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Background: In connection with the digitalisation of banking services, new players establishing themselves in the market and increased awareness that there is a large variety of attractive banking services among private banking customers, the banking sector is undergoing major changes. Individuals are often customers in different banks at the same time for different purposes. It is therefore important for bankers to identify determinants that can be of important nature when the customer chooses a bank and banking services. Purpose: The overall purpose of the study is to create an understanding of how digitization of previously physically performed banking services and how other determinants affect how private banking customers, in the age range 40-55, choose banking and banking services. Furthermore, the study aims to present proposals for future improvement work for the banks in line with the factors identified in the study. Method: To achieve the purposes of this study, a combination of two methods was used: quantitative method and qualitative method. The quantitative method was applied through a web-based survey and the qualitative method through individually made interviews. Conclusion: A conclusion can be drawn that bank customers belonging to generation X, the middle age, have a positive experience of digitalization of previously physically performed banking services. Furthermore, the main determinants that affect bank customers when choosing a bank are; recommendations from friends and family, interest rates on loans, friendliness and helpful staff, the bank's reputation and availability. Improvement proposals from customers to the banks showed that customers want to see more work in sustainability and to see better alternatives for customers whose technological ability is not good, for example the older generation.

The Covid-19 pandemic broadly affected the world together with the phenomena of digitalization, which quickly accelerated during the pandemic. This led to people working more from home (also called WFH or telework) or in a hybrid mix, which has workers reporting different opinions on the preferences for working at home or the office (Alexander et al., 2020). This change meant that managers and companies needed to rethink the structure of the organization and the effect of WFH or hybrid work form, to fit the preferences of the personnel and its productivity. Previous research shows that household characteristics have a significant impact on workplace preference. As Hill et al. (2003) reported that there were blurred lines between work and home life when working from home. The main purpose of this study was to find the factors that lead employees to prefer working from home or the office. This was done through the research question ”What are the factors which lead people to prefer working from home or at the office,  and how do these factors differ between Generation X and millennials?”. This study was done with a deductive approach for the qualitative research and consists of a cross-sectional design with a restrictive time frame. Interviews were conducted with ten participants, including five participants from the generation of millennials born between 1981-1996 and the other five from Generation X born between 1965-1980 (Kagan, 2021). These interviews were semi-structured, followed by a thematic analysis method to analyze the collected qualitative primary data The coded data were analyzed relating to the research question. However, this study was conducted with participants from Svealand, Sweden and it can be disputed whether this sample is large enough and whether this region can represent the whole of Sweden.   Further, the results of this study found that the main factors behind workplace preference, common to both generations, were the organizational factor and job characteristics which includes the support from the organizations in form of equipment, training, digital tools together with the nature of the tasks and the possibility to do them at home. This is significant since earlier research predominately discusses household characteristics and accommodating working-home life balance, which was a weak factor in this study.

Experimental novels written from 1984-2000 by authors associated with Generation X collectively struggle with common sense notions of masculinity in their various decades at the end of the twentieth century. Relying on confessional, first-person narration, first novels written by white men stage a critical engagement of outdated patriarchal norms in an effort to produce a more progressive masculinity based on sentimentality. In the 1980s, McInerney and Ellis novels, Bright Lights, Big City and Less Than Zero chronicle the struggles of empty, yuppie men who cannot make connections with their peers due to their emotionally devoid lives. By the 1990s, Douglas Coupland proposes a new, sentimental masculinity with his protagonist Andy who narrates Generation X: Tales for an Accelerated Culture. Andy creates sympathetic connections with his peers through the act of confessional storytelling. Chuck Palahniuk’s Fight Club does similar cultural work as Coupland’s novel by creating an anti-sentimental, nameless narrator so bereft of emotion that he creates a hypermasculine alter-ego and violent groups to avoid the emotional emptiness of his life. Finally, Dave Eggers’s A Heartbreaking Work of Staggering Genius (2000) produces the most progressive, evolved masculine narrator, Dave, who spends the entire novel coming to terms with the death of his parents while raising his brother as a son. The novels, in both content and form, become more complex and richer reflecting the development of their protagonists and their philosophical arguments for progressing into sentimental men.

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This collection of essays written by seventeen Generation X academics passionately, provocatively, and eloquently demonstrates the personal issues, conflicts, and triumphs that are definitive of this generation. These essays define the voice of an often overlooked and ignored demographic. / https://dc.etsu.edu/etsu_books/1289/thumbnail.jpg

Suicide is a growing public health problem, and the 12th leading cause of death overall in the United States. Past research has been conducted on individuals who screen positive for suicide to determine risk factors and suicide patterns across age groups. However, limited little research has been conducted on individuals that screen positive for suicide risk in an emergency department setting. Through the use of a longitudinal, secondary dataset from the Florida Implementation of the National Strategy for Suicide Prevention Project, the relationship between alcohol and drug use and generation (Baby Boomers, Generation X, and Millennials), age, and living status was analyzed in adults (25+) who screened positive for suicide risk in the emergency department. Omnibus chi-square statistics and adjusted standardized residual analyses were used to assess differences in alcohol and drug use amongst generations, age groups, and living statuses. Results indicated significant differences between alcohol, opioid, and amphetamine use and frequency among individuals living with family and in unsheltered environments and marijuana use in Generation X and Millennials. Limitations include sample size and self-reported measures of frequency and usage of drugs and alcohol, which warrant future studies to expand upon these findings.

