Intergenerational resource tensions in the workplace and beyond: Individual, interpersonal, institutional, international

North, Michael S.; Fiske, Susan T.

doi:10.1016/j.riob.2015.10.003

Cited by 54 publications

(46 citation statements)

References 171 publications

(192 reference statements)

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“…Reducing inequity tensions is a pressing managerial issue. In this context, North and Fiske suggested that more research is needed to identify practical solutions to reduce intergenerational tension and restore intergenerational equity in the workplace [33]. The present article responds to this research gap by indicating practical solutions to implement reverse mentoring in hotels with the main aim of offering quality jobs and workplace equity for employees from all generations.…”

Section: Connection Of the Research Topic With Sustainabilitymentioning

confidence: 90%

“…Surveys demonstrated that approximately 60% of workplaces report the presence of intergenerational conflict, with over 70% of older employees expressing dismissal of younger worker abilities, and nearly half of younger employees dismissing their older colleagues' skills [33]. North and Fiske [33] have recently emphasized that surveys and research results support the idea that intergenerational conflict in the workplace is a widespread phenomenon and that it generates intergenerational tension caused by succession, identity, and individual manifestation. Generational stereotypes are also a source of intergenerational tension in the workplace.…”

Section: Discrimination Against Millennials-a New Source Of Inequity mentioning

confidence: 99%

“…Therefore, the authors suggested that this phenomenon needs to be properly addressed [31]. Several authors who studied intergenerational tension in the workplace agree on the fact that it is the prime responsibility of organizations, through their managers, to formulate strategies and interventions for restoring equity [31,33,67]. As noticed by Kanfer and Chen [68], employees "who perceive outcomes, procedures, and relationships as unfair were more likely to engage in lower levels of job performance ( .…”

Section: Discrimination Against Millennials-a New Source Of Inequity mentioning

confidence: 99%

See 2 more Smart Citations

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Cismaru

Iunius²

2019

Sustainability

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In the present generational context, talent management approaches and practices have evolved from the stage of "war for talent", defined by competitiveness and elitism, to a more collaborative and inclusive "post-war stage". Innovative solutions are increasingly important. In this framework, the main aim of the paper is to confirm that reverse mentoring, a talent management practice which appeared as a response to the necessity to bridge the present generational gap, can be considered a valuable approach in hospitality. Two case studies on the successful implementation of reverse mentoring in Swiss hospitality are presented: the Shadow Comex (Accor) and the ExCom-Y (Mövenpick). Results of a focus-group discussion on the topic of identifying the attitudes and opinions of Romanian employees regarding the implementation of reverse mentoring in hotels are further analyzed. Results support the idea that reverse mentoring has developed and offers great potential for innovation. The present study offers interesting and useful ideas to companies in hospitality on how to implement reverse mentoring. Results from the group discussion demonstrate that Romanian employees have high expectations and innovative approaches regarding the implementation of reverse mentoring, similar to the employees from Switzerland, but they lack trust in their employers regarding the real possibility to implement it.

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Section: Connection Of the Research Topic With Sustainabilitymentioning

confidence: 90%

Section: Discrimination Against Millennials-a New Source Of Inequity mentioning

confidence: 99%

Section: Discrimination Against Millennials-a New Source Of Inequity mentioning

confidence: 99%

See 1 more Smart Citation

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Cismaru

Iunius²

2019

Sustainability

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“…Fourth, our finding that trustworthiness can play a relevant role should be reflected in organizational practices that facilitate positive interactions among employees of different age groups. For example, organizations can emphasize through means of internal communication (e.g., newsletter, company magazine) that employees from different age groups are not competing for resources, because such narratives have been shown to positively influence perceptions of individuals from the other age group (North & Fiske, ). Furthermore, organizations can provide intergenerational contact opportunities (Henry et al ., ), through age‐diverse projects teams, open work spaces, and social events.…”

Section: Discussionmentioning

confidence: 99%

Being perceived as a knowledge sender or knowledge receiver: A multistudy investigation of the effect of age on knowledge transfer

Burmeister

Fasbender

Deller

2018

J Occupat & Organ Psyc

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As a result of demographic changes, workforces are becoming older and more age diverse. While interactions between workers from different age groups can provide opportunities for mutual learning through bidirectional knowledge transfer, research has yet to investigate how age influences knowledge transfer between age‐diverse colleagues. Building on the organizational theory of age effects, we conducted two studies to examine how age influenced the roles assigned to individuals in knowledge transfer processes, that is, whether they were perceived as knowledge senders or knowledge recipients. In Study 1, we used an experimental vignette design with 450 employees to assess how age affected perceived ability and motivation to share and receive knowledge. Further, we tested the extent to which trustworthiness moderated these relationships. In Study 2, we extended these findings using a dyadic research design with data from 53 age‐diverse knowledge transfer dyads. We examined through which mechanisms the age of one's colleague affected one's knowledge transfer behaviour. We found that the age of one's colleague had a positive effect on one's knowledge receiving behaviour and a negative effect on one's knowledge sharing behaviour. Further, perceived ability to receive knowledge and perceived motivation to share knowledge mediated these effects.

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“…It profoundly affects, among other things, the composition of the labor force, which is becoming more age-diverse with an increasing number of older workers. Within organizations, this age composition can increase intergenerational collaboration and lead to change and innovations, but it also can lead to conflicts by heightened generational tension (Joshi et al, 2011; North and Fiske, 2015). …”

Section: Introductionmentioning

confidence: 99%

Age Bias in Selection Decisions: The Role of Facial Appearance and Fitness Impressions

et al. 2017

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This research examined the impact of facial age appearance on hiring, and impressions of fitness as the underlying mechanism. In two experimental hiring simulations, one with lay persons and one with Human Resource professionals, participants evaluated a chronologically older or younger candidate (as indicated by date of birth and age label) with either younger or older facial age appearance (as indicated by a photograph). In both studies, older-looking candidates received lower hireability ratings, due to less favorable fitness impressions. In addition, Study 1 showed that this age bias was reduced when the candidates provided counter-stereotypic information about their fitness. Study 2 showed that facial age-based discrimination is less prevalent in jobs with less costumer contact (e.g., back office).

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Intergenerational resource tensions in the workplace and beyond: Individual, interpersonal, institutional, international

Cited by 54 publications

References 171 publications

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Being perceived as a knowledge sender or knowledge receiver: A multistudy investigation of the effect of age on knowledge transfer

Age Bias in Selection Decisions: The Role of Facial Appearance and Fitness Impressions

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