no. 1-2 (2010): 88–108. http://dx.doi.org/10.1353/lib.2010.a407808.

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James, Nicola. "The Nurse Manager’s Guide to an Intergenerational WorkforceThe Nurse Manager’s Guide to an Intergenerational Workforce." Cancer Nursing Practice 12, no. 2 (2013): 8. http://dx.doi.org/10.7748/cnp2013.03.12.2.8.s2.

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Naar, Jill. "Reducing Social Isolation and Improving Nutrition Through Intergenerational Experiential Learning." Innovation in Aging 4, Supplement_1 (2020): 538. http://dx.doi.org/10.1093/geroni/igaa057.1744.

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Abstract This presentation will focus on two projects that aim to inform and educate communities through community based intergenerational programs. An additional link is collaborating with community partner staff on the potential to improve health outcomes with the integration of generations in programming. Through inter-professional collaborations, these projects focus on two areas: reducing social isolation and loneliness among rural older adults through an intergenerational technology program with university students and modifying the implementation of an evidence-based preschool nutrition

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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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Rožman, Maja, and Polona Tominc. "THE ROLE AND PRESENCE OF INTERGENERATIONAL SYNERGY IN MEDIUM AND LARGE SLOVENIAN COMPANIES." Balkans Journal of Emerging Trends in Social Sciences 2, no. 1 (2019): 1–11. http://dx.doi.org/10.31410/balkans.jetss.2019.2.1.1-11.

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Intergenerational synergy and thus the exchange of knowledge, is the key element in the implementation of various tasks, finding solutions, obtaining and exchanging important information. The main aim of the paper is to present intergenerational synergy and to determine the impact of intergenerational synergy on the work engagement of employees in large and medium-sized companies in Slovenia. In the empirical research 407 companies and 814 employees were included by random sampling. Research results revealed that employers on general pay attention to intergenerational synergy in companies in S

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Lee, Cathy, Steven Castle, Katherine Hall, and Miriam Morey. "GEROFIT STUDENT VOLUNTEERS: INTERGENERATIONAL APPROACH TO MOBILITY." Innovation in Aging 6, Supplement_1 (2022): 323. http://dx.doi.org/10.1093/geroni/igac059.1274.

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Abstract The Institute of Medicine (IOM) has reported that innovative models of care will need to be used to increase the workforce to care for an aging population and to encourage older adults “to be active partners in their own care” (IOM, 2008). Use of student volunteers in an intergenerational approach could be used to supplement the workforce to motivate older adults for self-care in clinical practice. Gerofit@UCLA is a student organization created to support Gerofit at the Greater Los Angeles VA. These students completed an Expectation Regarding Aging (ERA-12) Survey. ERA-12 is a 12-item

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Guerrero, Lourdes R., Pedro Jimenez, and Zaldy Tan. "TimeOut@UCLA: An Intergenerational Respite Care and Workforce Development Program." Journal of Intergenerational Relationships 15, no. 3 (2017): 290–94. http://dx.doi.org/10.1080/15350770.2017.1329599.

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Graf, Allyson, and Robin Bartlett. "Unpacking “OK, Boomer”: Using Lifespan Concepts to Ease Intergenerational Conflict." Innovation in Aging 4, Supplement_1 (2020): 531. http://dx.doi.org/10.1093/geroni/igaa057.1713.

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Abstract With the “OK, Boomer” media exchange in late 2019, intergenerational conflict is touted as existing at an all-time high. Although the age diversity of today’s workforce is unprecedented, spanning nearly five generations of workers, generational stereotyping and its influence on the identities and experiences of those individuals is not new. In this talk, we will advocate for the role that lifespan developmental psychology can play in preparing students to enter a sometimes contentious, misrepresented multigenerational workforce. We will demonstrate the value of helping students distin

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Graf, Allyson S., and Robin M. Bartlett. "Life-Span Lessons: The Importance of Age-Related Knowledge for Aging Into Any Career." International Journal of Aging and Human Development 91, no. 4 (2020): 449–63. http://dx.doi.org/10.1177/0091415020928983.

