Demographics of Age: Generational and Cohort Confusion

Markert, John

doi:10.1080/10641734.2004.10505161

Cited by 150 publications

(92 citation statements)

References 30 publications

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“…It would not be expected that the generational workforce will have absolute differences in what they value, or expect, from the workplace (Markert, 2004). However, Twenge and Campbell (2008) argued that, even if the differences in work values are limited, they still require the management's attention.…”

Section: Generation-y Workforcementioning

confidence: 99%

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Queiri¹,

Yusoff²,

Dwaikat³

2015

ASS

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Among the various speculation published in media reports about the reasons why generation-Y workforce in Malaysia changes job frequently include dissatisfaction with pay and fringe benefits, seeking work-life balance, perceived status work-values fit, normative commitment, perceived availability of alternative job and job hopping, This study aims to empirically justify or refute some of the anecdotal information about generation-Y employees' decision to leave an organisation in the context of Malaysia. Using structural equation modelling with a sample size of 150 respondents, this study revealed that satisfaction with payment and fringe, perceived availability of alternative job and job hopping are significant to generation-Y employees' intention to quit. Additionally, normative commitment as part of employees' loyalty is insignificant to generation-Y employees' intention to quit. This study provides implication to human resource (HR) managers that generation-Y employees' intention to quit may not be entirely due to HR strategies. Instead, cultural and economic factors play an important role in such decisions. However, there are other reasons that are widely held about generation-Y employees' intention to quit, which may not be held true or empirically validated. Lastly, normative commitment does not influence their intention to stay or to leave an organisation, as their loyalty is to their personal lives.

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Section: Generation-y Workforcementioning

confidence: 99%

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Queiri¹,

Yusoff²,

Dwaikat³

2015

ASS

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“…However, it observed that there is lack of empirical research explaining the halal consumption among Muslims and none of the previous research explore on the halal consumption from generation Y point of view. Generation Y in this study refers to a demographic characteristic for young group of people whose born duration of 1983-2005 [5].…”

Section: Introductionmentioning

confidence: 99%

Why Are We Eating Halal – Using the Theory of Planned Behavior in Predicting Halal Food Consumption among Generation Y in Malaysia

Khalek¹,

Ismail²

2015

IJSSH

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“…Enquanto a idade é um dado absoluto, sua percepção é influenciada pelo compartilhamento de experiências da geração, data de entrada na organização e situações lá vivenciadas, representatividade numérica etc. (Markert, 2004;Pfeffer, 1985).…”

Section: Maunclassified

Similaridade e dissimilaridade entre superiores e subordinados e suas as implicações para a qualidade da relação diádica

Silveira

Hanashiro

2009

Rev. adm. contemp.

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Embora a literatura advogue as vantagens da diversidade da força de trabalho, estudos baseados no Paradigma da Similaridade-Atração indicam uma predisposição das pessoas por sentirem atração por seus semelhantes. Um estudo de campo com dados comparativos de 89 díades buscou investigar os efeitos da similaridade real e percebida na qualidade da relação entre superiores e subordinados sob a ótica da Leader-Member Exchange [LMX]. As características investigadas foram gênero, idade e conflito família-trabalho. Os dados indicam a influência apenas da similaridade percebida na qualidade da relação entre superiores e subordinados. Constatouse também que a satisfação da qualidade e freqüência do contato com o superior (variável moderadora) exerce um efeito de interação com a similaridade percebida na explicação da qualidade da relação diádica. Os procedimentos metodológicos incluíram a análise e validação fatorial de duas escala (EIFT e LMX-7), análise das correlações das variáveis e regressão hierárquica. No final, são discutidas algumas implicações desses resultados e orientações para futuras pesquisas em diversidade.Palavras-chave: diversidade; percepção de similaridade; relação diádica. A A A ABSTRACT BSTRACT BSTRACT BSTRACTAlthough literature advocates the advantages of work force diversification, studies based on the SimilarityAttraction Paradigm indicate that people are more disposed to feel attraction to those who are similar to them. A field study with the comparative data of 89 dyads investigated the effect of the actual and perceived similarity in the quality of the relationship between superiors and subordinates within the Leader-Member Exchange [LMX] perspective. The investigated characteristics were: gender, age and work-family conflict. The data indicate the influence only of perceived similarity in the quality of the relationship between superiors and subordinates. This effect broadens when the subordinate feels satisfied with the quality and frequency of contact with his/her superior. The methodological procedures included factorial analysis and validation of two scales (EIFT and LMX-7), the correlations analysis and hierarchic regressions. Finally, the implications of some results and directions for future research in diversity are discussed.

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Demographics of Age: Generational and Cohort Confusion

Cited by 150 publications

References 30 publications

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Why Are We Eating Halal – Using the Theory of Planned Behavior in Predicting Halal Food Consumption among Generation Y in Malaysia

Similaridade e dissimilaridade entre superiores e subordinados e suas as implicações para a qualidade da relação diádica

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