Making a life or making a living?

Zhang, Y.; Straub, Caroline; Kusyk, Sophia

doi:10.1108/13527600710775739

Cited by 38 publications

(7 citation statements)

References 61 publications

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“… 57 Millennials favor flexible working conditions and value leisure and work-life balance; 64 they prefer “making a life” over “making a living”. 65 …”

Section: Theory and Hypothesesmentioning

confidence: 99%

What Makes NPOs Sustainable in an Emergency? Examining the Effect of Person-Organization Fit and Generation on Volunteer Activities During the COVID-19 Pandemic

Choi¹,

Lee²,

Park³

2023

RMHP

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Purpose Despite the unprecedented challenges caused by the COVID-19 pandemic, nonprofit organizations (NPOs) continued providing services, thereby contributing to overcoming the pandemic. What enabled NPOs to sustain their service provision during this global emergency? This study attempts to answer this question by focusing on one of the essential pillars supporting the operation of NPOs: volunteers. More specifically, we aim to investigate how person–organization (P–O) fit and generation, particularly the Millennial generation, are related to engagement in voluntary activities during the COVID-19 pandemic. Methods We collected data through an online survey conducted in March 2021. This US national survey was completed by 2307 respondents, yielding the US Census balanced data regarding gender, age, race, education, and income. To analyze the data, we employed the two-stage Heckman selection model. Results Relying on P-O fit theory and generational theory, the study identifies what led existing volunteers to continue engaging in volunteer activities at their NPO during the COVID-19 pandemic despite the risks. We found that P-O fit mattered in volunteers’ decision to continue engaging. In addition, our study uncovered that when existing volunteers were Millennials, the relationship between P-O fit and engagement in voluntary activities strengthened during the pandemic. Conclusion This study contributes to expanding the explanatory power of the P–O fit theory by testing it in an emergency and extends the generational theory by clarifying under what conditions Millennials (aka Generation Me) transform themselves into Generation We. In addition, linking NPO management and emergency management, this study provides NPO managers with practical implications for securing reliable volunteers who will sustain the capacity of the NPO in a crisis.

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“… 57 Millennials favor flexible working conditions and value leisure and work-life balance; 64 they prefer “making a life” over “making a living”. 65 …”

Section: Theory and Hypothesesmentioning

confidence: 99%

What Makes NPOs Sustainable in an Emergency? Examining the Effect of Person-Organization Fit and Generation on Volunteer Activities During the COVID-19 Pandemic

Choi¹,

Lee²,

Park³

2023

RMHP

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“…[17][18][19]. Interestingly, some studies have found that, specifically, millennials may value time over money, suggesting, among other things, a strong prevalence of hedonism and self-direction [81,90,91]. With regard to their readiness to join the workforce, some arguments have been made that the high moral and ethical values that have emerged in some studies make especially millennials very prepared to enter today's business environment [19,43], but their high expectations in terms of career advancement do not [17].…”

Section: Generations Y and Z And Their Personal Values In The Industry 40 Workplacementioning

confidence: 99%

Understanding Future Leaders: How Are Personal Values of Generations Y and Z Tailored to Leadership in Industry 4.0?

Črešnar

Nedelko

2020

Sustainability

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This study combines two main challenges for organizations today, as it examines the alignment between personal values of future leaders and the values needed in the Industry 4.0 workplace. Based on the movement of the organizational environment toward a more multidisciplinary, open, collaborative and multicultural environment, we presuppose that the Industry 4.0 workplace requires a more benevolent, universally oriented and generally self-transcended leaders. Drawing upon Schwartz’s value theory, we examine the impact of Generations Y and Z’s personal values on their leadership inclination. The results from the survey of 371 young participants from Generations Y and Z reveal that self-enhancement (i.e., power and achievement), openness to change and conservation values most significantly affect leadership inclination. Meanwhile, benevolence, universalism and general self-transcendence values—cornerstones of the Industry 4.0 workplace—show negative effects on leadership inclination in the frame of the Industry 4.0 workplace. This indicates a poor fit between the values of future leaders and the values of the Industry 4.0 workplace. These findings have significant implications for human resource management in future organizations and contribute to the understanding of future leaders. In addition, the findings can help organizations to manage sustainable workings in an Industry 4.0 environment.

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“…Millennials are defined as people born after the 1980s (Warner and Zhu, 2018) and are also referred to as ‘Generation Y’ (Strauss and Howe, 1991). This new generation can be characterized by their date of birth, but more importantly, by the major evolutionary changes that have occurred during their lifetime, including rapid development of technology, globalization and changing social values, which encourage this generation to openly express their individualistic needs (Loughlin and Barling, 2001; Ng et al, 2010; Zhang et al, 2007).…”

Section: Introductionmentioning

confidence: 99%

Millennial entrepreneurial persistence under harsh contextual environments in Iran

Bagheri

Zhu

2022

Journal of General Management

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Millennial Iranian entrepreneurs, as an emerging business class, face new realities rarely seen in other countries due to the harsh and uncertain contextual environment. As young and dynamic entrepreneurs, they want to build independent careers by developing new start-up businesses to address the social and economic needs of the masses and, at the same time, to earn an income to ensure their economic survival. However, given the difficult business environment with domestic challenges and international embargos, these entrepreneurs find themselves faced with many problematic issues. Therefore, this research is based on the concept of entrepreneurial persistence for survival and aims to investigate how Iranian millennial entrepreneurs develop businesses in a difficult contextual environment. A new conceptual framework and a number of propositions for future research have been offered in this study on the basis of the findings. Implications for policy and practices are also discussed with the focus on possible policy reform, better entrepreneurial education as well as other incentives to support millennial entrepreneurs.

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Making a life or making a living?

Cited by 38 publications

References 61 publications

What Makes NPOs Sustainable in an Emergency? Examining the Effect of Person-Organization Fit and Generation on Volunteer Activities During the COVID-19 Pandemic

What Makes NPOs Sustainable in an Emergency? Examining the Effect of Person-Organization Fit and Generation on Volunteer Activities During the COVID-19 Pandemic

Understanding Future Leaders: How Are Personal Values of Generations Y and Z Tailored to Leadership in Industry 4.0?

Millennial entrepreneurial persistence under harsh contextual environments in Iran

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