Using Technology to Retain Baby Boomers in the Workforce

Salb, David

doi:10.5539/cis.v8n3p180

Cited by 2 publications

(1 citation statement)

References 14 publications

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“…Consequently, as knowledge moves from retiring Baby Boomers to younger generations, business managers might be required to encourage employee interactions to retain young employees (Burch and Strawderman 2014). The findings also corroborate those of Salb (2015), who found that some managers seek to retain Baby Boomers to also retain the advantages of their professional capabilities and knowledge capital. Thus, training, transferring knowledge, foster a learning culture and coaching is DMC for retention of multigenerational workforces and for improving workers" skills to achieve organisational aims.…”

Section: Deploying and Mentoring Employees And Building Teams To Retasupporting

confidence: 68%

Moderating Effects of Dynamic Managerial Capabilities on Heterogeneous Workplaces: A Case Study of Private Banks in Egypt

Sayed¹,

Edgar²

2019

IJBA

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Purpose -The purpose of this study is to present strategies that banking organizations might adopt to utilize the heterogeneity and generational differences for better workplaces. Workforce diversity has been identified as one of the strategic capabilities that will add value to the organizations over their competition. As one of the most globally competitive sectors, the banking industry faces the challenge of attracting highly skilled and extremely innovative employees while retaining valuable senior employees to make use of their expertise in an inclusive setting. . As such, an understanding of heterogeneity and generational differences may be used as a tool by managers to improve employee productivity, innovation and to create good corporate individuals. Data was collected from a target population from seven general managers of private banks operating in Egypt who were managing through the multigenerational phenomenon. The paper will utilize the Resource-based view (RBV) framework as a complementary theory based on the assumption that organizations differ according to the heterogeneity of their resources. Design/methodology/approach -This study adopts a qualitative approach and presents findings based on a series of semi-structured interviews with senior managers of the Private Banks operating in Egypt. Findings -The findings show that resource idiosyncrasy, deployment, utilizations and organizational culture accommodate dynamic managerial capabilities (DMC) to achieve sustainable competitive advantage (SCA) in the multigenerational heterogeneous workplace. By analysing the components of the VIRO model that reviews resource characteristics that could lead to sustain competitive advantage, the findings of the current research revealed DMC as an underestimated moderator for achieving the SCA. Practical implications -The practical implication of this study is to extend generational research by investigating the effect of inclusion and the importance different generations place on the presence of various workplace characteristics. Organizations are exploring the inclusion of workforce diversity against the traditional structure. A private bank"s workforce has employees from different countries, cultures, generations and genders. This heterogeneity has positioned private banks as a striking foreign investment destination due to their mature and experienced workforce. Managerial capabilities and skills can utilize the challenges resulting from such wider heterogeneity in a multidisciplinary approach for achieving sustained competitive advantages. Thus, workforce heterogeneity is regarded as an asset for private banks for connecting with businesses all over the world and for enabling foreign communities to conduct their business within its location. Originality/value -The paper originated from the researchers" own unique investigation into the employment market from a managerial standpoint. Little qualitative research has been thus far published regarding how organizations hire highly skilled and extremely innovativ...

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Section: Deploying and Mentoring Employees And Building Teams To Retasupporting

confidence: 68%

Moderating Effects of Dynamic Managerial Capabilities on Heterogeneous Workplaces: A Case Study of Private Banks in Egypt

Sayed¹,

Edgar²

2019

IJBA

View full text Add to dashboard Cite

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Retirement or Return to School?

McGaha

Jain

2020

Accessibility and Diversity in the 21st Century University

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This chapter highlights environmental trends in the socioeconomic climate and in higher education, focusing specifically on the Baby Boomer demographic. It demonstrates how older students remain underserved in research, and develops a compelling case for further research to be conducted focused on non-traditional aged students (namely, the Baby Boomers). These claims are supported by the analysis of survey data, which contributed to the development of a decision model about factors which influence Baby Boomers' decisions to return to school. There is discussion of what decision-making alternatives exist when selecting traditional or online delivery of education. Framed with decision-making research from the fields of psychology, anthropology, and pedagogy, this study draws links to contemporary decision-making theory. The decision model and discussions in this chapter address the knowledge gap in the literature about non-traditional aged students and provides key insights towards attracting and enrolling students from this cohort.

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Using Technology to Retain Baby Boomers in the Workforce

Cited by 2 publications

References 14 publications

Moderating Effects of Dynamic Managerial Capabilities on Heterogeneous Workplaces: A Case Study of Private Banks in Egypt

Moderating Effects of Dynamic Managerial Capabilities on Heterogeneous Workplaces: A Case Study of Private Banks in Egypt

Retirement or Return to School?

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