Young people are arguably facing complex life situations in their transition into adulthood and navigating their life trajectories in a highly individualised way. For youth in post-compulsory education, their training years have been extended, their years of dependency have increased and they have greater individual choice compared to previous youth generations. This study develops an understanding of the process of individualisation applied to youth in late modernity and explores it in relation to the neo-liberal climate. It compares the life situation of this youth generation with youth in the early 1960s, brought up with more predefined traditional conditions, cemented in traditional social structures. The processes that led to generational changes in the experiences of youth in the last forty-five years are examined, linked to structural transformations that influence subjective experiences. Specifically, the shifts of the conditions of youth in post-compulsory education are studied in relations to socio-economic, technological and cultural changes. This study discusses the Western Anglo-American model of changes in youths life experiences and examines how it (mis)fits in a more conservative Catholic Mediterranean setting. The research investigates conditions in Malta, an ex-colonial small island Mediterranean state, whose peculiarities include its delayed economic development compared to the Western setting. The core of the research comprises of primary data collection using in-depth, ethnographical interviews, with two generations of youth in different socio-historical context; those who experienced their youth in the early 1960s and youth in the late 2000s. This study concludes that the concept of individualisation does indeed illuminate the experiences of youth in late modernity especially when compared to the experiences of youth forty-five years ago. However the concept of individualisation is applied in a glocalised manner in line with the peculiarities of Malta that has lagged behind mainstream developments in Western Europe and still retained traditional features. Building on the individualisation concept, I use an empirically grounded concept of compromised choices to describe the increase in the bargaining of choice happening at different fronts in the life experiences of youth, especially in the life biography of women, choices in education and the job market and choices in consumption.

The purpose of this quantitative study was to identify and compare differences in leadership behaviors of senior student affairs officers (SSAOs) based on their generational cohort (Baby Boomer, Generation X, Millennial). The Multifactor Leadership Questionnaire (MLQ) was used to measure nine leadership behaviors and three leadership outcomes. Surveys were administered electronically to 3,361 individuals identified as a chief student affairs officer or director of student affairs in the Higher Education Online Directory (2014). The 449 respondents included 246 Baby Boomers, 192 Generation Xers, and 11 Millennials. Due to an uneven sample size, the Millennial group was removed from the data analysis. The total respondents consisted of 215 male and 219 female SSAOs with 260 employed at four-year private institutions and 170 employed at four-year public institutions. A MANOVA was utilized to determine whether or not statistical differences existed between the nine dependent variables (leadership behaviors) and independent group variables (generational group). The findings showed that whereas Generation X SSAOs exhibited more transactional leadership behaviors, Baby Boomer SSAOs were more transformational. The results of this study have implications for the field of student affairs in that research and practice support the need for more transformational leaders in senior administrative positions in higher education. If Generation X SSAOs who represent the next generation of administrators are more transactional in their leadership, college presidents and professional associations may need to develop a new, more transformational generation of SSAOs to replace Baby Boomers as they retire.

Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-06-27T17:33:14Z No. of bitstreams: 1 Dissert Adriano Carvalho de Souza.pdf: 2163720 bytes, checksum: 2f9e8ca1facc98a36c0f6604d5587c7a (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-07-26T13:41:04Z (GMT) No. of bitstreams: 1 Dissert Adriano Carvalho de Souza.pdf: 2163720 bytes, checksum: 2f9e8ca1facc98a36c0f6604d5587c7a (MD5) / Made available in DSpace on 2017-07-26T13:41:04Z (GMT). No. of bitstreams: 1 Dissert Adriano Carvalho de Souza.pdf: 2163720 bytes, checksum: 2f9e8ca1facc98a36c0f6604d5587c7a (MD5) / No começo do novo milênio uma nova geração de trabalhadores adentra os quadros do serviço público: a geração Y. Pela primeira vez na história, três gerações de servidores trabalham juntos no poder executivo federal: Baby Boomers, Geração X e Geração Y. Cada geração possui características e atitudes peculiares que as diferenciam, o que, por vezes, leva a um clima de tensão no ambiente organizacional. Este trabalho tem por objetivos identificar se, e de que modo, as diferenças de características e as de atitudes geracionais são relevantes enquanto fonte geradora de conflito em um grupo de servidores do serviço público federal e a partir daí caso ocorram, buscar propostas que possam mitigar essas diferenças. Para atingir esses objetivos, optou-se por utilizar (como recurso metodológico) uma pesquisa exploratória de dados por meio de um estudo de caso. Os dados - coletados a partir de entrevistas semiestruturadas realizadas em determinada autarquia de ensino fundamental e médio do governo federal - foram tratados pela técnica de análise de conteúdo. Ao longo do desenvolvimento da pesquisa, identificou-se que as diferenças geracionais são perceptíveis pelos servidores no dia a dia e, eventualmente, elas provocam episódios de discordância na realização de algumas tarefas, comuns ou não. Por outro lado, diferentemente do fator geracional, identificou-se outro ponto de vista, que emerge como fonte geradora para o conflito: a rivalidade entre novos servidores (proponentes de nova realidade para serviço público), e servidores mais antigos (apegados a tradicionais costumes). / At the beginning of the new millennium a new generation of workers enters public service cadres: Generation Y. For the first time in history, three generations of servers working together in the federal executive branch: Baby Boomers, Generation X and generation Y, every generation has peculiar characteristics and attitudes that make them distinct, which sometimes leads to a climate of tension in the organizational environment. This work aims to identify whether and how the features and differences of generational attitudes are relevant as a source of generating conflict in a group of servers in the federal public service and, if they occur, get proposals that can mitigate these differences. To achieve these goals, we decided to use (such as methodological feature) an exploratory research of data through a case study. Collected data from semi-structured interviews carried out in a given municipality of elementary and secondary education in the federal Government-were treated by the technique of content analysis. Throughout the development of the survey, it was identified that generational differences are noticeable by the servers on a daily basis and, eventually, they cause episodes of disagreement in the execution of some tasks, common or not. On the other hand, unlike the generational factor, has another point of view, that emerges as a source for generating the conflict: the rivalry between new servers (proponents of new reality for public service), and older servers (attached to traditional customs).

