With up to four generations working together in today’s workforce, research suggests that managers may feel overwhelmed at the idea of strategically managing the diversity of work values amongst their teams. Many studies suggest practical implications for managing a generationally diverse work force, however strong opposition does exist questioning the impact that generation alone has on work values and management strategy. There exists a lack of research studying how managers themselves perceive these conclusions regarding generational differences in work values, and their effect on how they should manage their teams, an intriguing scenario, as it is them whom the conclusions have been derived for. As such the purpose of this study was to be one of the first to determine the degree to which practicing managers acknowledge common conclusions pertaining to the effect an employee’s generation has on their work values, and it’s relevance in management strategy.   The research followed a deductive approach as existing theories and conclusions were tested with the perceptions of practicing managers. A qualitative design allowed for the researchers to engage with respondents in a way that is not possible through a quantitative survey, avoiding the potential overgeneralizations already perceived by some to be abundant in the field. 11 experienced respondents from a single company within the engineering consultancy industry were interviewed addressing three research questions.   Results of the study revealed that practicing managers do recognize work value differences between generations, showing consistencies with existing research however with some deviations in certain work values.  Analysis of results revealed that generation was not the only contributing factor in these differences. Factors such as age, life stage and career stage, as well as industry trends were also revealed to be factors. Generation was not found to be an important influence on an employee’s individual work values compared to individual traits such as one’s personal upbringing, as well as other external, and dynamic factors. Generation was also not an important consideration when creating project teams. As such, understanding employees as individuals was regarded as more relevant than generation in the context of management strategy. Two preliminary models were developed to illustrate the theories and were updated reflecting the results of the analysis.   The study added to the existing body of knowledge by gaining insight on the idea of generational work value differences from a unique perspective by employing a different methodology than commonly seen in the area.

Following the increased competition for organisations to attract and retain young talent, organisation must better adapt to the needs and desires of the labour force. In order to better understand their target groups, Generational Theory has gained track within the field of Human Resources. Now, Generation Z enters the labour market and companies might face new challenges in attracting and retaining this young group of workers. However, the recent entry of Generation Z makes it a relatively unexplored topic, calling for extensive research regarding their needs and behaviour.   Previous research on Generation Z during the time of this study existed through quantitative reports provided by organisations, thus calling for academic research within this subject. As such, the purpose of this study is to investigate how Gen Z include their values in their decision making when looking to join an organisation and how this will impact attraction and retention strategies of organisations.   In order to meet the purpose, a qualitative study have been performed, allowing for an engagement with Gen Z not possible through a quantitative study. Focus groups were held to investigate the values of Gen Z and how these values impact their decision-making about joining an organisation. Semi-structured interviews were performed on Human Resource managers represented at two companies to investigate current attraction and retention strategies. The research followed an abductive approach, where the empirical findings were analysed and compared to Generational Theory, P-O fit theory, and existing research regarding Gen Z.   The empirical findings show that values and needs of Generation Z are not fully met by organisations today and key strategical improvements are suggested as a result of the findings. Furthermore, the study shows some different results in the findings on Generation Z in comparison to previous quantitative reports, thus providing an extended view on Generation Z as well as highlighting the need for further qualitative research within the field.

To break through the clutter of advertisements, some advertisers uses sexual appeal as a technique to increase visibility and sales. The purpose of this study is to examine, from a Swedish and South Korean perspective, how the attitude towards sexual appeal in advertising differ between generations. Culture and age has been proven to be factors affecting attitude towards advertisements, and previous research has found that the attitude towards sexual appeal in advertising between Swedish and South Korean university students only differed slightly. To examine the attitudes, data was collected through a questionnaire. The results suggest that the attitudes of each age group are generally rather similar, regardless of culture. Ages 18 to 30 showed most negativity towards sexual appeal in advertisements.

The increased use of tailored marketing has contributed to companies being able to reach customers to a greater extent in a more individualized way. To be able to tailor their marketing, companies need to collect large amounts of personal information from their consumers, which has been criticized. The criticism regarding companies collecting consumer’s personal information has led to questions as to whether this is something that may violate an individual's integrity. The purpose of this thesis has been to study different generations' knowledge regarding the collection of data through cookies and whether this is something that affects consumer behavior. Hopefully this study will contribute with useful knowledge for professional marketers in order to optimize marketing strategies towards the different generations and thus ensuring they do not violate the integrity of the different generations. The study was conducted using semi-structured interviews, where five people from four different generations were interviewed. The results show differences between the generations both in terms of the perceived intrusion of their privacy as well as influenced buying behavior related to tailored marketing.