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Demand to meet the needs of a rapidly aging population is high. Students outside of gerontology programs, however, remain resistant to enrolling in aging coursework, which are often electives within or outside their degree programs. A life-span development course, however, is likely to be a requirement in many disciplines. In a multigenerational workforce spanning five generations and with intergenerational conflict making media headlines, students must understand how to navigate age-diverse climates. We advocate that a course in life-span development can serve as both a recruitment tool for d

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Tang, Jiayang, and Jorge Tiago Martins. "Intergenerational workplace knowledge sharing: challenges and new directions." Journal of Documentation 77, no. 3 (2021): 722–42. http://dx.doi.org/10.1108/jd-08-2020-0129.

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PurposeDrawing on theories pertaining to knowledge sharing, ageing at work and human resource practices for ageing workers, this article explores knowledge sharing challenges arising from the interaction between an increasingly ageing workforce and younger employees.Design/methodology/approachContextually, the authors focus on China, where the pace of demographic transformations offers a unique opportunity to investigate knowledge sharing practices in their socio-economic context. Empirically, the authors analyse knowledge sharing behaviours and practices of retail banking professionals in a C

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Manongcarang, Sittie Maryam Dumarpa, and Sonayah Dirampatun Guimba. "INTERGENERATIONAL CHALLENGES AND HOW THEY MANIFEST IN THE PUBLIC WORKFORCE: A BASIS FOR DESIGNING EFFECTIVE PERFORMANCE MANAGEMENT STRATEGIES." International Journal of Entrepreneurship and Management Practices 7, no. 25 (2024): 67–78. http://dx.doi.org/10.35631/ijemp.725007.

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This study explored the intergenerational challenges that manifest in the public workforce and aimed to provide insights for designing effective performance management strategies. The research utilized a qualitative design, with twenty (20) employees from various departments of the Provincial Government of Lanao del Sur in Marawi City as research respondents. The sample included representatives from four generations: Baby Boomers, Generation X, Millennials, and Generation Z. Data collection involved semi-structured face-to-face interviews using a purposive sampling technique. The analysis empl

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Godino, Lea, Elisa La Malfa, Paola Poli, et al. "Analysis of generational traits and intergenerational dynamics in the nursing workforce in Italy." British Journal of Nursing 34, no. 9 (2025): 458–65. https://doi.org/10.12968/bjon.2024.0464.

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Background: Italy's ageing healthcare workforce has led to a demographic imbalance where older nurses (aged 50 years and above) outnumber younger colleagues (aged under 35 years). This has created challenges in intergenerational teamwork and knowledge transfer. Aim: To understand how generational differences influence nursing practice, specifically regarding fostering collaboration and improving patient care. Methods: This quantitative study surveyed 889 Italian nurses using a self-reported questionnaire, the Multidimensional Nursing Generations Questionnaire (MNGQ). The study analysed generat

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Shovali, Tamar. "BUILDING BRIDGES TO BETTER INTERGENERATIONAL RELATIONSHIPS." Innovation in Aging 7, Supplement_1 (2023): 282. http://dx.doi.org/10.1093/geroni/igad104.0939.

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Abstract Intergenerational relationships are necessary to prepare the workforce for careers in the field of gerontology. Intergenerational interaction and reflection have been shown to result in valuable skills, such as positive attitudes toward older adults, increased knowledge of aging and needs of older adults, genuine relationships with older adults and a greater appreciation for older generations, greater comfort with the idea of themselves aging, and high satisfaction when embedded into course curriculum. Intergenerational contact in the structure of undergraduate courses also has recipr

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Karasik, Rona, Laura Donorfio, and Marilyn Gugliucci. "CREATING AN AGE-SAVVY WORKFORCE THROUGH GERONTOLOGICAL INTERNSHIPS." Innovation in Aging 7, Supplement_1 (2023): 148–49. http://dx.doi.org/10.1093/geroni/igad104.0486.

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Abstract The disconnect between age and work demographics is well-known. Less understood is how to create an age-savvy workforce prepared to meet the diverse needs of a rapidly aging population. To date, considerable research has focused on: (1) Are current and future professionals interested in working with older adults (e.g., King et al., 2013) (2) Does “exposing” current and future professionals to aging content increase their interest in working with older adults (e.g., Gutheil, et al, 2009); and (3) What impact do direct intergenerational experiences have on student attitudes and desires

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Bratianu, Constantin, and Ramona Diana Leon. "Strategies to enhance intergenerational learning and reducing knowledge loss." VINE 45, no. 4 (2015): 551–67. http://dx.doi.org/10.1108/vine-01-2015-0007.

