The multigenerational workforce presents a critical challenge for business managers, and each generation has different expectations. A human resource management study of organizations with more than 500 employees reported 58% of the managers experiencing conflict between younger and older workers. The purpose of this single case study was to explore the multigenerational strategies used by 3 managers from a Franklin County, Ohio manufacturing facility with a population size of 6 participants. The conceptual framework for this study was built upon generational theory and cohort group theory. The data were collected through face-to-face semistructured interviews, company documents, and a reflexive journal. Member checking was completed to strengthen the credibility and trustworthiness of the interpretation of participants' responses. A modified van Kaam method enabled separation of themes following the coding of data. Four themes emerged from the data: (a) required multigenerational managerial skills, (b) generational cohort differences, (c) most effective multigenerational management strategies, and (d) least effective multigenerational management strategies. Findings from this study may contribute to social change through better understanding, acceptance, and appreciation of the primary generations in the workforce, and, in turn, improve community relationships.

Four generations of workers share the workforce for the first time in history. Business leaders' failure to address generational conflict may lead to low productivity, high turnover rates, employee frustration, and reduced profits. The purpose of this phenomenological study was to explore the experiences of business leaders, managers, and supervisors in leading a multigenerational workforce within their companies. The conceptual framework was based on McClelland's theory, identifying key motivators that drive characteristics of people, including affiliation. A purposive sample of 20 local employees, spanning 4 generations from the retail grocery industry in Hampton Roads, Virginia, were interviewed to explore general characteristics, attitudes, values, and behaviors at work. Transcribed interview data were divided into categories to find shared phenomenon and identify themes based on the participants' perceptions. The findings were categorized and coded, patterns were established, and themes were generated to answer the central research question. Trustworthiness of the interpretations was achieved through member checking. The findings from this study revealed that the employees perceived that business leaders, managers, and supervisors lacked sufficient knowledge to successfully communicate with their employees or peers from different generations in the workplace. The employees perceived that those communication failures and lack of interaction between the different generations generated conflict. The implications for positive social change include the potential to bridge the gap between younger and older workers and minimize conflict resulting from miscommunication among the different age groups.

<p>Syfte: Syftet är att undersöka hur ledare uppfattar dagens ledarskap samt hur de tror att det framtida ledarskapet kommer att påverkas och utvecklas i och med ett generationsskifte.</p><p>Metod: Jag delar hermeneutikernas syn då jag anser att kunskapen bildas hos den som strävar efter att skapa den. Jag har valt att använda en kvalitativ och induktiv ansats i min studie, då jag framförallt använder intervjuer för att besvara mina frågeställningar samt utgår från empirin i min studie.</p><p>Resultat & slutsats: Ledarskapsrollen har gått från att vara ”den som bestämmer”, ”chefen”, till att idag bli mindre märkvärdig och prestigelös. Dessutom poängteras vikten och betydelsen av den nya lagledarrollen/ coachen som innebär att det är viktigt att kunna se var och en. Vi kan se att den yngre generationen har fler dimensioner i livet utanför arbetet, och det blir allt viktigare att kunna kombinera familjeliv och karriär.</p><p>Förslag till fortsatt forskning: Att titta på familjeföretag för att se om dessa skiljer sig åt från andra organisationer vad gäller synen på ledarskap. Hur kommer generationsövergången att se ut och hanteras i familjeföretagen? Ett annat ämne som skulle vara intressant att studera djupare är hur 50- och 60-talisterna, ”den bortglömda generationen”, upplever det stundande generationsskiftet?</p><p>Uppsatsens bidrag: Denna studie utmärker sig genom att belysa hur generationsskiftet kommer att påverka oss på regional nivå. Dessutom behandlar jag ämnesområdet ledarskap och hur detta påverkas av ett generationsskifte, varpå jag sticker ut från de uppsatser som beskriver generationsväxlingen i sig.</p> / <p>Aim: The aim of this study is to examine how managers apprehend today's leadership and how they believe that future leadership will be influenced and developed when the people bourn during the nineteen forties pass on their management positions to a younger generation.</p><p>Method: I share the hermeneutic view on science. I believe that knowledge is born within the person who seeks to obtain it. I have chosen to conduct my study using a qualitative and inductive approach. I use an inductive approach as I answer my questions by using interviews in order to respond to my question at issues, and assumes from the empiric in my study.</p><p>Result & Conclusions: The leadership role has changed from being” the one who decides”,” the director”, to becoming less peculiar and prestige. Moreover, the importance of coaching are emphasized, that means that it is important to see all employees as individuals. We can see that the younger generation has more dimensions in life outside work, and the ability to combine family and career becomes more important.</p><p>Suggestions for future research: Study family businesses in order to see if they are different</p><p>from other organisations regarding the view on leadership. How do the family businesses handle the shift of generations? How the people borne in the nineteen fifties and sixties, ”the forgotten generation”, experiences the upcoming generation shift.</p><p>Contribution of the thesis: This study distinguishes itself by illuminate how the shift of generations will influence us on a regional level. Furthermore, I examine the area of leadership and how it will be influenced by the shift of generations. Therefore this thesis distinguishes itself from other essays that describe the alternation of generations.</p>

