An Exploratory Study on Intergenerational Learning in Indian IT Workspace

Abstract

Recent years have been transformational for organisations owing to growing generational diversity and the associated challenges of managing the different generations working together. This issue of generational diversity invites significant attention in the context of studying organisations that are going through massive transformations with the presence of different generations within the organisations at the same time (Baby Boomers, Generation X and Generation Y or Millennials). Each of the three generations, with their understanding of the business context, technology, and industry-specific knowledge, are influencing organisational learning landscapes. With this, both the organisations and individuals benefit from the exchange of expertise suited to the learning preferences of different generational cohorts. This qualitative research is an attempt to explore the aforementioned phenomenon by focusing on the nuances of the traits of different generations, their respective learning preferences and the dynamics of intergenerational learning in the context of Indian IT companies. Insights that emerge seek to unravel the observed facets of intergenerational learning by three diverse generations of IT Industry.

How can we build human resources (HR) that deliver value? A systematic literature review of traditional and transformational HR roles

“…Employee championing is a prominent role performed by HR professionals by listening, responding, and persuading employees to increase capability and commitment to the organization (Caldwell, 2003; Lemmergaard, 2009; Ulrich, 1997). Generation Y (born from 1980 to 2000) and generation Z (born after 2000) employees have diverse expectations from their employers, such as anytime‐anywhere collaboration, data‐driven decisions, and instant feedback (Jain & Maheshwari, 2020; Sivathanu & Pillai, 2018). Hence, HR professionals make every effort to understand employee needs and fulfill those needs as an employee champion.…”

Kadınların Kariyer Gelişiminde Cam Tavan, Mesleki Öz Yeterlik, Rol-Model ve Güç Mesafesinin Rolü: Ordu İl Sağlık Müdürlüğü Kamu Hastaneleri Örneği

“…Kadınların yönetici pozisyonlarda bulunmalarını engelleyen cam tavan, kültürel, örgütsel, toplumsal, bireysel ve psikolojik faktörlerden kaynaklanabilmektedir (Jain ve Mukherji, 2010). Kolade ve Kehinde'ye (2013) göre cam tavan, kadınların kariyer gelişim sürecinde yaşadığı kararsızlığın ifadesidir.…”

“…Genellikle bu farklılıkların ortaya çıkmasında ulusal ve örgütsel kültür, sektör türü ve örgütün yönetim tarzı, kişisel özellikler (cinsiyet vb. ), bireyin iş hayatı ve sosyal çevresi gibi faktörlerin belirleyici olduğu ve bunların kariyer gelişimi, cam tavan, mesleki öz yeterlik, güç mesafesi, rol-model değişkenlerin aralarındaki ilişkiyi etkileyebildiği ileri sürülmektedir (Alga, 2020;Bandura, 2009;Baum vd., 2012;Bombuwela ve De Alwis, 2013;Can vd., 2018;Gibbs, 2015;Hofstede, 1993-94;Jain ve Mukherji, 2010;Jasielska, 2014;Khuong ve Chi, 2017;Kılıç, 2017;Kılıç ve Çakıcı, 2016;Öztürk ve Şimşek, 2019;Powell ve Butterfield, 1994;Soysal ve Baynal, 2016;Zeldin ve Pajares, 2000).…”

Perceived 'Glass Ceiling' Dimensions of Women's Career Advancement at Higher Education Institutions: A Confirmatory Factor Analysis

“…The history of the 'Glass Ceiling' phenomenon goes back to the eighties, roughly three decades ago when this term was first published by the editor of 'Working Woman' magazine and simultaneously by the 'Wall Street Journal', explaining the metaphor as the invisible and artificial hindrances faced by women which confines them to rise up to senior level positions at their workplaces (Boyd, 2012;Jackson, 2001;Jain & Mukherji, 2010). The metaphor grabbed attention after the formation of the US 'Federal Glass Ceiling Commission' by 'The Civil Rights Act' of 1991 which surveyed the opportunities and obstacles for the career progression of competent individuals, especially working women and minorities (Federal Glass Ceiling Commission, 1995).…”

“…Some studies accentuate the significance of personality traits held by women employees such as the ability to self-control, self-improvement, ambition for career development, and shouldering the responsibility for challenging tasks (Hakim, 2006;Jain & Mukherji, 2010;Virakul, 2000). These studies reveal the attitudinal challenges faced by women employees causing hindrances to their careers.…”