Purpose – This study aims to investigate the existence of delimitations more suited to the emergence of generations in Brazil, and to assess generational perceptions on constructs of the work environment and their influences on organizational commitment. Design/methodology/approach – The perceptions of 102,540 respondents employed by 394 organizations were classified into nine constructs. The methodology used entailed an initial confirmatory factorial analysis, which was undertaken to investigate the validity of the proposed measurement model. Regression analyses were applied to test the relationship between work environment and commitment. Findings – The results highlight that the Baby Boomer generation attributed more value to the meaning of work and corporate social responsibility. Meaning of work, learning and development were given a high level of importance in the results for Generation X. Generation Y values learning and development, relationships with co-workers and Work-life balance more than the other two generations. Research limitations/implications – This research is classified as a cross-sectional study that does not allow us to substantiate whether differences between the groups were caused by influence of generations or the age of respondents. Therefore, nationwide surveys capable of offsetting the age effect on generational differences are still necessary. Another constraint is related to the fact that only data from the survey that annually elects the “Best Companies to Work for in Brazil” were used for undertaking this study. Moreover, because all variables were collected simultaneously from the same source, the authors recognize that the results could have problems related to common method biases. Practical implications – The authors believe that the identification of critical dimensions of workers’ perception regarding the work environment equips human resources professionals with the ability to implement policies and practices that align people management with the differing desires of each generation, effectively ensuring commitment from these professionals. Social implications – This study may contribute to researchers by highlighting the need for temporal outlines suited to the Brazilian reality, which might also inspire further research on the country’s generations, even associating them with other themes, such as values, personality and professional motivation. Originality/value – As the main contributions, the authors have sought to highlight that generational differences may be related to specific periods in each country’s historical context. The authors also show the determining factors influencing each generation’s affective commitment and justify each of their choices.

The literature on generations usually presents three classifications based on age: the generation of Baby Boomers and the generations X and Y. Meanwhile, scholars have been mentioning that employees who work at the same organization and belong to different age groups tend to have different expectations and systems of values. These differences have the potential to reflect up on professionals' perception in relation to the work environment. On the other hand, it is possible to assume that organizations with different human resource management systems are likely to deploy peculiar ways of managing people of varying ages. Based on these considerations, the main objective of this research is to analyze the implications of generational differences and similarities on human resource management among companies of distinct features. In order to accomplish this goal, two foci of analysis were adopted in sequence. The methodological design of the first one was a survey research, applied to assess the employees' perception of the 150 Best Companies to Work For. On this step of the research, the confirmatory factor analysis technique was used to evaluate the validity and identification of the factors of work environment. To check these differences of perceptions, a multivariate analysis of variance was performed. To the second focus of analysis, two case studies were carried out at organizations considered as benchmarks of managing people in Brazil, with the purpose of understanding the management of generations within organizational contexts. The two organizations considered for the study of multiple cases were Dow S.A. and Promon S.A. At this stage, it was possible to obtain the information needed to understand the human resource management at organizations of different characteristics, in relation to the differences or similarities arising from generational issues of their employees. The study of these organizations was based on the analysis of the relationship of their policies and practices for managing people with generational issues stemming from the work environment. Regarding the results, it is noteworthy that the differences in perception of Generation Y in relation to Generation X begin to emerge from the end of the 1980s, more precisely, from 1986 on. Nevertheless, in the studied organizations, such generational differences do not imply adaptations of human resource management in a conscious way. In sum, through this study, we note that the context in which human resource management happens influences the management of generations. Such influence seems to preclude the creation of a single standard of such management, which makes the task of promoting the inevitable coexistence between generations even more challenging.

Abstract:This article presents a case study of two companies operating in the Brazilian market; one in the electrical energy sector, and the other in the pharmaceutical sector, both of which appeared on the list of 150 Best Companies to Work for in Brazil in 2012, and have stated that they consider retaining talents to be essential to their Human Resources strategies. These companies identified the professionals they considered to be talents, through the application of a questionnaire to the employees, with 51 statements, the results of which were used to analyze the link between retention factors and intention to remain in the company. Together with the application of the multiple regression technique for associations between the variables, the retention factors, measured by means of the employees' perceptions, were qualitatively linked to the practices of talent retention adopted by the companies. Among the results, it is highlighted that the retention factors explained 86% in company A, and 83% in company B, of the variation in the variable "intention to remain in the company." It was observed that the talents are determined by the management model of each company, and that the employees who were considered talents based on their current performance, together with those with potential to be considered talents in the future, represent 20% of the company's staff. Based on the results, we believe that before implementing a talent retention strategy, companies need to understand the influence of the macroeconomic scenario on the job market; the social influences that impact on employees' career expectations; and the individual personalities of the talents.

