Young workers' work values, attitudes, and behaviours.

By Catherine A. Loughlin, Julian Barling. 2001

430 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/493b8ae5b51a482ffcce1f236dad2a346acac083

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Inconsistent style of leadership as a predictor of safety behaviour (2011, neutral): “We suggest that this is an important design consideration because young workers aged between 15 and 24 are now participating in the paid labour force at an unprecedented rate (Loughlin & Barling, 1999 , 2001 ).”
Working to live or living to work? Work/life balance early in the career (2004, background): “It is argued that, as a cohort, young people wish to develop and manage their careers on their own terms, with an important part of this career individualism being the achievement of balance between the work and non-work aspects of their lives (Loughlin and Barling, 2001).”
New Generation, Great Expectations: A Field Study of the Millennial Generation (2010, background): “Millennials have reportedly seen their boomer parents work long hours, only to fall victim to corporate downsizing, frequent layoffs, and high divorce rates (Loughlin and Barling 2001).”
Development and test of a model linking safety-specific transformational leadership and occupational safety. (2002, neutral): “We chose to focus on young workers (i.e., younger than 25 years of age) because occupational safety is an especially critical issue for this group (Castillo, 1999; Dupre, 2000; Runyan & Zakocs, 2000), with young workers consistently found to be at the highest risk for injuries (Dupre, 2000; Loughli”
Exploring the development of a protean career orientation: values and image violations (2007, background): “The first is derived from research which shows parents to be highly influential in their children's vocational development ( Loughlin and Barling, 2001”
Vocational Anticipatory Socialization (VAS): A Communicative Model of Adolescents’ Interests in STEM (2011, background): “The demands of part-time jobs vary in breadth and depth, so the consequences of part-time jobs depend on the quality of the position (Loughlin & Barling, 2001).”
Motivating knowledge workers to innovate: a model integrating motivation dynamics and antecedents (2004, background): “Some of these differences have already been documented (Loughlin and Barling, 2001; Wallace, 2001; Wolburg and Pokrywczynski, 2001).”
Adolescents’ Conceptions of Work (2006, background): “However, few studies have specifically investigated the extent to which adolescents’ views of work and their career aspirations carry over into adulthood (Loughlin & Barling, 2001; Schoon & Parsons, 2002).”
Fun and friends: The impact of workplace fun and constituent attachment on turnover in a hospitality context (2014, background): “In an employment context, Millennials desire to balance play with work, freedom and social involvement (Carless and Wintle, 2007; Cennamo and Gardner, 2008; Dries et al., 2008; Loughlin and Barling, 2001; Smola and Sutton, 2002).”
The Next Generation of Career Success: Implications for HRD (2008, neutral): “Loughlin and Barling (2001), in their review of the literature on young workers, discussed how family, particularly the work experience of parents, has influenced young employees’ perceptions of work.”
Generational differences in work values, outcomes and person‐organisation values fit (2008, background): “The generation now entering the work force corresponds with the rise in birth rates in the early 1980s when Baby Boomers began to have children and this has been referred to as the Baby Boom Echo, Generation Y or Generation Next ( Loughlin and Barling, 2001”
Millennials in the Workplace: A Conceptual Analysis of Millennials' Leadership and Followership Styles (2012, background): “…it is suggested that Millennials are ambitious, value organizational training and 2012, Vol. 2, No. 2 www.macrothink.org/ijhrs 72 development, prefer meaningful work, and seek for personal fulfillment on the jobs (Hauw & Vos, 2010; Loughlin & Barling, 2001; Rawlins, Indvik, & Johnson, 2008).”
Millennials’ Career Perspective and Psychological Contract Expectations: Does the Recession Lead to Lowered Expectations? (2010, background): “According to Sturges et al. (2002), as well as Loughlin and Barling (2001), Millennials highly value mentoring and training within organizations because it will allow them to continuously develop new skills and remain attractive on the labor market.”