É possível negar a existência da geração Y no Brasil?

Veloso, Elza Fátima Rosa

doi:10.1590/s1984-92302012000400011

Cited by 17 publications

(22 citation statements)

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“…In Brazil, there is empirical evidence of age-based generational differences among professionals, particularly in how they lead their careers in organizations (Silva, Dutra, Veloso, Fischer & Trevisan, 2015;Veloso, Silva & Dutra, 2012;Veloso, 2012). However, similarly to studies from other countries, the authors did not consider the findings to be conclusive, which demonstrates that there is room for further research on the topic.…”

Section: Introductionmentioning

confidence: 86%

“…The same sources were used by other scholars in their articles on generations (Silva et al, 2015, Veloso 2012. It is important to clarify that the full BCWF survey database is based on information collected from 500 Brazilian and multinational companies of various sizes and industries, and from different geographical regions.…”

Section: Methodsmentioning

confidence: 99%

“…Young professionals from the beginning of this century are generally referred to as Generation Y, or Millenniums; in Brazil, this generation consists of individuals born from 1986 onwards (Silva, Dutra, Veloso, Fischer, & Trevisan, 2015). This generation tends to display restlessness, challenge, and even insubordination towards different aspects of daily life at organizations (Veloso, 2012;Veloso, Silva & Dutra, 2012).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Gerações e comprometimento em diferentes contextos de gestão de pessoas no Brasil

Silva

Dutra

Veloso

et al. 2017

RECADM

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Editor responsável pela submissão:Diego Maganhotto Coraiola. Artigo analisado via processo de revisão duplo cego (Double-blind). GENERATIONS AND COMMITMENT IN DIFFERENT BRAZILIAN HUMAN RESOURCE MANAGEMENT CONTEXTS ABSTRACTThe purpose of this study is to analyze human resource management in organizations operating in Brazil, in connection to generational issues and commitment. A multi-case study was carried out in two companies: Dow and Promon. Questionnaires were applied to 331 Dow employees (out of a total population of 2465) and 298 Promon employees (out of a total population of 1800). As for generational management, results demonstrated that such management is not carried out in a formal manner, but rather takes place only informally through other programs that achieve this duty indirectly. At Promon, hierarchical position causes such a variation, whereas in Dow it is due to time at the company. Such differences are explained by the particular characteristics of the organizations. Such management takes place only informally, through other programs that achieve this duty indirectly. From this result, and from the display of the importance of productive coexistence among generations, the need for implementing formal policies that fulfill such a need can be observed. Generally speaking, although there is evidence of age-based generational differences in Brazil, there is evidence that human resource policies and practices, though not geared towards generational management, have the potential to make people commit in a similar manner, irrespective of their age. Keywords Generations; Human resource management; Commitment. GERAÇÕES E COMPROMETIMENTO EM DIFERENTES CONTEXTOS DE GESTÃO DE PESSOAS NO BRASILRESUMO O objetivo deste estudo é analisar a gestão de recursos humanos em organizações que operam no Brasil em relação a questões geracionais e de comprometimento. Um estudo multicasos foi realizado em duas empresas: Dow e Promon. Questionários foram aplicados a 331 funcionários da Dow (de um total de 2465) e a 298 da Promon (de um total de 1800). Quanto à gestão geracional, os resultados demonstraram que tal gestão não é realizada formalmente, porém, ocorre de maneira informal, por meio de outros programas que realizam essa função indiretamente. Na Promon, a posição hierárquica causa variações geracionais, enquanto na Dow é devido ao tempo de empresa. Essas diferenças são explicadas pelas características particulares das organizações. A partir desse resultado e da demonstração da importância da coexistência produtiva entre gerações, pode-se observar a necessidade de implementar políticas formais que atendam a tal necessidade. De um modo geral, embora haja evidências de diferenças geracionais baseadas na idade no Brasil, há evidências de que as políticas e práticas de recursos humanos, embora não voltadas para a gestão geracional, têm o potencial de comprometer as pessoas de maneira semelhante, independentemente de sua idade.Palavras-chave Gerações; Gestão de recursos humanos; Compromisso.Generations and commitment i...

