Melding a multi-generational workforce

Wesolowski, Peter

doi:10.1108/hrmid-04-2014-0041

Cited by 9 publications

(4 citation statements)

References 1 publication

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“…Francis & Keegan, 2006;Paauwe, 2009;Van Buren, Greenwood, & Sheehan, 2011), a trend towards outsourcing (Sparks et al, 2001) and outsourcing of the HR provision itself (e.g. Delmotte & Sels, 2008;Luthans & Youssef, 2004), greater opportunities for flexible working (Joyce, Pabayo, Critchley, & Bambra, 2010); managing a multi-generational workforce (Wesolowski, 2014) and devolvement of some HR functions to line managers (Perry & Kulik, 2008;Renwick, 2003;Thornhill & Saunders, 1998;Whittaker & Marchington, 2003), all of which have a bearing in these debates.…”

Section: The Changing Role Of Hrmentioning

confidence: 99%

Well-being and HRM in the changing workplace

Kowalski

Loretto

2017

The International Journal of Human Resource Management

188

159

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aThe York management school, university of York, York, uK; b university of edinburgh Business school, university of edinburgh, edinburgh, uK ABSTRACTIn a fast changing and fast-paced global workplace, where maintaining competitive advantage is paramount to success, identifying ways of sustaining employee well-being is of increasing importance to a range of stakeholders, both within the context of work and beyond. Within the workplace, wellbeing is important not only to individual employees in terms of maintaining their own good health, but also to managers and organisations as there is evidence to suggest that poor well-being at work can have adverse effects on performance and overall productivity. Beyond the workplace, health service providers must manage the potential burden of poor individual and population health, exacerbated in many nations by ageing workforces. Given the existing evidence linking employee well-being to key organisational outcomes such as performance and productivity, identifying ways to enhance employee well-being is, arguably, a core function of contemporary human resource professionals. However, the juxtaposition of an increased focus on well-being at work and the current business climate of needing to do more with less can pose significant challenges for HRM professionals in contemporary organisations. In this paper we examine some of the key issues of pertinence to researchers in the field of HRM and well-being, and propose a number of areas for future research.

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Section: The Changing Role Of Hrmentioning

confidence: 99%

Well-being and HRM in the changing workplace

Kowalski

Loretto

2017

The International Journal of Human Resource Management

188

159

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“…Although organizations do recognize some needs of a multigenerational workforce (Lewis & Wescott, ; McDonald, ; Twenge & Campbell, ; Wesolowski, ) and there has been some research on generational needs and preferences specific to employee training (Crumpacker & Crumpacker, ; Turner, ), this article seeks to inform readers of generational preferences and needs for technology‐enhanced training and to offer guidance for designing and delivering training to a multigenerational audience (Boysen, Daste, & Northern, ; Cekada, ; Crumpacker & Crumpacker, ; Turner, ). The purpose of this article is to discuss the needs of a multigenerational workforce and to provide training leaders with some guidance in designing and delivering instruction to a generationally diverse workforce.…”

Section: Multigenerational Training In a Business Environmentmentioning

confidence: 99%

“…In the current office it is common to see people from multiple generations (Ferri‐Reed, ; Roodin & Mendelson, ; Wesolowski, ). Some workers are continuing to work.…”

mentioning

confidence: 99%

Leading Changes to Professional Training in the Multigenerational Office: Generational Attitudes and Preferences toward Learning and Technology

Lowell¹,

Morris²

2019

Perf Improvement Qrtly

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A multigenerational workforce is now commonplace, and research has shown that historical context and generational experiences affect the values, attitudes, and working and learning preferences of each generation. Therefore, organizations' awareness of the demographic profile of their internal talent and external talent from which they may recruit is needed to ensure they are cognizant of their employees' needs. Training leaders can serve as a valuable resource for businesses and their employees by offering support in learning and technology. To assist with the needs of this changing employee workforce, training leaders will need to consider generational attitudes and preferences regarding learning and technology to develop effective training that serves both the business and the employee. In this narrative review, the authors discuss generational attitudes towards learning and technology to assist training leaders in understanding the needs of the current multigenerational workforce and to provide actionable guidance for training multigenerational learners.

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“…The authors indicate that, within an organisation, entrepreneurial grey employees could be profitably saved for the company through: excellent leadership; goal oriented management (Harms et al, 2010); flexible working hours; continuous training and development at later stages of their career; organisational support and collaboration; and inclusion in decision-making processes. Technological solutions like working at home or mobile working devices are tools that could help meet the needs of older employees for flexibility (Wesolowski, 2014).…”

Section: Active Ageingmentioning

confidence: 99%