GENXERS VERSUS BOOMERS: Work Motivators and Management Implications

Yang, Seung–Bum; Guy, Mary E.

doi:10.2753/pmr1530-9576290302

Cited by 80 publications

(62 citation statements)

References 11 publications

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“…However, generational blending and integration of diverse workgroups can also create intergenerational problems in the workplace due to differences in values, worldviews, and ways of working (Raines, 2003). These generational values are likely to create further conflicts in the workplace by dividing the workforce into polarized "us versus them" perceptions, further diminishing commitment and alignment with the organizational mission (Yang & Guy, 2006).…”

Section: Millennial Generational Characteristicsmentioning

confidence: 99%

Millennial Generation Perceptions of Value-Centered Leadership Principles

Maier

Tavanti

Bombard

et al. 2015

Journal of Human Resources in Hospitality & Tourism

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The purpose of this study was to identify Millennial generation hospitality students perceptions of value-centered leadership principles for the purpose of better aligning future leader expectations with hospitality industry workforce realties. Data for this study were collected through survey instrumentation administered to a purposeful sample of Millennials in the Northeast-Midwest regions of the United States ( n = 276). Findings indicated Millennials value leaders that are more orientated toward people rather than task and organizational mission. In terms of value-centered leadership competencies, findings indicated Millennials place a higher degree of importance on value-centered leaders that are inclusive, collaborative and committed. These findings offer hospitality industry leaders new insight into the importance of aligning workplace human resource practices with Millennial generation perceptions of value-centered leadership constructs.

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Section: Millennial Generational Characteristicsmentioning

confidence: 99%

Millennial Generation Perceptions of Value-Centered Leadership Principles

Maier

Tavanti

Bombard

et al. 2015

Journal of Human Resources in Hospitality & Tourism

View full text Add to dashboard Cite

show abstract

“…These generational differences are likely to create further conflicts in the workplace by dividing the workforce into an ''us vs. them'' mentality (Leadership Advantage, n.d.; Yang and Guy, 2006). In a workplace that requires collaboration and cooperation among workers from different generations to deliver the best possible service to customers, generational conflict among workers, combined with a top-down bureaucratic management approach, is likely to adversely influence service delivery.…”

Section: Introductionmentioning

confidence: 98%

Generational differences: An examination of work values and generational gaps in the hospitality workforce

Gürsoy

Maier²,

Christina

2008

International Journal of Hospitality Management

524

493

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“…They have argued that organizations must recognize these differences (Egri & Ralston, 2004;Jurkiewicz & Brown, 1998;Kupperschmidt, 2000;Yang & Guy, 2006) and suggested that failure to do so will compromise communication with employees and lead to lower levels of employee engagement and loyalty (Lancaster & Stillman, 2002;Zemke, Raines, & Filipczak, 2000).…”

mentioning

confidence: 98%

Motivation at work: Which matters more, generation or managerial level?

Deal

Stawiski

Graves

et al. 2013

Consulting Psychology Journal: Practice and Research

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The purpose of this study was to investigate whether generations differ in level of work motivation and whether differences in work motivation are better explained by managerial level than by generation. Data were collected from 3,440 working participants by using an online survey. Results indicate that managerial level better explains work motivation than does generation. Although Gen Xers, Late Boomers, and Early Boomers did differ in external and introjected work motivation, there was substantially more variance in work motivation explained by managerial level. Individuals at lower managerial levels had higher levels of external motivation than did those at higher managerial levels, whereas individuals at higher managerial levels had higher levels of intrinsic, identified, and introjected motivation. Understanding that work motivation appears to be more related to managerial level than it is to generation advances our knowledge of both generational differences and motivation at work. This knowledge assists practitioners by providing evidence that organizations should look to factors of level more than generation when acting to understand and improve employee motivation. Our study shows that in the current managerial working population work motivation is related to managerial level more than it is to generation.

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GENXERS VERSUS BOOMERS: Work Motivators and Management Implications

Cited by 80 publications

References 11 publications

Millennial Generation Perceptions of Value-Centered Leadership Principles

Millennial Generation Perceptions of Value-Centered Leadership Principles

Generational differences: An examination of work values and generational gaps in the hospitality workforce

Motivation at work: Which matters more, generation or managerial level?

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