Sverige kommer inom en snar tid att stå inför stora förändringar på arbetsmarknaden gällande generationer. Baby boom generationen kommer att gå i pension och arbetsmarknaden tas över av generation X och Y. Genom att baby boomers lämnar arbetslivet och tar med sig sina kunskaper, blir det ett stort tomrum som kan vara svårt att fylla av de nästkommande generationerna. Emellertid har generation X och Y andra kunskaper som baby boomers saknar. Karakteristiska värderingar återfinns hos de olika generationerna, exempelvis värdesätter baby boomers hårt arbete och lojalitet. Generation Y tycker däremot att tillfredställelse i arbetet samt fritid är av betydelse. Vårt syfte är att undersöka huruvida det finns skillnader mellan generationerna inom arbetslivet kring värderingar och attityder. Värderingar kan liknas vid begreppet organisationskultur eftersom det hjälper medarbetare att få en känsla av identitet och samhörighet inom arbetslivet. Detta leder till gemensamma mål och visioner, vilket på sikt ökar produktiviteten. Både en kvalitativ samt kvantitativ metod tillämpades, vilket genomfördes med hjälp av tre intervjuer samt 68 enkäter på både kundsupport och bankkontor. Undersökningen visar att det inte finns stora skillnader mellan generationernas värderingar och attityder inom den undersökta banken. Organisationskulturen är stark vilket leder till att värderingarna inte syns. Fortsättningsvis visar resultatet att kulturen är starkare än egenskaperna som är karakteristiska för varje enskild generation. Resultatet visar slutligen att ett flertal av de teoretiska värderingarna inte stämmer överens med medarbetarnas svar. Det finns en märkbar skillnad mellan de båda avdelningarna, vilket kan förklaras genom arbetsgruppens storlek samt den egna organisationskulturen. / Within a short time, Sweden will be undergoing major changes on the labor market regarding generations. The Baby boom generation will retire soon and the labor market will mostly consist of Generation X and Y. By leaving the labor market, the Baby boomers are taking their knowledge with them; consequently there will be a huge void, which can be difficult to fill by the next generations. However, Generation X and Y have other knowledge, which the Baby boomers lack. Characteristic values are found among the generations. The Baby boomers value hard work and loyalty while Generation Y value a balance between the private and working life. Our purpose is to examine whether generational differences in the workplace on values and attitudes exist. Values can be similar to the organizational culture because it helps the employees to gain a sense of identity and belonging in the workplace. This leads to common goals and visions, which eventually increases productivity. Qualitative and quantitative methods were used, which was implemented through three interviews and 68 surveys on both the customer service and bank office. The study shows that there are not major differences between the values and attitudes of the generations within the examined bank. The organizational culture is strong, leading to values being hidden. Furthermore, the result shows that the culture is stronger than the traits, which are characteristic of each generation. Lastly, the results indicate a number of the theoretical values do not agree with what the employees responded. A notable difference between the two departments can be explained by the size of the working group and their own organizational culture.

Employment figures and population demographics indicate that Baby Boomers (1946-1964) hold a small and shrinking share of school principalships. The oldest Baby Boomer principals began to retire during the middle of the 1990s, and their void created an opportunity for younger Baby Boomers and members of Generation X (1965-1981) to replace them. The youngest Baby Boomer principals are beginning to retire, and Millennial Generation (1982-2000) administrators are stepping up to fill the ranks. Millennial Generation educators have been in the field long enough to develop the requisite classroom teaching experience, graduate school master's level education, and training needed to obtain administrative positions. Principals develop their leadership skills through the assistant principal experience, and because Millennials are a relatively new addition to the ranks of assistant principals, little is known about their perceptions' of the challenges and rewards of the principalship. Generational differences between Generation Xers and Baby Boomers have been investigated by other researchers, but this study was unique because it directly compared Generation X and Millennial Generation assistant principals. The study explored Generation X and Millennial Generation assistant principals' perceptions of the challenges and rewards of the principalship. This qualitative study involved 12 assistant principal participants, and the analysis of the coded interview transcript data produced major coded themes with valuable implications regarding the participants' motivations, career ambitions, professional development needs, and their perceptions' of the principalship. This study indicated that Generation X and Millennial Generation assistant principals have distinct similarities and differences, and school division superintendents who understand the generational differences may make more informed leadership and personnel decisions about their future principals. The findings and implications were intended to assist superintendents and personnel/human resource directors in their efforts to recruit, select, support, and ultimately promote Generation X and Millennial Generation assistant principals to the principalship. The findings of this study suggested opportunities for researchers to continue the investigation of the topic. / Ed. D.