Det finns en hel del genomgående forskning kring hur arbetsgrupper fungerar. Angående fenomenet generationer finns det även relativt mycket forskning, dock är den forskningen främst ifrån USA. Går vi vidare till hur olika generationer fungerar i arbetsgrupp, speciellt i en svensk kontext, finner vi däremot en kunskapslucka. Arbetsgruppers dynamik och uppbyggnad har under lång tid varit ett stort forskningsämne. Att arbetsgrupper fungerar och är högpresterande är viktigt för organisationer då de ansvarar för många viktiga områden och uppgifter. Under senare tid har etnicitet, kultur och köns påverkan på arbetsgrupper varit faktorer som varit en trend inom forskningen. I skuggan av dessa har olika generationers påverkan blivit bortglömd. Därmed ville vi genom en kvalitativ forskningsmetod öka förståelsen för samspel, konflikter och utveckling i multigenerationella grupper. Genom semistrukturerade intervjuer med två arbetsgrupper ifrån olika företag fick vi ett empiriskt material med en svensk kontext som visade vad medarbetare i grupperna hade för egna erfarenheter och intryck av multigenerationella grupper. Uppsatsen visar att arbetsgrupper gynnas av att ha olika generationer i sin arbetsgrupp då de bidrar med olika styrkor och svagheter som kompletterar varandra väl. Konflikter var något vi vid uppsatsens början förväntade oss skulle finnas mellan generationerna, det visade sig dock inte vara något större problem enligt arbetsgrupperna. Trots olikheter mellan generationernas syn på värderingar, lojalitet och hierarki fungerar samspelet i arbetsgrupperna väl.

Recent literature shows an increased interest in generational differences among the workforce, particularly in Western societies. This has coincided with a focus on the role of women as successful leaders in the workplace. Despite this, the exploration and understanding of generational differences amongst female leaders in organisations has received limited attention, particularly in the South African context. The main purpose of the study was therefore to explore whether generational differences among women have an influence on how they approach leadership roles in a South African context. The study also sought to examine whether there are differences in gender identity across the generations as a result of socialisation. The study adopted a qualitative, life histories methodological approach to address the research purposes. Semi structured interviews were conducted with nine South African women in leadership positions from both the Baby Boomer and Generation X generational cohorts. The two generational cohorts were selected as they make up the majority of the current workforce while also being more likely, due to their age, of occupying leadership positions. The interviews were recorded and transcribed, and were imported into Atlas.ti for data analysis. The findings indicated that mothers played a dominant role in the socialisation of women, while fathers were significantly less present in the women’s stories. In terms of the effect of socialisation on career and leadership expectations, Baby Boomers were taught that they should be ‘stay-at-home-mothers’ and after having raised their children could then begin their careers. Generation X believed that they could be career women just as easily as ‘stay-at-home-mothers’. Despite both generations favouring a transformational approach to leadership, each generation differed in the way it practiced leadership. Baby Boomers led in a shared, structured and empowering manner, whereas Generation Xs focused on being attentive, unlocking potential, identifying talents of followers, and assisting in the growth and development of followers within their leadership approach. / Dissertation (MCom)--University of Pretoria, 2013. / Human Resource Management / unrestricted

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The purpose of this study was to help the reader hear and begin to understand each of the 4 generations, resulting in an awareness of how each generation perceived the world in general, and specifically its perception of work in an academic setting. The researcher studied 4 participants currently or formerly involved in the higher education environment; each represented one of the 4 generations examined and was studied through stories, autobiography, notes, conversations, interviews, family stories, and life experiences. Today's American workforce is unique in that never before has there been such a diverse group of individuals working together. Research suggests that the mixing of race, gender, ethnicity, and generation in the workforce of today is remarkable. First, the 4 generations in this qualitative study were identified. For this study, the generations were known as The Veterans or Traditionalists born approximately between 1922 and 1945, The Baby Boomers born approximately between 1946 and 1964, Generation X born approximately between 1965 and 1980, and Generation Y born approximately between 1981 and 2000. After the collection and analysis of the 3 sets of data (interactive interviewing, written descriptions, and descriptive observations), the researcher created a coding and catalog content analysis. Much of the researcher's work consisted of a process method of analysis to discover characteristics and patterns similar to the 4 generations represented in the qualitative Narrative Inquiry methodology. Through the narrative inquiry method of this qualitative study, the examination of multiple generations within the workforce produced more similarities than differences. Common ground spanning over 80 years was evident more often than not. All 4 generations ultimately wanted the same thing with regard to their jobs: an enjoyable job, fulfillment and purpose, good benefits and pay, a perspective on what is important, respect, stability in the company and job, validation, and appreciation (Gibson, 2009).

