In an ageing society, intergenerational management is becoming increasingly important for organizations. The strategies used by managers in managing the work of the different generational groups working at a particular time in an organization must focus on reducing the differences between them while maintaining their diversity. Choosing the most effective strategies starts with knowing and understanding the characteristics of each generation; implementing them can be done both by exercising appropriate leadership styles and by incorporating them into organizational policies and practices. In this way, a climate of intergenerational cooperation can be built which can only support the achievement of organizational objectives.
Counterproductive behavior is an important part of work performance, and a risk for both the individual and the organization. We were interested to identify a valid measure of counterproductive work behavior for the military domain and we chose the CWB scale, which is a part of the Individual Work Performance Questionnaire (IWPQ). Cronbach's coefficient indicates a good internal consistency of the CWB scale. Analysis of the correlations shows the following: the high frequency of counterproductive behaviors correlates with (1) the decrease in the quality of the work done by the employee and with (2) the increase in the frequency of the moments in which the amount of his/her work is lower than expected. In addition, the high frequency of counterproductive behaviors correlates positively with difficulties in concentrating, remembering and decision-making.
This paper presents the results of a study in which we aimed to identify factors that influence the work motivation of officers active in the Romanian military system. We developed a hierarchy of these factors depending on the frequency of their occurrence in answers to open questions addressed on this issue. In order to process responses we used the Atlas.ti program, a specialized software in qualitative analysis of large corpora of text, graphs, audio and video materials. Seven factors have been identified that increase the motivation to work and nine factors that decrease the work motivation of officers from the selected sample.
In this paper, we present the partial results of a study that aims to highlight the link between affectivity and work performance in the military organization. We considered that the anxiety generated by daily activities is an important factor that can affect the performance at work of the military personnel. To measure this type of anxiety we used the Job Anxiety subscale, which is a part of Job Stress Scale developed by Parker & DeCotiis. The Job Anxiety subscale is constructed to exceed the specific features of each occupation or workplace, making it suitable for measuring the level of anxiety in the military environment. Cronbach's coefficient indicates a good internal consistency of the subscale. To test the criterion reliability, we correlated this subscale with a related construct: the anxiety as a trait measured by STAI (State-Trait Anxiety Inventory). The job anxiety correlated significantly positive with anxiety-trait.
The concept of academic self-efficacy has its origins in the social cognitive theory developed by A. Bandura and it refers to the conviction of a person that he/she can successfully achieve a certain academic goal or can solve a specific task. In this research we tested the psychometric qualities of the Perceived Academic Efficacy Scale in the context of military higher education. This scale is taken from PALS - The Patterns of Adaptive Learning Scales - and it demonstrated adequate psychometric properties that make it suitable for measuring the level of academic self-efficacy of military students. All six items on the scale load a single factor; the tested model showed a good fit
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