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Purpose – The purpose of this paper is to identify and analyze the main strategies used in organizations to enhance intergenerational learning (IGL) and reduce knowledge loss. The emphasis is on universities that have an age layered or nested structure. Design/methodology/approach – The research is based on an integrated approach of literature search, content analysis, survey based on interviews and questionnaires and the analytic hierarchy process method. The research questions are as follows: What is the level of awareness in organizations about knowledge loss and the role of IGL in reducing

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Nurani, Gita Aulia, and Ya-Hui Lee. "Intergenerational Learning for Older and Younger Employees: What Should Be Done and Should Not?" Journal of Systemics, Cybernetics and Informatics 23, no. 1 (2025): 10–15. https://doi.org/10.54808/jsci.23.01.10.

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Intergenerational learning is a part of sustainable workforce development, fostering the exchange of expertise and innovative practices among diverse age groups. This study explores three essential notions for enhancing intergenerational learning in organizations. First, it advocates for establishing structured mentorship programs that encourage reciprocal exchanges rather than one-way knowledge transfers. Second, it emphasizes the importance of implementing flexible and inclusive learning strategies designed to address the varying needs of different generations. Third, it highlights the neces

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Ropes, Donald. "Addressing the challenges of an ageing workforce: an intergenerational learning toolkit." Development and Learning in Organizations: An International Journal 29, no. 4 (2015): 14–18. http://dx.doi.org/10.1108/dlo-10-2014-0078.

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Purpose – The purpose of this article is to discuss some of the challenges organizations face in regards to an ageing workforce and to present the results of an European Union project called SILVER (see www.intergenerationallearning.eu) that developed a toolkit to help management in knowledge-intensive organizations deal with older personnel in a positive and effective manner by organizing intergenerational learning. Design/methodology/approach – This study involved interviews with 32 international human resource managers and a local survey of more than 1,100 mid and upper-level managers. Test

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Manoogian, Margaret M. "PROMOTING EFFECTIVE CAREER DEVELOPMENT IN GERONTOLOGY THROUGH APPLIED INTERGENERATIONAL PROGRAMS." Innovation in Aging 3, Supplement_1 (2019): S568. http://dx.doi.org/10.1093/geroni/igz038.2099.

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Abstract With the rise in global older adult populations, university programs need to produce an effective, gerontology-trained workforce (Silverstein & Fitzgerald, 2017). Career decision-making involves interactive learning (Super, 1990), as adults explore career options, engage in career learning, and understand curriculum integration within professional settings (Savickas, 2013). Gerontology faculty can utilize career planning models that integrate intergenerational engagement within the curriculum to aid student career decisions (Reardon, Lenz, Peterson, & Sampson, 2012). This pape

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Qi, Xiaoying. "Floating grandparents: Rethinking family obligation and intergenerational support." International Sociology 33, no. 6 (2018): 761–77. http://dx.doi.org/10.1177/0268580918792777.

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Discussion of China’s internal migration typically focuses on the movement of young rural workers to cities and, correspondingly, on the women, children and elderly who remain in villages and small towns, the so-called ‘left-behind’. This article fills a gap in the literature by examining the situation of grandparents who join their migrant adult children to facilitate their workforce participation by providing childcare. The article shows how grandparents and their adult children reinterpret and negotiate intergenerational family obligation in constructing their own lives. Based on extensive

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Donorfio, Laura K., Kathryn Elliott, Phyllis A. Greenberg, Rona J. Karasik, and Kyoko Kishimoto. "PREPARING FUTURE AGING PROFESSIONALS FOR A RACIALLY, INTERDISCIPLINARY, AND INTERGENERATIONALLY DIVERSE WORKFORCE." Innovation in Aging 3, Supplement_1 (2019): S152. http://dx.doi.org/10.1093/geroni/igz038.546.

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Abstract Workforce development is a growing concern for educators and agencies serving older adults as both workers and aging clientele become more diverse (Obhi, et al., 2017; Spetz et al., 2015). Teaching courses on aging to traditionally-aged college students brings to light ageism, the continued need for cultural competence, and intergenerational experience. Typical pedagogical approaches of lecture and discussion only prepare future aging professionals for what Bloom (1956) calls the “cognitive domain”. Absent is the “affective domain” - how students interpret aging, the lifespan, and div

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Debisette, Annette Tyree, Irene Sandvold, Barbara Easterling, and Angela Martinelli. "An Integrative Review of Nursing Workforce Studies." Annual Review of Nursing Research 28, no. 1 (2010): 317–38. http://dx.doi.org/10.1891/0739-6686.28.317.