Purpose -The purpose of this paper is to, which involved 123 students in their last year of an administration course at a private university in the city of São Paulo, Brazil, evaluate the importance of analyzing the pressure from new technologies on the careers of young university students from a career theory perspective. Design/methodology/approach -From the perspective of traditional theories, the authors used "career anchors," and from the perspective of non-traditional theories, "intelligent careers," in which people develop three competency groups that are transferable between organizations: knowing why; knowing how; and knowing whom. The hypotheses the authors raised were analyzed using statistical techniques and the following results were obtained: young people do not see new technologies as a threat to their current job; people who see the "Knowing How" competence as being more developed feel less pressure from new technologies; non-traditional theories show a greater potential to analyze technological pressure than traditional theories; and, finally, the nature of people's jobs produces different impacts on the pressure of new technologies on their careers, since people who occupy positions involving more human interaction with internal or external clients feel less threatened. Findings -It was found that the lowest mean among the constructs analyzed was the pressure from technology on career. The correlations between the competencies of intelligent careers and the perception of the pressure from technology on career were weak, but significant, whereas the "Knowing How" competency was negatively correlated with the pressure caused by technology. There was no significant influence of the anchors on the pressure from technology on career. However, incorporating the competencies of intelligent careers improved the statistical model's fit. In associating job positions with the pressure from technology on career, administrative and operational positions showed higher averages than sales associate and management positions. Originality/value -Broadly speaking, it can be noted that traditional career theories, especially the vocational counseling approach, are not sufficient to explain the impact of new technologies on careers. At the same time, one way of coping with the pressure brought about by technological advances may be in using technology itself to develop "useful professional skills," in a manner consistent with "intelligent careers."

Para investigar o impacto das variáveis "área

Data de recebimento: 12-06-2014 Data de aceite:18-07-2014O objetivo deste estudo consiste em analisar a gestão de pessoas de organizações que atuam no Brasil, no que se refere a questões geracionais. Foi realizado um estudo multicascos, em duas organizações: Dow S.A. e Promon S.A. Apesar da Dow ter sido caracterizada como um sistema mecânico e a Promon como orgânico, em ambas foram observadas as características de um forte contexto de gestão de pessoas. Entre os resultados, ressalta-se o fato de que as constatações de diferenças geracionais baseadas em idade não implicam adaptações da gestão de pessoas. Constatou-se que a gestão de pessoas de organização com fortes contextos normativos possui desafios de gerir coortes e papéis dos seus profissionais. De forma geral, nota-se que, apesar da preocupação latente das empresas com a gestão das gerações, a gestão de pessoas de empresas bem estruturadas não apresenta indícios de adaptação consciente de suas práticas às diferenças geracionais.Palavras-chave: gerações; gestão de pessoas; contexto normativo; contexto estrutural.The aim of this study is to analyze the human resource management in organizations operating in Brazil regarding generational issues. A multiple case study was conducted in two organizations: Dow S. A. and Promon S. A. Although Dow has been characterized as a mechanical system and Promon as organic, in both of them the characteristics of a strong human resource management context were found. Among the results, we emphasize the fact that based-age generational differences do not involve adaptations in human resource management. It was found that human resource management in organizations with strong normative contexts presents challenges of managing cohorts and roles. Generally, it was found that despite the latent business concern over generation management, human resource management in well-structured companies does not present any evidence of conscious adaptation of their practice to generational differences.

Purpose The purpose of this study is to analyze the effect of the relationship between leadership and engagement on the individual performance of Millennial generation professionals. Design/methodology/approach A survey was carried out with higher education business school students in Brazil. The sampling procedure involved a convenience selection of Millennial generation professionals who are employed and have recently undergone a performance evaluation process. The professionals answered a questionnaire about their perception of an empowering and directive leader, engagement, human resource practices and performance. Findings The authors demonstrated the potential of leaders to generate engagement and influence performance, showing the need for companies to become involved in the leadership process by defining appropriate leader profiles and establishing clear practices and criteria for their actions with regard to Millennial generation. Practical implications The potential of empowering leadership to generate engagement, and that of directive leadership to influence performance, show the need for companies to become involved in the leadership process by defining appropriate leader profiles and establishing clear criteria for their actions toward Millennial generation. Originality/value In Brazil, empowering leaders do not directly influence their subordinates’ performance, unlike what was found in previous studies. Thus, it may be that they also do not perceive, or are not working in, more flexible or participative workplaces, which interferes with the perception of the direct relationship between the leadership’s actions and their personal performance.

Purpose The purpose of this paper is to identify the relationship of career anchors with three aspects: the millennials’ professional skills, the millennials’ awareness of the replacement of jobs with new technologies and the technological stress in the millennials’ working environment. Design/methodology/approach The responses of 200 questionnaires were analyzed using descriptive and variance analysis techniques. Findings Among the three hypotheses raised, two were confirmed, showing that these young people recognize the development of professional skills through new technologies, but are not highly sensitive to the stress associated with technological innovations. Originality/value The paper contributes to a recent debate, which emphasizes the impact of the application of new technologies on the nature of study and employment levels.