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Section: Introductionmentioning

confidence: 86%

Section: Methodsmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

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Gerações e comprometimento em diferentes contextos de gestão de pessoas no Brasil

Silva

Dutra

Veloso

et al. 2017

RECADM

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“…De acordo com Veloso (2012), o olhar para além das controvérsias que envolvem a visão conceitual do debate sobre as gerações indica ser difícil negar o fato de que diferenças de idade, por si só, já provocam conflitos e comparações. Os mais velhos sentem-se incomodados e, em certa medida, ameaçados pelos mais novos que, por sua vez, precisam se mostrar suficientemente autênticos para negar os valores das gerações anteriores.…”

Section: A Visão Sobre a Geração Yunclassified

A Geração Y no Mercado de Trabalho: um Estudo Comparativo entre Gerações

Comazzetto

Vasconcellos

Perrone

et al. 2016

Psicol. cienc. prof.

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Resumo: O presente trabalho propõe um estudo comparativo das três gerações ativas no mercado de trabalho: a Geração Y, Geração X e Geração baby boomers, traçando um comparativo entre a geração mais jovem, Geração Y, com seus antecessores. Além disso, buscou-se compreender os principais sentidos referenciados ao trabalho pelos sujeitos das diferentes gerações, quais suas expectativas em relação às organizações, a visão que as gerações anteriores concebem acerca da Geração Y e, ainda, algumas semelhanças e diferenças entre as três gerações pesquisadas. Para tal, foi realizada uma pesquisa de caráter qualitativo, na qual foram realizadas entrevistas com indivíduos pertencentes às três gerações e atuantes no mercado, analisadas pelo método de Análise de Conteúdo. A Análise de Conteúdo propiciou a constituição de agrupamentos de elementos de significados mais próximos, viabilizando a formação de três categorias gerais. Palavras-chave: Geração Y, Geração X, Geração Baby Boomers, Organizações. Generation Y in the Job Market: a Comparative Study among GenerationsAbstract: This paper presents a study of today's three active generations in the job market: Generation Y, Generation X and baby boom Generation, proposing a comparison between the younger Generation with its predecessors and highlighting factors such as: Generation Y's meaning of work and expectations for organizations, and Generation X and baby boom Generation's opinion of Generation Y. Some similarities and differences among the three generations are also tackled. A qualitative research including interviews was conducted with individuals belonging to the three generations; the interviews were then analyzed through the Content Analysis Method. The content analysis led to the establishment of groups of closest meanings of elements, enabling the formation of three general categories.

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“…(Veloso, 2012b;Veloso, Silva, & Dutra, 2012). Although there has been progress in studies about generations in Brazil and in other countries, the findings are not conclusive; this shows that there is scope for further research into the subject.…”

Section: Introductionmentioning

confidence: 99%

Career anchors and values from different career management perspectives

Silva

Trevisan

Veloso

et al. 2016

RBGN

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Purpose -To analyze the relationships between career anchors and young Generation Y professionals' values, from the career concept perspective.Design/methodology/approach -Research concerning the proposed objective was carried out through quantitative research involving 189 Business Administration majors from a Catholic university in São Paulo, Brazil. We used two instruments to identify the career anchors and values of respondents: Schein (1990) and Schwartz (1994), respectively. We used statistical techniques to explore the relationships between career anchors and values.Findings -Among the results, mention should be made to the statistical relationships found between analyzed career anchors and values. It is also important to stress that, although the Lifestyle career anchor was predominantly present in the conglomerate division, this anchor was the predominant characteristic in the differentiation of the smaller group of respondents, the new career group. The General Management Career Anchor, which presents a lower incidence, is the predominant characteristic of the larger group, referring to organizational careers. As well as the Lifestyle career anchor, the Hedonism value was predominant among respondents.Originality/value -The need to consider the following was found: Generation Y presents generational characteristics that drive people management to propose work structures that offer activities to generate learning, pleasure, self-fulfillment and conciliation between work and personal life.

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É possível negar a existência da geração Y no Brasil?

Cited by 17 publications

References 1 publication

Gerações e comprometimento em diferentes contextos de gestão de pessoas no Brasil

Gerações e comprometimento em diferentes contextos de gestão de pessoas no Brasil

A Geração Y no Mercado de Trabalho: um Estudo Comparativo entre Gerações

Career anchors and values from different career management perspectives

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