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The purpose of this chapter is to present an analysis of selected published nursing workforce studies published between the years of 2005 and 2010. Thirteen nursing workforce studies were reviewed and analyzed using a modification of the method suggested by Ganong (1987). Nursing workforce studies were selected based on the following criteria: (1) the date of publication was between the years of 2005 and 2010; (2) the primary focus was on nurses working in practice; or, as students or faculty in nursing educational programs. When reviewed, the 13 studies (1) lacked uniform measures among datab

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Mehta, Kalyani. "Intergenerational Exchanges: Qualitative Evidence from Singapore." Asian Journal of Social Science 27, no. 2 (1999): 111–22. http://dx.doi.org/10.1163/030382499x00075.

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AbstractThe paper compares the findings on intergenerational exchanges from two sets of focus group discussions (FGDs) conducted in Singapore. The FGDs were held among the Chinese, Malay and Indian elderly (above 60 years), the near elderly (50-59 years) and adult children (30-49 years). The findings indicated that there was a considerable amount of support exchanges between the older generations and their children. Elderly men tended to perform tasks outside the home, while elderly women's functions were usually restricted within the home. While the near elderly were active both in the workfo

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Bethke, Pamela, and Andreas Tinner. "Aging Workforce. Wie Unternehmen ältere Arbeitnehmende besser einbinden können." Zeitschrift für Führung und Organisation 4 (August 1, 2022): 256–61. https://doi.org/10.5281/zenodo.7024866.

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Die Aging Workforce kann ein Hebel sein, um den Fachkräftemangel abzufedern. Wenn Unternehmen diese Kohorte an sich binden wollen, konkurrieren sie mit der Aussicht auf den Ruhestand und der Verwirklichung von Lebensträumen. Sechs Thesen, aus der aktuellen Literatur abgeleitet, wurden mittels einer Interviewstudie untersucht. Dabei ging es sowohl um die Sicht der Aging Workforce, welche den Wunsch nach Flexibilität und Sinnhaftigkeit des Tuns hegt, wie auch um die Perspektive der Unternehmen, für die Fragen des Gesundheits- und Wissensmanagements im Zentrum stehen. Wichtig

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Kinasih, Laras Sekar, and Ariska Nurfajar Rini. "Pengaruh Transfer Finansial Anak terhadap Partisipasi Kerja Orang Tua Lansia di Indonesia." Jurnal Dinamika Ekonomi Pembangunan 6, no. 3 (2024): 195–207. https://doi.org/10.14710/jdep.6.3.195-207.

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Changes in the demographic structure contribute to the aging of the population. The constraints imposed by the limited formal support from the government lead to a dependency of the elderly population on intergenerational support and income derived from the labor market. This research analyze the role between financial transfers provided by adult children to elderly parents who have entered retirement to the workforce participation of the elderly in Indonesia. Utilizing secondary data from the Indonesian Family Life Survey 5 (IFLS 5), the research focuses on individuals aged 50 years or older

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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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Karasik, Rona J., and Phyllis A. Greenberg. "TAKING THE HIGH (SCHOOL) ROAD: DEVELOPING INTERGENERATIONAL INTEREST FOR CAREERS IN AGING." Innovation in Aging 3, Supplement_1 (2019): S568. http://dx.doi.org/10.1093/geroni/igz038.2100.

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Abstract Invisibility and ageism are ever-present challenges to developing a work-force commensurate with the expanding older population (Augustin & Freshman, 2016). Intergenerational and experiential endeavors (e.g., Simulations, Service-Learning, Careers in Aging Week) can counter stereotypes while highlighting gerontology career opportunities. Focusing workforce development efforts on the oft-overlooked population of high school students (Zhang, 2015) has numerous advantages, including: (1) identifying aging-related career paths prior to college; (2) reaching students eligible to become

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Yolusever, Aras. "Economics of Longevity and Aging Populations." İktisat İşletme ve Uluslararası İlişkiler Dergisi 4, no. 1 (2025): 146–76. https://doi.org/10.58654/jebi.1627286.

