Generation X: Slackers? Or the workforce of the future?

Tulgan, Bruce

doi:10.1002/ert.3910240208

Cited by 14 publications

(8 citation statements)

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“…The fact that Generation Xers of both genders valued achievement more than did Baby Boomers seems to run counter to the common stereotype of Generation Xers as "slackers" or "underachievers" in comparison with the "workaholic" Baby Boomers. The high degree of importance placed on achievement by Generation Xers supports the position of some authors (e.g., Conger, 1997;Tulgan, 1997) that Generation Xers are actually highly motivated and achievement-oriented. The fact that achievement was valued more by women than by men runs contrary to the findings of the previous studies (refer to Table II).…”

Section: Discussionmentioning

confidence: 72%

“…It is often argued that this generation is far less achievement-oriented than the Boomers and that they value a balanced life over than the pursuit of success (Kupperschmidt, 2000;Lancaster & Stillman, 2002). Generation Xers are often described as highly independent and entrepreneurial (Lancaster & Stillman, 2002;Tulgan, 1997;Zemke et al, 2000), preferring to rely on their own efforts to get ahead, rather than expecting assistance from others. Also, having grown up in an age of rapid social and technological change and increased cultural diversity, Xers are said to be more comfortable with change than with stability (Barnard, Cosgrave, & Welsh, 1998;Kupperschmidt, 2000).…”

Section: Generation Xersmentioning

confidence: 97%

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Are Gender Differences in Basic Human Values a Generational Phenomenon?

2005

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The Schwartz Value Survey (SVS) was administered to 979 Canadian knowledge workers to determine whether differences in value priorities between men and women differed significantly between members of the Baby Boomer generation and members of Generation X. Multivariate analysis of covariance controlling for education, income, and scale use revealed a significant gender-by-generation interaction, which signifies that the patterns of differences between men's and women's value priorities were different for Baby Boomers and Generation Xers. Four of the 10 SVS value types (i.e., power, tradition, universalism, and achievement) were associated with both gender and generation. A number of other value types were associated solely with generation. The findings suggest that both gender and generation are important variables in the study of values and should not be considered in isolation of each other.

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Section: Discussionmentioning

confidence: 72%

Section: Generation Xersmentioning

confidence: 97%

Are Gender Differences in Basic Human Values a Generational Phenomenon?

2005

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“…Another management style that would be suitable with this cohort's profile would be participative management combined with multiple occasions of training, because this approach responds to the strong autonomy developed by the Xers (Armour, 1997). If we come back to technological agility that seems to be a particular strength of this generation (Tulgan, 1997;Keay, 1997;Zemke et al, 2000), managerial practices involving technology would correspond best.…”

Section: Generations At Work -The Dominant Portraitmentioning

confidence: 99%

Knowledge communities: towards a re‐thinking of intergenerational knowledge transfer

Kuyken¹

2012

Vine

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Purpose -Knowledge management (KM) has become a key concern for companies which nowadays are constantly looking for better ways to assure knowledge sharing between their employees. However, companies encounter several challenges arising from the fact that several generations share the same workplace and a big portion of today's employees are close to retirement. This article aims to focus on knowledge sharing between generations. Design/methodology/approach -The article reviews the "generation" concept and its limitations, and introduces a new view on generations as "communities of knowledge". Findings -Companies have to find ways not only to assure knowledge transfer between generations, but also knowledge retention of the workers that are retiring. This requires a deeper understanding of the generations and their differentiated knowledge. Yet, today's dominant descriptions of generations ("baby-boomers", "generation X", "generation Y"), do not appear to adequately take into account cultural, socio-professional and individual factors. Originality/value -The proposed change of paradigm allows a deeper comprehension of nuances that may exist within the same age group. In doing so, the article makes a contribution to the understanding of knowledge sharing in organizations.

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“…The X Generation has been described as rebellious job hoppers by Cordeniz (2002). However, Tulgan (1997) pictured this generation in a positive frame, describing them as being flexible, computer savvy, entrepreneurial, independent problem solvers, adaptive to change, and value added providers.…”

Section: Generational Cohorts In India and The United Statesmentioning

confidence: 99%

Inter‐Generational Differences in Individualism/Collectivism Orientations: Implications for Outlook towards HRD/HRM Practices in India and the United States

Ghosh

Chaudhuri

2009

New Horizons in Adult Education and Human Resource Development

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This article proposes a conceptual model to explore the effects of intergenerational transition in individualism/collectivism orientations on the outlook towards different human resource development (HRD) and management practices. It contributes to the existing cross‐cultural research in HRD by defining three prominent generations in India and by proffering a comparative cross‐cultural study of the effect of generations on individualism/collectivism orientations and preferences for human resource practices in India and the United States.

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Generation X: Slackers? Or the workforce of the future?

Cited by 14 publications

References 0 publications

Are Gender Differences in Basic Human Values a Generational Phenomenon?

Are Gender Differences in Basic Human Values a Generational Phenomenon?

Knowledge communities: towards a re‐thinking of intergenerational knowledge transfer

Inter‐Generational Differences in Individualism/Collectivism Orientations: Implications for Outlook towards HRD/HRM Practices in India and the United States

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