The hospitality industry is increasingly incorporating self-service technology, suchas online booking systems, automated check-in and check-out, and in-roomtechnology, to enhance the customer experience and streamline operations. However,there is limited research on the adoption and usage of self-service technology bybaby boomers (BB) in this industry. This study aims to fill this gap by exploring theadoption and usage patterns of self-service technology (SST) among BBs in thehospitality industry.The paper follows a deductive approach drawing upon the extensive literature on thetopic. With a proposed qualitative viewpoint, the purpose of the study is to identifythe BBs’ attitude when using SSTs in hotels, and furthermore, to understand in whatinstances consumers prefer human interactions over technological encounters. Theempirical data was obtained through interviews that were conducted among 10Swedish BBs. The findings then were analyzed through thematic analysis, towithdraw patterns, similarities and differences.The conclusion of this thesis shows BBs have different preferences when it comes toadopting SSTs. The attitudes ranged from enthusiasm, to avoidance and hesitation.However, the common theme that emerged among all three types of attitudes, wasthe fact that they all prefer to use SSTs as a complementary step to what the hotelstaff will provide. It was also proposed in order to encourage the SST hesitant orSST avoidant group, the service design should be straightforward and theinstructions must be clear.

Place branding refers to the strategical act of attaching a positive reputation to a geographical place. This concept is argued important due to its ability to boost places with advantageous lead when globally competing over financial, cultural and human resources. In 2015, the Nordic Council of Ministers accordingly adopted an official strategy for how to internationally brand the Nordic Region. The strategy includes illustrations of the Region, along with detailed goals on how the Nordics – natively called ‘Norden’ – should be associated and perceived.  Nevertheless, when dissecting the elements of which place-brands are made up by, it is found that residents ‘sense of place’ form an essential component to the quality and success of the place-brand. At the same time, it is recognized that people belonging to different generational groups typically carry different social and cultural frames of references, eventually influencing their perception of the world and potentially even their experienced sense of place.  This study has therefore aimed to examine the convergence between the Nordic Council of Ministers’ Place Branding strategy and the ‘sense of place’ experienced by residents of the Region. Additionally, by comparing results between two generational groups; the ‘Gen-z’s’ and the ‘Boomers’. Practically by answering up to the following research questions: (1) How is Nordic residents experienced ‘sense of place’ differing between generational groups? And (2) How are the outcomes in RQ1 standing in relation to the Nordic place branding strategy?  The study has applied a qualitative methodology using surveys and gathering data from a total of 94 respondents, of which 49 have belonged to the Gen-z group and 45 to the Boomer group.   Concludingly, it has been found that residents’ sense of place in the Nordics in fact is differing between generational groups. In broad, the differences are reflected by a strong sense of Nordic belongingness among Boomers, however, in combination with a sense of the Nordics that is further away from what the strategy is intending to communicate. On the other hand, the Gen-z’s are found to have significantly lower sense of Nordic belongingness, although, together with a more positive sense of the Nordics, that also is more in line with strategy.

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This dissertation investigates telework participation within the US federal government, structured through three interconnected articles from a human resource management perspective. It sheds light on the factors critical for the successful implementation of telework including human resource management (HRM) practices, differences among generational cohorts, and the role of line managers. Chapter 1 presents the motivation for this dissertation, theoretical foundations, an overview of telework within the US federal government, and a summary of the three research studies conducted. Chapter 2 introduces the first manuscript, which examines the impact of HRM practices on telework participation among US federal employees using the Ability, Motivation, and Opportunity (AMO) framework. This study analyzes data from the 2015 Federal Employee Viewpoint Survey (FEVS) through multinomial logistic regression. The results highlight that skills enhancement, promotional opportunities, and cooperative work environments significantly correlate with the likelihood of telework participation. Chapter 3, the second manuscript, applies generational cohort theory to investigate differences in telework participation among generational groups. Utilizing multinomial logistic regression analysis on FEVS data from 2013, 2014, and 2015, the study finds varied preferences for telework across Millennials, Generation X, Late Baby Boomers, and Early Baby Boomers. Generation X shows the most likelihood of telework participation compared to Millennials and Baby Boomers, with Early Baby Boomers displaying the least inclination. Chapter 4, the third manuscript, assesses the role of line managers as HRM partners and facilitators in telework participation. Applying Leader Member Exchange (LMX) theory and 2015 FEVS data, the study finds that the quality of relationships between line managers and employees -marked by mutual trust, support, and respect – enhances the likelihood of telework participation. Chapter 5 concludes this dissertation with summaries of research findings, theoretical and practical implications, research limitations, and avenues for future research directions. / Doctor of Philosophy / This dissertation investigates telework challenges within the US federal government, focusing on key factors that contribute to successful telework implementation. It consists of three interconnected studies, each addressing different aspects of telework from a human resource management perspective. The first study examines how human resource management (HRM) practices influence telework participation among federal employees. It found that skills enhancement, fair promotion opportunities, and cooperative work environments significantly increased the likelihood of teleworking. These findings suggest that HRM systems need to be adaptive and supportive through the alignment of practices with telework goals to ensure effective implementation. The second study explores generational differences in telework participation. The research showed that Generation X employees are the most likely to participate in telework, followed by Millennials and Late Baby Boomers, while Early Baby Boomers are the least likely. These findings underscore the importance of tailoring telework policies to the preferences of different generational groups. The third study focuses on the role of line managers in supporting telework. It demonstrated that strong relationships between employees and their supervisors, characterized by mutual trust, support, and respect, significantly enhance telework participation. This highlights the critical role of managerial support in successful telework programs. The dissertation concludes with a summary of research findings, practical implications for managing telework in the federal government, and recommendations for future research. These insights can help public sector organizations develop effective telework programs that meet the diverse needs of their employees.