Syfte: Syftet med denna studie är att genom tolkning och analys av värderingar och attityder hos Generation Z konstruera en idealtyp av en organisation, som kommer att kunna användas som ett redskap för förståelse för hur organisationer skulle kunna se ut i framtiden för att passa Generation Z.   Metod: En intervjustudie som behandlar generationsforskning ur ett organisationsperspektiv. Studien har genomförts med en induktiv metod och en kvalitativ strategi.   Slutsats: I Generation Z:s uttalade värderingar och attityder framträdde en paradox. Generation Z värdesatte motstridiga aspekter inom arbetslivet. Resultatet av studien är därför idealtypen ”Prospero”, baserad på Generation Z:s uttalade värderingar och attityder. En tvådelad organisationsstruktur som kombinerar hierarkisk ordning och struktur med adhocratisk kreativitet. Arbetsdagen är uppdelad mellan dessa båda delar, denna uppdelning regleras genom stämpelklockan ”Miranda”. / Purpose: The purpose of this study is to, through interpretation and analysis of values and attitudes of Generation Z, construct an ideal type of organization, which can be used as a tool for the understanding of how organizations could look like in the future to accommodate Generation Z.   Methodology: An interview study that addresses the topic of generational research from an organizational perspective. The study was conducted with an inductive approach and a qualitative method.   Conclusions: From Generation Z's spoken values and attitudes a paradox emerged. Generation Z valued conflicting aspects of working life. The result of the study is therefore the ideal type “Prospero”, which is based on Generation Z's spoken values and attitudes. A dual-sided organizational structure that combines hierarchical order and structure with an ad hoc creativity. The workday is divided between the two sides, this transition is controlled by the punch clock “Miranda”.

Understanding Millennials' job expectations is critical for employee retention because of the number of Generation X workers who are unable to fill the job openings that Baby Boomers leave vacant when retiring from the workforce. The purpose of this phenomenological study was to explore Millennial employees' job expectations. Interviews were conducted with a purposeful sample of 20 Millennials who had at least a bachelor's degree, had at least 1 year of employment experience, and worked in the Baltimore-Washington metropolitan area. The inclusion criteria established work experience as a foundation for determining Millennials' job expectations. The conceptual frameworks of this study included generational and psychological contract theories to support exploration of the central research question regarding job expectations of Millennial Generation employees. Moustakas's 7 steps of data analysis were used to guide logical identification of the job expectation themes most significant to these 20 Millennials. The themes identified were opportunity for growth, compensation, recognition, promotions, supervisor support, flexibility, environment, and job security. These Millennials expressed interest in having work/life flexibility in an engaging work environment that fosters professional skills growth. Participants sought supervisors who readily recognized accomplishments, provided opportunities for achieving promotions, and applied compensation that reflected job performance. Using these findings, business leaders could implement strategies and policies that create a more fair and satisfying work environment for Millennial employees. Social change could occur within companies as leaders integrate expanded information on job expectations into talent management procedures for improving overall multigenerational job satisfaction and employee relationships.

Syfte: Syftet med studien är att skapa en ökad förståelse för vad Generation Y i Sverige upplever vara ett meningsfullt arbete. Vårt resultat ämnar till att bli en modell som kan öka förståelsen för hur meningsfullt arbete kan uppnås ur Generation Y:s perspektiv på arbetsplatsen. Metod: En intervjustudie som behandlar generationsforskning ur ett individ- och organisationsperspektiv. Studien har genomförts med en induktiv forskningsansats och en kvalitativ forskningsstrategi. Slutsats: I vår studie framkom det att Generation Y i Sverige till viss del har andra förväntningar på arbetsplatser än utländsk forskning på Generation Y. Vi fann att Generation Y i Sverige upplever meningsfullt arbete genom sammansättningen av arbetet med arbetsmiljö, trygghet, trivsel, ledarskap, lojalitet och motivation. Resultatet av vad Generation Y i Sverige upplever vara ett meningsfullt arbete utmynnade i en modell som visar hur meningsfullt arbete kan främjas av arbetsgivare. / Purpose: The purpose of this study is to increase the understanding of how Generation Y in Sweden experiences meaningful work. The results of the study aims to create a model that will increase the understanding of how meaningful work can be created at the workplace from Generation Y:s perspective. Methodology: An interview study that addresses the topic of generational research from an individual and organizational perspective. The study was conducted with an inductive research approach and a qualitative research method. Conclusions: Our study found that there are some differences within workplace expectations between Generation Y in Sweden and foreign research on Generation Y. Generation Y in Sweden experiences meaningful work through a composition of work environment, employment security, well-being at work, leadership, loyalty, and motivation. The results of this study developed a model that shows how employers can promote meaningful work.

Some business leaders find it challenging to manage individuals from different age groups; this is an issue, as organizations in many developed countries become more age-diverse. The purpose of this single case study was to provide business leaders with information about strategies top-level business executives and team leaders at a large company in Curaçao (a developed island nation in the Caribbean) use for enhancing productivity of an age-diverse workforce. The conceptual framework of this study consisted of generational theory of Mannheim. A key tenet of the generational theory includes that belonging to the same generational unit, generational location, and generational actuality shapes the beliefs, values, and attitudes of members of a generational cohort collectively. Data from interviews and company documentation that included an annual report, business guide, and performance management documentation were coded and analyzed using NVivo software, and member checking was used to enhance the trustworthiness of interpretations. Key themes that emerged from data analysis include the need to use communication strategies, foster equal treatment of employees, implement employee development plans, and adopt a structured approach for addressing issues related to age-diversity. Implementation of the different strategies and recommendations identified in this study might aid business leaders in their effort to manage an age-diverse workforce and increase workplace productivity. Implications for social change include the potential to improve empathy and relations between individuals from different generations and the cultivation of a more cohesive society.