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The global phenomenon of aging populations and increasing longevity presents significant economic, social, and policy challenges. This article explores the economic implications of these demographic trends, particularly their impact on fiscal sustainability, labor markets, healthcare systems, and intergenerational equity. The main aim is to critically evaluate the challenges posed by aging populations while highlighting opportunities for innovation and adaptation. By reviewing existing literature and case studies, the article illustrates how rising old-age dependency ratios strain pension syst

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Wang, Ying, and Weiwei Shi. "Effects of Age Stereotypes of Older Workers on Job Performance and Intergenerational Knowledge Transfer Intention and Mediating Mechanisms." Behavioral Sciences 14, no. 6 (2024): 503. http://dx.doi.org/10.3390/bs14060503.

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The workforce is aging with the population aging. How to effectively manage and motivate older workers is significant for elderly human resources development and the sustainable development of enterprises in organizations. Age stereotypes of older workers refer to people’s beliefs and expectations about a specific group of 45–65-year-olds in the workplace. This paper examines the effect of age stereotypes of older workers on job performance and intergenerational knowledge transfer intention. This study carried out two research designs, a questionnaire survey and an experimental study, to explo

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Farah, Kimberly, Joann Montepare, and Charlotte Frazier. "BUILDING STUDENTS’ CAREER SKILLS THROUGH AGE-FRIENDLY INTERGENERATIONAL CLASSROOM ACTIVITIES." Innovation in Aging 7, Supplement_1 (2023): 144. http://dx.doi.org/10.1093/geroni/igad104.0470.

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Abstract Changing age demographics are reshaping societies and challenging institutions of higher education to consider how they can respond to age-diverse populations through new approaches to teaching, research, and community engagement. As well, institutions are facing a range of challenges as they look to respond to the contemporary needs of students who will be entering an age-diverse workforce. The pioneering Age-Friendly University (AFU) initiative, endorsed by GSA’s Academy for Gerontology in Higher Education (AGHE), offers a framework within which institutions can begin to address the

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Ojochide, PETER Fred, PETER Adeshola Oluwaseyi, and ADEWUYI Annie Motunrayo. "The Evolving Remote Workforce, the Multigenerational Workforce, and Supporting Employee Mental Health in the Context of Africa." International Journal of Research and Innovation in Social Science VII, no. XI (2023): 1193–200. http://dx.doi.org/10.47772/ijriss.2023.7011092.

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This conceptual review delves into the dynamics of the African workforce, influenced by trends such as remote work, multigenerational employees, and the growing importance of employee mental health support. The adoption of remote work in Africa presents both challenges and opportunities. Limited access to reliable internet infrastructure and disparities in digital inclusion are hurdles, yet it brings benefits such as increased job opportunities and better work-life balance. The multigenerational workforce in Africa, composed of various generations, can lead to communication barriers and differ

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Falckenthal, Bettina, Manuel Au-Yong-Oliveira, and Cláudia Figueiredo. "Intergenerational Tacit Knowledge Transfer: Leveraging AI." Societies 15, no. 8 (2025): 213. https://doi.org/10.3390/soc15080213.

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The growing number of senior experts leaving the workforce (especially in more developed economies, such as in Europe), combined with the ubiquitous access to artificial intelligence (AI), is triggering organizations to review their knowledge transfer programs, motivated by both financial and management perspectives. Our study aims to contribute to the field by analyzing options to integrate intergenerational tacit knowledge transfer (InterGenTacitKT) with AI-driven approaches, offering a novel perspective on sustainable Knowledge and Human Resource Management in organizations. We will do this

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Sneed, Rodlescia. "Intergenerational Relationships in an Economically Vulnerable Community: Findings From the Flint Women’s Study." Innovation in Aging 4, Supplement_1 (2020): 346. http://dx.doi.org/10.1093/geroni/igaa057.1112.

