Purpose -The examination of generational differences is an important area of inquiry for management research. Firms must recognize the influence of the values and work preferences of the next generation on organizational outcomes in order both to retain staff and to groom future leaders. It is proposed to examine the theory that firms' lack of success at employee retention may be impacted by the extent to which they understand and address generational differences in values, goals, and preferences. Design/methodology/approach -This study used survey methodology to examine generational and gender differences amongst the work environment preferences of 234 accountants in accounting firms. Findings -The results indicated the importance of goal orientation and system work environment fit for younger generation workers on satisfaction and intention to remain; and relationship fit on the satisfaction of Baby Boomers. Baby Boomers also experienced higher levels of overall satisfaction than younger generation employees.Research limitations/implications -The sample is limited to accountants in the USA. Originality/value -Generational differences significantly impact employee attitudes and outcomes in the workplace. If firms are unable to modify their cultures and work environments to adequately meet the needs of their younger generation employees, they will continue to experience high levels of dissatisfaction and turnover.

This study provides an integrative analysis of three approaches to person-organization (P-O) fit theory and measurement: values congruence and personality congruence (supplementary fit measures), and work environment congruence (a needs-supplies fit measure). Commensurate measures of each aspect of fit were collected from 105 employees in six organizations in the western United States. Values congruence and work environment congruence were both related to job satisfaction and organizational commitment, but personality congruence was not. All three fit measures were related to employees' intent to remain with their employer, although this effect was generally mediated by satisfaction and commitment. When multiple fit measures were used in a single analysis, values congruence and work environment congruence had the strongest and most consistent effects on the outcome measures. These results suggest a revised, multidimensional model of P-O fit.

The authors investigate whether narcissism levels are significantly higher in undergraduate business students than psychology students, whether business schools are reinforcing narcissism in the classroom, and whether narcissism is influencing student salary and career expectations. Data were collected from Millennial students (n = 536) and faculty at an AACSB-accredited comprehensive state university. Results indicate that the current generation of college students has significantly higher levels of narcissism than college students of the past, business students possess significantly higher levels of narcissism than psychology students, narcissism does not have a significant (positive or negative) relationship with business school classroom outcomes, and narcissists expect to have significantly more career success in terms of ease of finding a job, salary, and promotions. Considering the well-documented and profoundly negative implications of narcissism for workplace environments, this finding suggests a need for future research on the impact of increasing student narcissism in business students and on successful intervention strategies.

antecedents, decision-making, ethics, individualism/collectivism, national culture, peers, power distance, social identity theory,

We all sense that the changes surrounding us are not mere trend but the workings of large, unruly forces: the spread of information technology and computer networks; the dismantling of hierarchy, the structure that has essentially organized work since the mid-19th century. Growing up around these is a new information age economy, whose fundamental sources of wealth are knowledge and communication rather than natural resources and labor (Stewart, 1993, p. 66).Many organizations are experimenting with structures (new organization forms) that are designed to facilitate empowered cross-functional communication. The challenge is to become more efficient or competitive by reducing barriers to communication and to eliminate boundaries which impede the understanding of end-to-end workflows and better performance on strategic goals. Horizontal organization processes such as cross-functional teamwork and empowered decision making at lower organization levels are based on more participative management styles (new management technologies). This paper builds a theoretical model and provides propositions showing how knowledge creation and communication are the foundations of the new organization forms. An organization's capability for creating and communicating knowledge is seen as a resource which can create global strategic competitive advantage. A longitudinal research program is proposed to study the progress of experiments by organizations utilizing the new organization forms and management technologies (NFMT).