Background: It is evident that fake news has become more common since the world transitioned into a more digital age. Previous research on the topic of fake news has usually been done on different generations and often by comparing them to one another in order to highlight differences between age groups. However, there are no studies to be found on Generation X alone in Sweden.  Purpose: The purpose of this study was to examine Swedish Generation X-ers and their relation to news posts found on Facebook, in order to find out how they interact with it and what they would do to make sure a news post is valid before sharing it with their network of contacts. With a focus on exploring their experiences and finding patterns among the different answers we collected, the goal with this thesis was to present an overview of how Swedish Generation X-ers relate to news posts on Facebook.  Method: The research conducted in this paper was done by a set of semi-structured interviews. The transcriptions and data were analyzed by using a thematic approach, which allowed us to find themes and codes in the material, and in turn to be able to draw conclusions.  Findings: The results showed that Swedish Generation X-ers generally tend to avoid interacting with news posts on Facebook. This is because they worry about accidentally sharing fake news, think news is too private to share with others, and do not like the presence that comes with presenting themselves online. However, if they were to share a news post, even hypothetically, the majority of our participants would take measures to ensure validity beforehand. This thesis can be used as a groundwork for similar studies in other countries to get a comparative view. Further research: Suggestions for further research include doing the same kind of research in a new and bigger context, in order to see if the results from this thesis are recurring throughout the population at large. Another suggestion would be to combine a larger qualitative study with an additional quantitative approach, in order to present a more mathematical overview. Lastly, further research could be done to see if Generation X-ers are as private with their political views in real life as they are on Facebook. This in order to see if the behavior is something they have brought from their disconnected life to Facebook, or if it is just an online behavior.

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

As the United States prepares for a generational shift in leaders, there is a lack of literature adequately examining how Generation X and Millennial entrepreneurs manage organizational conflict about leadership and change management. The scope of this problem should concern individuals who are stakeholders in any organization. In preparation for the coming shift in generational leaders, the subject study explored the management of organizational conflict regarding leadership and change management for Generation X and Millennial entrepreneurs. Supported by a theoretical foundation built on theory of generations and realistic group conflict theory, this qualitative study analyzed the interviews and narratives of six Generation X entrepreneurs and six Millennial entrepreneurs. The analysis outlined specific themes of the management of organizational conflict by participants from both generations. This study revealed that Generation X cohort members tackle contemporaneous or emerging conflict via formal dialogue and compromised reconciliations, in the service and advancement of the organization, while Millennial entrepreneurs manage organizational conflict as it relates to leadership and change management by employing conversations rooted in fundamental company values, orchestrating team meetings, and establishing a goal-aligned yet collaborative work culture. The subject study also disclosed that Generation X and Millennial entrepreneurs both incorporate conversations to manage organizational conflict as it relates to leadership and change management, but they contrast on prioritizing creating a collaborative work culture versus focusing on company growth. At an organizational level, the instant study impacts stakeholders by enabling positive social changes informed by evidence-based insights about how Generation X and Millennial entrepreneurs manage organizational conflict.

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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).

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.

Facebook, Instagram, TikTok och Snapchat var några av de mest kända sociala nätverken som användes av ett flertals människor världen över. Den sociala världen inom digitalismen utvecklades ständigt, drivet av algoritmer som skapade anpassade flöden för användarna. Men var användarna av dessa plattformar medvetna om att det var algoritmerna som styrde innehållet de såg på sina plattformar, och delade de olika generationerna liknande kunskaper om dessa algoritmer, eller fanns det skillnader? Är de som växte upp i den digitala världen mer medvetna om algoritmer än den äldre generationen?  Denna uppsats lyfte fram och besvarade dessa frågor i syfte att öka förståelsen kring dem.  För att samla data till denna undersökning och möjliggöra dess genomförande utfördes kvalitativa undersökningar med två olika generationer. Generation X, födda mellan åren 1960 och 1980, samt Generation Z, födda mellan 1990 och 2000. En semistrukturerad intervjumetod användes, och totalt intervjuades 11 personer. Sex av dessa tillhörde den äldre generationen, medan fem tillhörde den yngre generationen.  Efter att ha samlat in och analyserat datan från intervjuerna drogs slutsatsen att den yngre generationen hade en större kunskap om algoritmernas tillämpning på sociala medier jämfört med den äldre generationen. En möjlig förklaring till detta var att de hade vuxit upp i en mer digitaliserad värld.

Esta investigación tuvo como objetivo conocer las razones de la resistencia a la adopción de pagos móviles de la generación X de la ciudad de Chiclayo, el cual, se cumplió utilizando la literatura sobre la resistencia a la innovación y aplicando un enfoque cualitativo descriptivo, se entrevistó a 12 adultos pertenecientes a la generación X, que, hasta el momento de la entrevista, no hayan hecho uso del pago móvil para pagar en una tienda física. Las razones de resistencia se clasificaron en 5 barreras: uso, valor, riesgo, tradición e imagen. Para la barrera de uso se mencionó la falta de adopción comercial de los pagos móviles por parte de las tiendas, desconocimiento de uso y la fragmentación de las aplicaciones de pago móvil. Respecto a la barrera de valor, hubo características resaltantes como la rapidez y el evitamiento de contacto con el dinero, adicional a esto se mencionaron motivadores de uso como el mejoramiento del servicio e incentivos promocionales. En la barrera de riesgo, la preocupación de ser asaltados, estafados y la falla en los aplicativos de pago móvil e incluso su propio dispositivo móvil, se mostraron como principales inquietudes. Los motivos de no adopción en la barrera de tradición están la comodidad y funcionalidad que les aporta su método de pago actual, tarjeta o efectivo, y el hábito y costumbre de usar métodos de pago tradicionales. Por último, en la barrera de imagen no se encontró razones de resistencia al uso de los pagos móviles. / The objective of this research was to know the reasons for the resistance to the adoption of mobile payments of generation X of the city of Chiclayo, which was fulfilled using the literature on resistance to innovation and applying a descriptive qualitative approach, interviewed to 12 adults belonging to generation X, who, until the moment of the interview, had not used mobile payment to pay in a physical store. The reasons for resistance were classified into 5 barriers: use, value, risk, tradition and image. For the use barrier, the lack of commercial adoption of mobile payments by stores, ignorance of use and the fragmentation of mobile payment applications were mentioned. Regarding the value barrier, there were outstanding characteristics such as speed and the avoidance of contact with money, in addition to this, motivators of use were mentioned, such as the improvement of the service and promotional incentives. In the risk barrier, the concern of being robbed, scammed and the failure of mobile payment applications and even their own mobile device, were shown as the main concerns. The reasons for not adopting the tradition barrier are the convenience and functionality provided by their current payment method, card or cash, and the habit and custom of using traditional payment methods. Finally, in the image barrier, no reasons for resistance to the use of mobile payments were found.

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.