Generational Differences in Workplace Expectations: A Comparison of Production and Professional Workers

Moore, Sarah; Grunberg, Leon; Krause, Alan

doi:10.1007/s12144-014-9261-2

Cited by 17 publications

(22 citation statements)

References 23 publications

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“…The third section consisted of three questions asking respondents to choose as many descriptors as they feel are appropriate for each generation of GC: Baby Boomers, Generation X, and Millennials. A set of 16 descriptors were selected by the research team after identifying characteristics consistently assigned to each generation in the literature (Jobe, ; Moore et al, ; Stewart, ; Weston, ), identifying characteristics that have been shown to cause generation gaps in previous nursing literature (Hendricks & Cope, ; Smith‐Trudeau, ; Stanley, ), and the shared years of clinical experience to determine characteristics specific to medical genetics. See Figure for the list of descriptors.…”

Section: Methodsmentioning

confidence: 99%

“…Because of the employment uncertainty that they witnessed their parents face, Millennials provide limited loyalty to employers (Stewart, 2006). Characteristics assigned to this generation based on previous research include individuals being more team-focused, heavily focused on achievement, and less work-centric (Moore, Grunberg, & Krause, 2015).…”

Section: Millennialsmentioning

confidence: 99%

“…A set of 16 descriptors were selected by the research team after identifying characteristics consistently assigned to each generation in the literature (Jobe, 2014;Moore et al, 2015;Stewart, 2006;Weston, 2006), identifying characteristics that have been shown to cause generation gaps in previous nursing literature (Hendricks & Cope, 2012;Smith-Trudeau, 2001;Stanley, 2010), and the shared years of clinical experience to determine characteristics specific to medical genetics. See Figure 1 for the list of At the end of the survey, respondents were provided an optional field for comments, questions or concerns.…”

Section: Instrumentationmentioning

confidence: 99%

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Genetic counselor workforce generational diversity: Millennials to Baby Boomers

Reiser

Vreede

Petty

2019

Journal of Genetic Counseling

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There are currently three generations of individuals that make up the genetic counselor workforce: Baby‐Boomers, Generation X, and Millennials. These generations are presumed to be shaped by the historical, cultural, and social events that occurred during critical developmental periods. Understanding the underlying perceptions and viewpoints of genetic counselors regarding the multigenerational workforce may facilitate successful working relationships as well as recognition of the perceived unique characteristics that each generation offers. An online survey was distributed to practicing genetics counselors (GC) and genetic counseling students through the National Society of Genetic Counselors and the American Board of Genetic Counseling to elicit opinions about the perceived characteristics or skills of genetic counselors in each generation. Respondents (n = 407, estimated 10% response) preferentially assigned certain traits or skills to specific generations including their own. Findings suggest GC Baby Boomers were least likely to be described as “comfortable with phone or skype counseling” (p < 0.0001), Millennial GC, were least often assigned the term “Strong respect for authority” (p < 0.0005) and Generation X GC were most likely to be described as “Does not ask for feedback” (p < 0.05). These research findings demonstrate that GC perceive that their colleagues from every generation have unique attributes to bring to the profession and these attributes match those typically described in the U.S. literature about non‐GC cohorts.

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Section: Methodsmentioning

confidence: 99%

Section: Millennialsmentioning

confidence: 99%

Section: Instrumentationmentioning

confidence: 99%

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Genetic counselor workforce generational diversity: Millennials to Baby Boomers

Reiser

Vreede

Petty

2019

Journal of Genetic Counseling

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“…Individual job performance depends on personal ability and work enthusiasm. The core role of motivation is to effectively mobilize the enthusiasm of employees [14]. "Autonomous man" hopes to give full play to the skills they have mastered and to reflect their self-worth.…”

Section: Cperfect Incentive Systemmentioning

confidence: 99%

On the Humanity Hypothesis and Management Research of the New Generation Staff——Autonomous Man

Pan¹,

Li²

2019

Proceedings of the First International Symposium on Management and Social Sciences (ISMSS 2019)

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The outlook on life, values and career outlook of the new generation staff are characterized by diversification. They have high expectations and pursuits on the value and significance of the work, which is quite different from the traditional staff. The classical hypothesis of humanity has been difficult to generalize the typical characteristics of the new generation staff. The humanity hypothesis of "autonomous man" is a reasonable judgment for the new generation staff. The effective measures for managing "autonomous man" are as follows: rebuilding organizational structure, improving leadership style, perfecting incentive system and creating an innovative enterprise culture.

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“…A força de trabalho das organizações é composta por diferentes grupos geracionais, (PERRONE et al, 2013 …”

Section: Introductionunclassified