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worker values, workplace spirituality, ethics, worker attitudes, work outcomes,

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This cross-sectional study reports the work-related differences and similarities of 241 Generation X and Baby Boomer employees in the public sector. A more homogeneous pattern of what employees want across age cohorts emerges, contrary to the literature and stereotypes on generational differences. Surprising levels of similarity were found between GenXers and Boomers, with the three significant areas of difference focused on issues of personal growth. The implications for recruiting, retention, motivation, training, and human resource processes are discussed.

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Ethical ideology is predicted to play a role in the occurrence of workplace deviance. Forsyth's (1980) Ethics Position Questionnaire measures two dimensions of ethical ideology: idealism and relativism. It is hypothesized that idealism will be negatively correlated with employee deviance while relativism will be positively related. Further, it is predicted that idealism and relativism will interact in such a way that there will only be a relationship between idealism and deviance when relativism is higher. Results supported the hypothesized correlations and idealism and relativism interacted to predict organizational deviance. Idealism was a significant predictor of interpersonal deviance, but no interaction was found.

This cross-sectional study reports the similarities and differences between three age cohorts of public employees—Generation X, Baby Boomers and Matures—on 15 motivational factors. While substantial differences are broadly observed between the generations outside the public sector organizational context, these age-based categories of public employees are nearly identical in the governmental workplace. The few differences found can be ascribed to life and career stages as opposed to cohort-specific sociological influences. The principal implications for recruiting, motivation, training, retention, and human resource processes are discussed.

Presents a point-counterpoint discussion on whether or not we can -or shouldmeasure something as ineffable as spirituality in organizations. Topics covered include "Workplace spirituality: on the need for measurement" and "Towards wholeness in spirituality research: embracing other ways of knowing" Editor's note In the winter of 2002, a very interesting and passionate discussion took place on the management, spirituality and religion (MSR) listserve, sponsored by the Academy of Management. Two very different ways of viewing the issue emerged, and we, as Editors of this special issue of JOCM, felt that the discussion between Robert Giacalone and Keiko Krahnke best represented these differing points of view. We asked each of them to summarize their viewpoints, to read each other's summary, and to respond, thus providing JOCM readers with a flavor of that dialogue. In the true spirit of dialogue, both Bob and Keiko involved other people in their conversations about the issues and were influenced by their thinking. We, the Editors, hope that this point-counterpoint discussion will enrich your thinking and help to move the whole research agenda on spirituality in organizations along a step farther.If you would like to get involved in the online discussion on the MSR listserve where you can share your thoughts about MSR research issues log on to http:// aom.pace.edu/msr.