The changing nature of work and organizations: Implications for human resource management

By R. Burke, Eddy S. Ng. 2006

440 citations recorded by the source corpus.

Subfields: Demography, Economics and Econometrics, General Health Professions

View Paper: https://www.semanticscholar.org/paper/bf82a6359ebe0a2abd48e5b9f7f7a77e99255db7

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In Demography

In Economics and Econometrics

In General Health Professions

Citations in the corpus

New Generation, Great Expectations: A Field Study of the Millennial Generation (2010, background): “Given their characteristics and the events that define their lives (e.g., globalization, rapid technological advancement, increasing demographic diversity), various authors have labeled them as Generation Y, Millennials, Nexters, and the Nexus Generation (Barnard et al. 1998; Burke and Ng 2006; Ze”
Millennials in the Workplace: A Conceptual Analysis of Millennials' Leadership and Followership Styles (2012, background): “According to Smola and Sutton (2002), Millennials are those born between 1979 and 1994 and have labeled the Millennial Generation as Generation Y, Nexters, and the Nexus Generation (e.g., Barnard, Cosgrove, & Welsh, 1998; Burke & Ng, 2006; Zemke, Raines, & Filipczak, 2000).”
The influence of flexible work arrangements on employee engagement: An exploratory study (2020, methodology): “The generation of millennials, first described by David Food as the ‘Baby Boom Echo’, was used to describe the generation born between 1980 and 1995 (Burke & Ng, 2006).”
Influence of learning and working climate on the retention of talented employees (2011, background): “Companies have to be able to anticipate technological innovation and to compete with other companies worldwide (Burke and Ng, 2006).”
The Longitudinal Relationship Between Protean Career Orientation and Job Satisfaction, Organizational Commitment, and Intention-to-Quit (2016, background): “Research reports consistently suggest that labour market and organizations will continue to change in response to globalization and other forces (e.g., Burke & Ng, 2006).”
How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy (2020, background): “…employee-centric leadership style appears to be a better fit with the realities of the increased globalization that rely on heavy use of technology (Burke & Ng, 2006), higher performance expectations, and needs for innovative and creative competencies and expertise (Burke & Cooper, 2006).”
Employee Retention: Organisational and Personal Perspectives (2009, background): “Consequently, they are less loyal and more opportunistic than workers in the past (Burke and Ng 2006; Hiltrop 1999).”