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).

Occurrences of four generations working side by side are not unusual. The four generations include Traditionalist, Baby Boomers, Generation X, and Generation Y. Members of each generation have views and opinions about their work ethic and their definition of loyalty to the organization. Hiring managers will need to know characteristics of each generation. This knowledge will enable the hiring managers to place the applicant in certain positions within their organizations. By matching applicants with the correct work positions, employees are able to use their skills and abilities to be productive and to establish measurable goals for themselves and their departments. Productive work enables the employees to work individually and as a team member. The research has shown that each generation has its own strengths and weakness. Members of the older generations show characteristics that accommodate customer service and loyalty to an organization. Members of the younger generations have the technical knowledge and the ability to train others in order to use this technology to the benefit of the organization.

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.

No description available.

Abstract  Title: Self-service technology and baby boomers: An empirical study of baby boomers’ acceptance towards self-service technologies in supermarkets. Authors: Casper Elheim, Eric Lindén & Hannes Löfquist Institution: Linnaeus University, School of Business and Economics. Program: Detaljhandel and Service Management (180 hp)  Course: 21VT-2FE67E Supervisor: Christine Tidåsen  Examiner: Selcen Öztürkcan Purpose: The purpose of this thesis is to study the personal characteristics of baby boomers, and how these characteristics are affecting the perceived ease of use and perceived usefulness of SSTs. Furthermore, how the perceived ease of use and perceived usefulness, in turn, are affecting the attitudes towards actual system use.  Method: A qualitative interview study was conducted to collect the data required to address the research question and purpose of the degree project. The approach is inductive, with a few deductive elements.  Conclusions: The personal characteristics of an individual within the baby boomer generation did not have the expected impact on the perceived ease of use and perceived usefulness of self-scanning. Decreases and increases in technology innovativeness caused changes in perceived usefulness, and self-efficacy and technology anxiety only affected each other.

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.

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.

Cette recherche s’intéresse aux enjeux de l’habitat de demain de la génération des baby-boomers, tout particulièrement ceux nés entre 1945 et 1953, qui arrivent aujourd’hui à la retraite. C’est au carrefour de la vision de ce que signifie habiter selon des auteurs comme Benoit Goetz ( 2011), des philosophes comme Heidegger (1958), Bachelard (1957), Benjamin (1955), Büber (1962) ou encore Deleuze (1980) d’une part, soulignant les facteurs de porosité et les liens aux autres, et d’autre part les caractéristiques des baby-boomers telles que présentées par Jean François Sirinelli (2003) et Josée Garceau (2012), que se situe la recherche. Cette génération informée entend rester active et pratique des « adeptions » qui influencent par les gestes un savoir habiter et par là son habitat. L’étude de terrain a sondé les aspirations des baby-boomers en ce qui concerne leur choix résidentiel pour l’avenir, pour comprendre sur quelles valeurs et vers quels buts leur projet se construit. Le choix de méthodologies qualitatives s’appuie sur le visionnement préalable d’un film récent : Et si on vivait tous ensemble. Des entretiens semi-dirigés, auprès de cinq baby-boomers, de 60 à 65 ans, effectués en deux phases avec verbatim approuvés,étaient basés sur trois thèmes : la mémoire, l’adeption et le projet. Entre autres résultats, sont confirmés avec variantes, plusieurs concepts théoriques, comme ceux de porosité et d’ouverture par la fenêtre à la fois physique et virtuelle, mais soulignent le spectre de la maison de retraite et des préoccupations financières concernant l’avenir d’un habitat nécessairement autonome. Cette génération imprégnée par le monde technologique veut avoir accès à tout ce que propose la modernité sans pour autant perdre le sens de l’historicité de leur vie. Nés dans un monde en bouillonnement, les baby-boomers ont réinventé chaque étape de leur existence, ce qui laisse préfigurer que cette génération s’apprête à réinventer la retraite et ses sites domiciliaires. Aussi l’approche design devra-t-elle complètement se renouveler pour ces nouveaux usagers. / This study is about the stakes of how the baby boomer generation, in particular those born between 1945 and 1954 who are currently retiring, will deal with their living spaces. I shall take into account the multiple visions of Benoit Goetz (2011), Heidegger (1958), Bachelard (1957), Benjamin (1955), Büber (1962) and Deleuze (1980) who analyze what it means to live in a given living space. Indeed not only must porosity factors and increasing relations between beings be analyzed but also the characteristics of these baby boomers themselves with regards to who they are as Jean Francois Sirinelli (2003) and Josée Garceau (2012) have done. This new generation of baby boomers hopes to remain active and in order to do so seeks to adapt and influence their living spaces as well as their conceptualizations of what it means to “live”. This current study has asked baby boomers what their visions are for their future residential choices in order to grasp on what values and for what goals their project is based on,. This was done by having five baby boomer between the age of 60-65 to watch the movie Et si on vivait tous ensemble. Afterwards, semi-directed interviews, based on their memory of the movie, what adaptions they foresee in addition to how they see their future, were conducted in two different phases with approved verbatim. The findings were then compared and confirmed with different theoretical frameworks such as porosity and opening of a physical and virtual window. At the same time, retirement homes and the financial considerations behind an aging population were taken into account. This generation, immersed in technology wants to have access to such modern technology without losing the feeling of controlling their lives and story. Born in an innovation and changing time, they have already proven capable of changing and reinventing each stage of their life. This, therefore, leaves us to believe that they will do the same with their vision of retirement and living spaces. Hence, tomorrow’s design models will have to renew itself for its new users.

Since the year 2000, younger workers born after 1980 have been entering the South African workforce in large numbers. The experienced Baby Boomer generation, born between 1945 and 1964 has started leaving the workplace in retirement. With organisations currently facing the challenge of skills shortages in some professions/trades, it is important for organisations to recognise the potential influence of work values on attitudes and behaviours at work in order to retain staff and groom future leaders. Different Generations are assumed to bring their own norms and values into the work place and an understanding of what motivates these different generations will ensure that organisations better plan retention strategies. As South Africa receives the latest generation of workers (Generation Y) into the work force, managers need to be encouraged to deal with the potential generational differences among workers. The purpose of this quantitative study was to research and examine the relationship between age, sources of motivation, work values, organisational commitment and job satisfaction across generations in the South African work force. A research model was developed to test theory on generational differences. Cohort membership was hypothesised to influence motivation, work values, organisational commitment and job satisfaction. Work values and sources of motivation were also hypothesised to influence organisational commitment and job satisfaction. A quantitative study was conducted to investigate the association between age (which represented cohort membership) and sources of motivation, work values, organisational commitment and job satisfaction. The study was designed to answer the main question: Are there significant differences in sources of motivation, work values, organisational commitment and job satisfaction across the three generations found in the South African workforce today? Data were collected using both an on line and hard copy questionnaire distributed to corporate companies that participate in career exhibitions at the University of the Witwatersrand. Data were analysed using SPSS software version 19 and 20.The findings largely confirm previous findings which suggest that there are significant differences between generations in sources of motivation, work values, organisational commitment and job satisfaction. Consistent with research, older workers, Baby Boomers were found to have higher job satisfaction than younger workers. An interesting finding of this study was that contrary to research literature, younger workers, generation Y, were found to have higher organisational commitment than Baby Boomers and generation X. Consistent with previous studies, Baby Boomers were found to have higher levels intrinsic work values than both generation X and Y. The results indicate that there are differences between generations and this has implications for Human Resource practitioners and researchers. Based on the findings of this research, further research is warranted specifically in understanding organisational commitment across generations.