This study examined the key aspects for baby boomers, people born between 1946-1964, interms of restaurant choice and the dining experience. Additionally, it also investigated whether there are differences between men and women in these regards. This was conducted through structured interviews which were analyzed via pie charts, correlation tables, andthematic analysis. The research revealed that the differences between men and women are inmany cases small, although a few aspects showed significant differences. The aspects mosthighly prioritized by the baby boomer generation included the variety of food options, thequality of service, and the restaurant concept when choosing a restaurant. Regarding thepriorities between men and women, the aspect "quality of service" was the highest priority among women, while among men, the aspect of "variety of food options" was of utmost importance.

Le but de cette recherche est de déterminer si l'appartenance à un groupe générationnel influence la relation entre les pratiques de gestion et l'engagement organisationnel. En effet, il est suggéré dans différents écrits que les organisations devraient adapter leurs pratiques de gestion en fonction des différentes générations. En outre, ces dernières auraient des préférences contrastées face à leur environnement de travail. De plus, il semble que les différents groupes générationnels ne seraient pas mobilisés par les mêmes styles ni par les mêmes pratiques de gestion. De toute évidence, il est de plus en plus question de choc des générations. Dans un contexte où les organisations doivent composer avec une main-d'oeuvre plus rare et plus diversifiée, les effets de la mobilisation font en sorte qu'une main-d'oeuvre mobilisée devient un avantage concurrentiel. Or, puisque les différents écrits portant sur les générations indiquent que les organisations doivent adapter leurs pratiques de gestion en fonction de leur main-d'oeuvre, une recherche sur la relation entre les pratiques de gestion, les groupes générationnels et l'engagement organisationnel s'avère pertinente. L'objectif principal de cette étude est donc de vérifier si l'appartenance à un groupe générationnel influence la relation entre les pratiques de gestion et l'engagement organisationnel. Notre étude a été menée auprès d'une population qui oeuvre dans les services d'experts-conseils. A l'aide d'un questionnaire auto-administré, nous avons sondé 396 personnes (taux de réponse de 43 %), réparties dans la région des Cantons-de-l'Est et de Québec/Chaudière-Appalaches. Nous avons mesuré les facteurs suivants : les pratiques de gestion, les caractéristiques individuelles, les groupes générationnels et les trois composantes de l'engagement organisationnel. Les résultats de notre recherche n'ont pas fait ressortir de différences significatives entre les quatre générations à l'étude et le niveau d'engagement organisationnel. Par contre, il apparaît qu'il existe une différence entre les générations en ce qui concerne le degré d'importance accordé à certaines pratiques de gestion. De plus, il nous a été possible de faire ressortir des relations entre les pratiques de gestion et l'engagement organisationnel. Plus précisément, nous avons détecté une relation entre les pratiques d'aménagement du temps de travail, de reconnaissance monétaire, de développement des compétences et de la gestion de carrière avec l'engagement affectif, ainsi qu'une relation entre les pratiques de gestion de la performance et de possibilités de jouer de nouveaux rôles et l'engagement moral. Aussi, nos résultats ont fait ressortir une différence entre les générations et le degré d'importance accordé aux pratiques de développement des compétences et de gestion de carrière, de gestion de la performance, d'aménagement du temps de travail et de rémunération. Finalement, nos résultats indiquent que l'appartenance à un groupe générationnel n'a pas d'effet médiateur sur la relation entre les pratiques de gestion et l'engagement organisationnel.