Understanding generational differences for competitive success

By A. Glass. 2007

491 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/df0ef8ff511604e48e8c866bcc551c0972764978

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Generational differences in work values and attitudes among frontline and service contact employees (2013, unknown): “Studies suggest that three generations that are most represented in today’s workplace are: Baby Boomers, Generation X, and Millenials (also known as gen Y) (Glass, 2007).”
Work‐family conflict and work‐family synergy for generation X, baby boomers, and matures (2008, background): “Xers strive for balance in their lives, particularly between work and family, since they would be consumed by work given the technology to work anytime from anywhere (Glass, 2007).”
Essential elements for recruitment and retention : Generation Y (2013, background): “However, the literature on Gen Y suggests that there are common work characteristics shared between all Gen Y (Broadbridge et al., 2007a; Cennamo and Gardner, 2008; Crumpacker and Crumpacker, 2007; Glass, 2007; Lindquist, 2008; Martin, 2005; Oliver, 2006; Reynolds et al., 2008; Shaw and Fairhurst, 2”
Bridging the communication gap between Generation Y and the Baby Boomer generation (2017, background): “They find it difficult, however, to continue excelling, because of career pressure from younger generations and their lack of technological knowledge (Glass, 2007, p. 100).”
Employee reactions to office redesign: A naturally occurring quasi-field experiment in a multi-generational setting (2010, background): “Glass (2007) summarized major differences among these three groups.”
Work design for different generational cohorts : Determining common and idiosyncratic job characteristics (2014, background): “In addition, task identity showed to be the lowest for Xers, which corresponds with previous findings about Xers being only output-focused and outcome-oriented (Glass, 2007; Kaye, 2012)[9].”