Baby boomer employees who leave the workplace without sharing tacit knowledge create a knowledge gap within the organization. The purpose of this qualitative case study was to explore strategies local government leaders use to retain tacit knowledge of baby boomer employees. Six government leaders who worked in the Midwest United States participated in the study and shared their experiences and perceptions. Building upon systems theory, transformational leadership theory, and knowledge management theory, research was conducted to identify strategies to retain tacit knowledge from retiring baby boomers. Physical artifacts and participant interview data were collected and analyzed using traditional text analysis. Adjoining terms were highlighted and clusters of repeated and related words were coded into themes. Three themes emerged: (a) mentoring, (b) generational differences, and (c) lack of structured systems. Mentoring was the most critical strategy leaders used to retain tacit knowledge from baby boomer employees. Acquiring collaborative leaders who foster a knowledge-sharing environment, create a structured system for retaining knowledge, and encourage communication between multigenerational teams remained imperative to retain tacit knowledge. Implications for positive social change include taking advantage of the human capital and resources the baby boomer population characterized, and educating other government leaders to improve performance within government agencies. Other social change implications include the potential of leaders to train older workers to share tacit knowledge with new workers, and of managers to incorporate strategies to mentor new workers replacing the older workforce.

In order to better understand the specific mechanisms that may hinder high educational achievement among Latino students, this study explored the impact of parental working hours on parental involvement and school outcomes across three generations of Mexican-American youth. Results from a longitudinal data set revealed that constrained parental availability, related to increased working hours, had an impact on the amount of parental involvement for third generation students, but not on their academic outcomes. For first-generation students, parental monitoring (a form of parental involvement) was a significant positive predictor for grade 8 and 10 reading scores as well as high school completion among second-generation students. Results from this study suggest that increased parental monitoring may be beneficial for higher academic outcomes for first and second generation students. Future research will need to investigate what types of parental involvement may influence third generation students.

In order to better understand the specific mechanisms that may hinder high educational achievement among Latino students, this study explored the impact of parental working hours on parental involvement and school outcomes across three generations of Mexican-American youth. Results from a longitudinal data set revealed that constrained parental availability, related to increased working hours, had an impact on the amount of parental involvement for third generation students, but not on their academic outcomes. For first-generation students, parental monitoring (a form of parental involvement) was a significant positive predictor for grade 8 and 10 reading scores as well as high school completion among second-generation students. Results from this study suggest that increased parental monitoring may be beneficial for higher academic outcomes for first and second generation students. Future research will need to investigate what types of parental involvement may influence third generation students.

Purpose – The current study aims to analyze how employees in temporary groups gets motivated, based on their personality traits and generation belonging, focusing on the goal setting theory. The study also focuses on the combination of these two variables concerning the goal setting theory. Design – A total of 56 individuals working in project groups completed the questionnaire made for measure their personality traits and their work motivation. Findings – Results in this specific case demonstrated differences in motivation based on their personality traits and generation. The study also found differences when studying the combination of the two variables. For example that generation X employees with a high trait of extrovert, gets motivated by taking more responsibility, while employees in generation Y with high trait of openness gets motivated when a goal is set high. Research limitations – this study should be seen as a case and not to be generalized across all employees working in temporary groups.