A proposta deste trabalho é de analisar o comprometimento organizacional dos funcionários de uma empresa metalúrgica de Caxias do sul. Esta empresa em análise é a Cemar Legrand empresa pertencente ao Grupo Legrand (Grupo Multinacional Francês). Foi utilizado para a análise um instrumento de pesquisa com reconhecimento pela comunidade científica chamado de modelo dos três componentes de Allen e Meyer (1997) , modelo que caracteriza o comprometimento organizacional em suas dimensões afetivo, instrumental e normativo, e foi aplicado o questionário em uma amostra de 311 funcionários da empresa. A análise deste trabalho também foi ampliada no sentido analisar este comprometimento organizacional por grupo de funcionários pertencentes às gerações (Geração Veteranos, Geração Baby boomers, Geração X e Geração Y), esta teoria das gerações, tem seu nascedouro na teoria geracional de Strauss e Howe (1991) onde os autores definem que em cada século há quatro gerações distintas e que cada uma das gerações comportam-se conforme as características de cada período geracional, bem como pelos acontecimentos de sua época. O resultado deste trabalho demonstra que há um bom comprometimento dos funcionários para com a empresa e não foi encontrado diferenças entre as dimensões do comprometimento para as gerações pesquisadas. / Submitted by Marcelo Teixeira (mvteixeira@ucs.br) on 2014-06-03T17:14:25Z No. of bitstreams: 1 Dissertacao Francisco H A Batista.pdf: 1507649 bytes, checksum: 9b3ef22087ae3901c216ccc051c879d9 (MD5) / Made available in DSpace on 2014-06-03T17:14:25Z (GMT). No. of bitstreams: 1 Dissertacao Francisco H A Batista.pdf: 1507649 bytes, checksum: 9b3ef22087ae3901c216ccc051c879d9 (MD5) / The purpose of this study is to examine organizational commitment of employees at a metallurgical company in Caxias do Sul. This company in question is Cemar Legrand company belonging to Legrand Group. Was used to analyze a research tool to recognize the scientific community called "model of the three components of Allen and Meyer (1997)," model that characterizes the organizational commitment in their affective, instrumental and normative dimensions, and the questionnaire was applied in a sample of 311 employees. This analysis has also been expanded in order to analyze organizational commitment by this group of employees through the theory of generations (Generation Veterans, Generation Baby Boomers, Generation X and Generation Y), this theory of generations, has its origin in the theory of generational Strauss and Howe (1991) where the authors define it in every century there are four different generations and each generation behaves according to the characteristics of each generational period, as well as by the events of his time. This investigation demonstrates that there is a good employee commitment to the company and was not found differences between the dimensions of commitment for the four generations surveyed.

A proposta deste trabalho é de analisar o comprometimento organizacional dos funcionários de uma empresa metalúrgica de Caxias do sul. Esta empresa em análise é a Cemar Legrand empresa pertencente ao Grupo Legrand (Grupo Multinacional Francês). Foi utilizado para a análise um instrumento de pesquisa com reconhecimento pela comunidade científica chamado de modelo dos três componentes de Allen e Meyer (1997) , modelo que caracteriza o comprometimento organizacional em suas dimensões afetivo, instrumental e normativo, e foi aplicado o questionário em uma amostra de 311 funcionários da empresa. A análise deste trabalho também foi ampliada no sentido analisar este comprometimento organizacional por grupo de funcionários pertencentes às gerações (Geração Veteranos, Geração Baby boomers, Geração X e Geração Y), esta teoria das gerações, tem seu nascedouro na teoria geracional de Strauss e Howe (1991) onde os autores definem que em cada século há quatro gerações distintas e que cada uma das gerações comportam-se conforme as características de cada período geracional, bem como pelos acontecimentos de sua época. O resultado deste trabalho demonstra que há um bom comprometimento dos funcionários para com a empresa e não foi encontrado diferenças entre as dimensões do comprometimento para as gerações pesquisadas. / The purpose of this study is to examine organizational commitment of employees at a metallurgical company in Caxias do Sul. This company in question is Cemar Legrand company belonging to Legrand Group. Was used to analyze a research tool to recognize the scientific community called "model of the three components of Allen and Meyer (1997)," model that characterizes the organizational commitment in their affective, instrumental and normative dimensions, and the questionnaire was applied in a sample of 311 employees. This analysis has also been expanded in order to analyze organizational commitment by this group of employees through the theory of generations (Generation Veterans, Generation Baby Boomers, Generation X and Generation Y), this theory of generations, has its origin in the theory of generational Strauss and Howe (1991) where the authors define it in every century there are four different generations and each generation behaves according to the characteristics of each generational period, as well as by the events of his time. This investigation demonstrates that there is a good employee commitment to the company and was not found differences between the dimensions of commitment for the four generations surveyed.