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 changing demographics of the federal workforce require managers to understand generational differences in experiences, values, and leadership preferences that can negatively impact an agency's ability to fulfill its mission. There is a gap in the literature regarding generational cohort perceptions of employee satisfaction with leadership and turnover intention in the Small Business Administration (SBA). The purpose of this quantitative, cross-sectional study was to examine the generational perceptions of SBA employees regarding leadership satisfaction and intent to leave the organization within the next year. Strauss and Howe's generational theory served as the theoretical framework. This non-experimental quantitative study used the 2016 Federal Employee Viewpoint Survey that consisted of data from 407,789 federal government employees. The population in this study included 1,383 respondents who worked in the SBA. Data were analyzed using the Mann-Whitney U test to examine perceptions of leadership and perceptions of turnover intention between 2 age groups. Results indicated that employees under 40 had higher satisfaction with leaders than employees 40 and over (p < .05). There were no statistically significant differences between the age groups and turnover intention. Findings showed that generations differ based on shared experiences of their members. These findings can help government leaders enact policies to strengthen the relationship between leaders and employees, resulting in satisfied and committed employees across generations.

Social Security Administration (SSA) managers and leaders are facing an unprecedented challenge to understand 3 to 5 generations of employees, and value the diversity of each group (Glass, 2007). Perceived lack of recognition has resulted in low morale and job satisfaction, leaving employees not feeling valued. The purpose of this qualitative, phenomenological research study was to explore, identify, and examine the lived experiences and perceptions of SSA employees to determine how managers and leaders can contribute to employee valuation. The central question and subquestions were designed to determine whether generational theory accurately described the lived experiences and perceptions of the subjects' value to the organization. Data collection included in-depth interviews with 15 employees of SSA, 5 from each of the most represented generational groups: Baby Boomers, Generation Xs, and Generation Ys. Key findings of a thematic analysis were that employees of differing generations feel valued in different ways. It was found that appreciation for each generation should be shown in a way that is meaningful to that generation, and does not reflect discrimination of another group. The results of this study contribute to positive social change by clarifying the relationship between generational differences and perception of value and provides specific recommendations to SSA managers and leaders. This guidance is an important contribution to the existing literature and will enhance social change initiatives through valuing all employees for the skills and talents they bring to the organization irrespective of age.

One of the demographic changes in the workplace is the presence of multiple generations working together. Some managers may find leading a multigenerational workforce a challenge, because the generational cohorts may have different work values and approaches to work. The purpose of this qualitative case study was to explore how generational characteristics manifest in the workplace, how managers perceive a multigenerational workforce, and whether macro-level descriptions of generations creates stereotypes or recognizable indicators of behavior in the workplace. Mannheim's theory of generations and diversity management theory provided the conceptual framework for the study. Data were collected through interviews and a focus group discussion from 40 participants from the public sector. The participants consisted of members from the veterans, baby boomers, Gen Xers, and millennial cohorts. Summative content analysis was used to analyze data with the use of NVivo software, and member checking was used to enhance the trustworthiness of interpretations. The key themes from the analysis indicated that, among these 40 participants, intergenerational conflicts in the workplace were attributed to generational descriptors of work values, communication styles, productivity, work-life balance, leadership styles, organizational change, and the future of the public sector. The findings may enhance managers' understanding of generational perceptions and may help managers take steps to reduce intergenerational conflict in the workplace.

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I studien undersöks medarbetarnas syn på den interna kommunikationen om tjänstepension inom ett tjänsteproducerande företag. Utgångspunkten i undersökningen var att genom en enkätundersökning undersöka hur medarbetarnas pensionskunskaper såg ut, hur deras intresse var samt om hur de upplevde att organisationen informerar om tjänstepensionen. Enkäten visade att det fanns ett intresse för pension men att kunskapen var låg samt att medarbetarna upplevde att organisationen inte informerade medarbetarna på ett effektivt sätt. Syftet med studien är att undersöka hur den interna kommunikationen om tjänstepension upplevs utifrån ett medarbetarperspektiv. För att undersöka och öka förståelsen av respondenternas upplevelse valdes en hermeneutisk ansats med kvalitativ metod som innefattade fokusgruppsdiskussioner. Ansatsen har hjälpt oss att gå från en förförståelse om att kunskapen är låg till att ge en större förståelse för medarbetarnas upplevelse av effekterna av organisationens kommunikationsprocess i tjänstepensionsfrågor. Undersökningen visade att det fanns förbättringar att göra i hur organisationen väljer att informera om tjänstepension. För att få medarbetarna att förstå värdet av tjänstepensionen behöver organisationen kontinuerligt kommunicera detta till sina medarbetare. De flesta av respondenterna föredrog en personlig information vid löne- eller medarbetarsamtal eller kontinuerlig information om hur mycket organisationen betalar in till tjänstepensionen. Resultatet visade att det skulle skapa ett värde för medarbetarna om de visste vad organisationen betalar in och individens känsla av tillit och att känna sig värdefulla skulle öka. Resultatet visade även att ett samband mellan generationstillhörighet och pensionskunskap inte kunde påvisas. / The study examines the employees' view of the internal communication about occupational pensions within a service-producing company. The starting point of the investigation was through a survey investigate how the employees' pension knowledge looked, what their interest was, and how they felt that the organization provides information about occupational pensions. The survey showed that there was an interest about pension but that the knowledge was low, and that the employees felt that the organization did not inform the employees in an effective way. The aim of the study is to investigate how the internal communication about occupational pensions is experienced from an employee perspective. In order to investigate and increase the understanding of the respondents' experience, a hermeneutic approach was chosen with a qualitative method that included focus group discussions. The approach has helped us move from a pre-understanding that the knowledge is low, to providing a greater understanding of the employees' experience of the effects of the organization's communication process in occupational pension matters. The investigation showed that there were improvements to be made in the way the organization chooses to inform about occupational pensions. In order to make the employees understand the value of the occupational pension, the organization needs to continuously communicate this to its employees. Most of the respondents preferred a personal information during salary- or employee meeting, or continuous information about how much the organization pays into the occupational pension. The result showed that it would create value for the employees if they knew what the organization pays in and the individual's sense of trust and feeling valued would increase. The result also showed that a relationship between generational affiliation and pension knowledge could not be demonstrated.