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Abstract Older women in economically disadvantaged communities often balance a range of relationships that present both benefits and challenges. The current study describes older women’s perceptions of the benefits and challenges of maintaining intergenerational relationships with younger women and children in their community. We used secondary data from the Flint Women’s Study, a qualitative interview project that included 60-90 minute structured interviews with 100 women who either lived or worked in the Flint, Michigan metropolitan area. Interviews were recorded, transcribed, and coded usin

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Erni Irdewanti, Yustikasari, and Siti Karlinah. "Komunikasi Internal BUMN dalam Menjembatani Kesenjangan Generasi." JURNAL LENSA MUTIARA KOMUNIKASI 8, no. 2 (2025): 181–98. https://doi.org/10.51544/jlmk.v8i2.5428.

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As Indonesia's workforce is dominated by Generations Y and Z, understanding and managing such generational differences is crucial for organizations today. This study explores intergenerational communication at PT TWC, a state-owned enterprise, and analyzes the company's efforts to bridge the generational gap. Using a qualitative approach, the researchers conducted observations and interviews with teams managing internal communication. The findings show the communication gap is driven by differences in values, mindsets, and technology preferences between Generations X, Y, and Z. To address this

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Staenly, Staenly, Dimas Teguh Ramadhan, Viranda Agus Wijayanti, and Purwanto Purwanto. "Generation Gap in the Workforce: A Comparative Analysis of Staff and Technician Perspectives (Study case in manufacturing company PT XYZ)." FIRM Journal of Management Studies 9, no. 1 (2024): 140. http://dx.doi.org/10.33021/firm.v9i1.5144.

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The idea of the generation gap has evolved as an important and interesting feature in today's employment world. The generation gap refers to the variations in values, attitudes, and expectations among members of different generational cohorts, such as Generation Z, Millennials, Gen X, and Baby Boomers. This study, conducted at Cikarang's PT XYZ manufacturing business, examines the complex dynamics of the generation gap, with a major focus on the final assembly area. Our qualitative study method aims to clarify the various reasons affecting these phenomena and the techniques management uses to

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Townsend, Michelly, David Cornell, Andrew Hostetler, Robin Toof, Karen Devereaux Melillo, and Sabrina Noel. "AGE-FRIENDLY LOWELL: INTERGENERATIONAL CONNECTION THROUGH EXPERIENTIAL LEARNING OPPORTUNITIES." Innovation in Aging 6, Supplement_1 (2022): 145. http://dx.doi.org/10.1093/geroni/igac059.577.

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Abstract The rapid growth of the aging demographic requires students entering the workforce to be adept at engaging with older adults in a professional capacity. The Age Friendly Community (AFC) and Age Friendly University (AFU) initiatives present an opportunity for researchers and students to work alongside older residents to improve Age Friendly practices, policies, and infrastructure in their local communities. Age Friendly Lowell developed an Action Group (AG) of 25 Lowell residents aged 50y+, who provide feedback and guidance for 12 graduate students, as they develop measurement tools fo

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Manjit, Sharma. "Pattern of Employment in Rural Non-Farm Sector of Punjab." INTERNATIONAL JOURNAL OF SOCIAL SCIENCE HUMANITY & MANAGEMENT RESEARCH 02, no. 10 (2023): 1093–97. https://doi.org/10.5281/zenodo.10215907.

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Historical perceptive clearly shows the agriculture cannot absorb all the growth of the rural workforce but the imperative role of non-agricultural activities recognized recently. Majority of the rural workforce is giving up farming and moving to the non-agricultural sector in rural areas. A change in the structure of jobs in rural areas is a prerequisite for the process of rural transformation. Kerala remained at the top around 73 %, while Punjab exhibited second position at rural non-farm sector (RNFS) with a labor force of 46.36% in 2011. Intergenerational Change in Occupation is noted as p

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Kwon, Jenny, Michael Hughes, and Anh Vo. "ASSOCIATION BETWEEN ANXIETY ABOUT AGING AND AGEISM TOWARD OLDER ADULTS AMONG KOREAN DENTAL HYGIENE WORKFORCE." Innovation in Aging 7, Supplement_1 (2023): 835–36. http://dx.doi.org/10.1093/geroni/igad104.2694.

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Abstract Ageism toward older people is prevalent in Korean healthcare settings, where older adults are likely to encounter other age groups of people. However, not many studies took close attention to ageism in the dental hygiene field. Considering the increase in dental care demand among the older population, this study aims to investigate the level of ageism and the factors associated with ageism among Korean dental hygiene undergraduates and dental hygienists. Based on the convenience sampling strategy, a total of 146 online surveys were collected from July to September 2022 in Seoul and Da

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