Analysis of factors influencing the motivation of generations Y and Z to perform in the educational process

Cagáňová, Dagmar; Stareček, Augustín; Bednáriková, Mária; Horňáková, Natália

doi:10.1109/iceta.2017.8102471

Cited by 16 publications

(11 citation statements)

References 2 publications

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“…In addition, several generations of employees meet at the workplace. Each of them manifests typical attitudes to work, values, and motivational preferences [37,38]. That is why it is important to consider the structure and diversity of the workforce in the organization when managing the organization's human resources, and especially in areas such as performance management.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Perceived Organizational Performance in Recruiting and Retaining Employees with Respect to Different Generational Groups of Employees and Sustainable Human Resource Management

Babeľová¹,

Stareček²,

Koltnerová³

et al. 2020

Sustainability

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Organizational performance is considered as the essence of an industrial enterprises’ existence. However, in terms of performance, it is important not only to achieve results, but also maintain and develop the potential of an enterprise. When assessing performance, industrial management often omits the organizational success in managing human resources and developing human resources potential. The main aim of this paper is to present the research results focused on perceived organizational performance in recruiting and retaining employees with respect to different generations of employees in industrial enterprises. For the purposes of the analysis, the authors of the paper have designed a valid and reliable collection tool (research questionnaire). The research sample consisted of N = 1471 respondents, employees of industrial enterprises in the Slovak Republic. The research result shows that different generations of employees perceive differently selected issues of organizational performance. Testing the first research hypothesis has proved that there is a significant difference between employees from different generational groups in the perception of relationships among employees. The testing of the second research hypothesis confirmed that there is a statistically significant relationship between selected issues of perceived organizational performance.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Perceived Organizational Performance in Recruiting and Retaining Employees with Respect to Different Generational Groups of Employees and Sustainable Human Resource Management

Babeľová¹,

Stareček²,

Koltnerová³

et al. 2020

Sustainability

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“…Thus, members of one generation are close in age but also in values, interests, goals, attitudes, needs, preferences, etc. Currently, there are several different generations of employees in the labour market [57][58][59][60][61]. From the labour market, the Generation of Veterans, even named the "Silent Generation" born before 1945, has almost disappeared.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Perceived Serviceability of Outplacement Programs as a Part of Sustainable Human Resource Management

et al. 2019

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Work and employment are important elements of every working person's life. If an employee loses his or her job, he or she loses an important and determining part of his or her life. To reduce the negative effects that affect the quality of an employee's life, outplacement programs were established as a part of sustainable human resource management. Sustainable human resource management emphasises the importance of employee care. Outplacement, for its part, includes support for employees at their last stage in the organization. The main aims of the paper are to present the research results focused on the perceived usefulness of outplacement programs for dismissed employees, to analyse the relationships between the emotions felt by redundancies and other employees as well as the comparison of differences in emotions felt by different generations of dismissed employees. A valid collection tool (research questionnaire) was developed for research purposes and distributed to employees of industrial enterprises in the Slovak Republic. Overall, the research set was composed of n = 692 employees from different generational groups. The research results proved the existence of a relationships between the emotions felt by redundancies and other employees and differences in emotions felt by employees from different generational groups.Sustainability 2019, 11, 4748 2 of 21 knowledge about the environmental, social, and economic strengths and weaknesses of enterprise for managers [2,3] for supporting decision-making [4][5][6]. The need for corporate social responsibility has become more pronounced in recent years, and companies have committed themselves to promoting non-economic social values [7]. The importance of corporate social responsibility on enterprise performance can be confirmed [8][9][10][11][12] with emphasis on the fact that the enterprise is confronted not only with economic problems but increasingly also with environmental and social ones [13][14][15][16][17]. Executives understand that corporate social responsibility is beneficial for businesses in relation to employees, whether present or attracting future ones [18,19]. There are various opportunities for enterprises to engage and contribute to local communities. Some enterprises, therefore, have separate units that manage their social commitment [20,21]. Social corporate responsibility does not mean only to focus in the broader sense on work issues. What is also important is commitment to social responsibility at a local level. It can be demonstrated as commitment to employees, currently as well as ex-employees, prospective employees and surrounding communities.The enterprise itself benefits from the implementation of socially responsible initiatives. Corporate social responsibility activities influence not only how the employees are identified with the enterprise, but also their attitudes and behaviour [22] and thus performance.Employees view favourable or unfavourable treatment from the enterprise management as an expression of how management of the enterpri...

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“…Educated employees trust in a professional environment in external cooperation, communicate openly and share information because they see space, and feel satisfied that they are able to push the boundaries of the product's usefulness to the consumer. As mentioned above, the level of employee education [11,[38][39][40][41] and the integration of employee knowledge [42][43][44][45][46][47], not only internal, can be marked as key to maintaining the competitiveness of an organization. The quality and the level of education and development systems in the organization, as well as the degree of use of external partners for this purpose, are substantial for the quality and the increase of the intellectual capital potential.…”

Section: Introductionmentioning

confidence: 99%

External Partnerships in Employee Education and Development as the Key to Facing Industry 4.0 Challenges

et al. 2019

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The new challenges that will currently affect the existence and sustainability of businesses stem from the dramatic changes that come from the fourth industrial revolution. Based on the concept of intellectual capital management as a resource-based strategic management approach, which leads to the management of structural, human, and relational capital, sustainable human resource management underlines the involvement of partnerships and external relations in learning and personal development processes. Industry 4.0 expects major changes in human resource management and processes such as education. Organizations will benefit from the new knowledge in the near future that will need to be brought into the internal environment of the organization constantly. However, this will require cooperation with the external environment, and the resulting new education opportunities built on cooperation with external partners, organizations, and educational institutions. Innovations as essential factors in adapting to major changes in the environment will be key in all organizational processes, including educational. This paper focuses on comparing highly innovative countries and less innovative countries in Central Europe, analyzing 1482 businesses by looking at differences in attitude towards employee education and individual forms of employee education. The main statistically significant difference is in the strategic approach to employee education and development and the set-up between innovative countries and moderate innovators.

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Analysis of factors influencing the motivation of generations Y and Z to perform in the educational process

Cited by 16 publications

References 2 publications

Perceived Organizational Performance in Recruiting and Retaining Employees with Respect to Different Generational Groups of Employees and Sustainable Human Resource Management

Perceived Organizational Performance in Recruiting and Retaining Employees with Respect to Different Generational Groups of Employees and Sustainable Human Resource Management

Perceived Serviceability of Outplacement Programs as a Part of Sustainable Human Resource Management

External Partnerships in Employee Education and Development as the Key to Facing Industry 4.0 Challenges

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