An ageing population is changing the nature of the workplace, one outcome of which is an increase in the proportion of older workers. Unlike older workers of some twenty or so years ago, today's older workers plan to stay at work longer than at first anticipated. However, as many older workers have found, their intended and continued presence in the workplace is not always appreciated. As such, they are subject to subtle and not so subtle forms of discrimination associated with ageist practices, or ageism, and negative perceptions regarding their ability to compete on equal terms with younger workers. In turn, it is suggested that older workers, too, indulge in ageist practices and the stereotyping of younger workers. It is proposed that underlying generational differences,when combined with ageism, negative stereotyping and discriminatory organisational practices, are responsible for a new phenomenon called intergenerational tension in the workplace. The notion of tension, which can be thought of as suppressed anxiety or a strained relationship between individuals and groups, is important because intergenerational tension is presented as a latent or covert phenomenon. From this comes the following definition: "lntergenerational tension in the workplace is a latent or covert form of intergroup conflict caused by value and attitudinal differences between the generations." lntergenerational tension can be thought of as an everyday fact of organisational life which exists as an undercurrent or type of background organisational noise that is so pervasive that it is rarely noticed. In this respect, intergenerational tension bears similarities to gender and ethnic tensions both of which have been recognised as counterproductive to organisational efficiency. This thesis proposes a construct to measure this intergenerational tension. To investigate the generational differences associated with this new construct, a 25-item questionnaire was developed. The first stage in the development of the questionnaire was an informal experience survey that was completed by a small sample (n=54) of adults ranging in age from 21 years to 70+ years. A pilot study questionnaire was then constructed and administered to a small, stratified random sample of employees (n=60) from the Western Australia Police Service (WAPS). WAPS has recently changed from a seniority-based promotion system to a merit-based system for most positions and is undergoing a major cultural change in response to social and political pressure. Following data analysis, the final questionnaire was developed. The questionnaire, called the Intergenerational Tension Questionnaire (ITQ) was administered to a stratified random sample of employees from WAPS. Five hundred completed responses were subject to factor analysis in which principal components analysis extracted seven factors or dimensions thought to underlie intergenerational tension. Further data analysis revealed that on average, younger workers (i.e., less than 40 years of age) displayed less intergenerational tension than did older workers (i.e., more than 40 years of age). Data for workers a generation apart (i.e., 20 years apart) were also analysed, with the younger generation being those less than 30 years of age (the Under 30s) and the older generation being those more than 50 years of age (the Over 50s). The younger generation, on average, displayed less intergenerational tension than did the older generation. Of the measures, organisational change was associated with the greatest degree of intergenerational tension for all groups. Multiple regression analysis revealed that the best predictors of intergenerational tension for younger workers and older workers were age, the length of service with one's current employer, and the number of years in the paid work force. For workers a generation apart, multiple regression analysis revealed that age was the only predictor. It was fortuitous that at the time of the study, the majority of younger workers were Generation X and the majority of older workers were Baby Boomers. This meant that to all intents and purposes, the questionnaire measured differences between two well-studied generational cohorts. The findings supported the notion that organisations should not assume they are treating all workers equitably. In particular, older workers feel disenfranchised and angry at their treatment by organisations which, in their opinion, favours younger workers. The implication for organisations is that both groups should be treated independently, with each having its own special needs and expectations. This includes, for example, implementing strategies such as training methods suited to the needs of each age group and conducting age diversity training to raise awareness of what it means to be either a younger worker or an older worker.

Despite advances made in modern electronic devices, their use by older people is significantly lower than for younger people. They experience difficulties using devices due to a combination of physical, cognitive and ‘generational’ differences. Many studies try to adapt devices to make them more usable, but they do not consider how older people feel in terms of attitudes towards technology or their existing habits. Seven participants were interviewed about their current use of technology, as well as their attitudes to modern technology, and a personal inventory was created for each participant. The interviews generated themes relating to how participants feel that technology is not made for them, barriers to their use, and generational differences as well as arguments against modern technology use and perceived negative aspects of technology. Some design considerations were created and illustrated using features from the most commonly used devices that suited the interviewees’ attitudes, behaviours and opinions.

Members of Generation Y in the training and development industry will be required to assume leadership roles as Baby Boomers retire, yet little empirical research exists regarding how best to prepare them for leadership. The purpose of this study was to examine differences in leader developmental readiness between generational cohorts in the training industry, specifically Baby Boomers, Generation X, and Generation Y. Leader developmental readiness provided a definition of developmental readiness for leaders using the five constructs (learning goal orientation, developmental efficacy, self-awareness, leader complexity, and metacognitive ability). A volunteer sample was compiled from members of the ASTD National LinkedIN group (n = 636). Results were analyzed using structured means analysis with maximum likelihood (ML) estimation. Generational cohorts demonstrated differences in leader developmental readiness. Baby Boomers indicated statistically and practically higher metacognitive ability and developmental efficacy than Generation Y. Results demonstrated statistically and practically higher leader complexity in Generation Y and both Generation X and Baby Boomers. These results should inform leader development practitioners as they continue to use existing methods in preparing the different generations for leader development interventions while pointing to possible needs to increase the metacognitive ability and developmental efficacy in Generation Y and ensure accurate perception of leader complexity in those individuals. Further research would be helpful to confirm or refute findings and expand on the target population for enhanced generalizability.