<p>How does a corporation work during the recruitment phase to entice and motivate younger members to work for their organization?</p><p>The aim is to examine in which grade corporations and organizations’ recruitment needs to adapt to encounter Generation Y on the labour market.</p><p>The base in our method is abduction and our research is based on a qualitative<strong> </strong>method. We have fulfilled interviews with corporations such as Scania, Skatteverket, Swedbank and Appelqvist & Ottoson HR AB.</p><p>Corporations need in a sense change their recruitment and emphasis their resources to sell the whole corporation and its image to the young job applicant. The younger members demand a total impression of the corporation to implement an interest and to get motivated to work there. Together with our respondents we have realized that Generation Y has higher demands on their workplace than earlier generations.</p>

Syfte: Syftet är att undersöka hur ledare uppfattar dagens ledarskap samt hur de tror att det framtida ledarskapet kommer att påverkas och utvecklas i och med ett generationsskifte. Metod: Jag delar hermeneutikernas syn då jag anser att kunskapen bildas hos den som strävar efter att skapa den. Jag har valt att använda en kvalitativ och induktiv ansats i min studie, då jag framförallt använder intervjuer för att besvara mina frågeställningar samt utgår från empirin i min studie. Resultat &amp; slutsats: Ledarskapsrollen har gått från att vara ”den som bestämmer”, ”chefen”, till att idag bli mindre märkvärdig och prestigelös. Dessutom poängteras vikten och betydelsen av den nya lagledarrollen/ coachen som innebär att det är viktigt att kunna se var och en. Vi kan se att den yngre generationen har fler dimensioner i livet utanför arbetet, och det blir allt viktigare att kunna kombinera familjeliv och karriär. Förslag till fortsatt forskning: Att titta på familjeföretag för att se om dessa skiljer sig åt från andra organisationer vad gäller synen på ledarskap. Hur kommer generationsövergången att se ut och hanteras i familjeföretagen? Ett annat ämne som skulle vara intressant att studera djupare är hur 50- och 60-talisterna, ”den bortglömda generationen”, upplever det stundande generationsskiftet? Uppsatsens bidrag: Denna studie utmärker sig genom att belysa hur generationsskiftet kommer att påverka oss på regional nivå. Dessutom behandlar jag ämnesområdet ledarskap och hur detta påverkas av ett generationsskifte, varpå jag sticker ut från de uppsatser som beskriver generationsväxlingen i sig. / Aim: The aim of this study is to examine how managers apprehend today's leadership and how they believe that future leadership will be influenced and developed when the people bourn during the nineteen forties pass on their management positions to a younger generation. Method: I share the hermeneutic view on science. I believe that knowledge is born within the person who seeks to obtain it. I have chosen to conduct my study using a qualitative and inductive approach. I use an inductive approach as I answer my questions by using interviews in order to respond to my question at issues, and assumes from the empiric in my study. Result &amp; Conclusions: The leadership role has changed from being” the one who decides”,” the director”, to becoming less peculiar and prestige. Moreover, the importance of coaching are emphasized, that means that it is important to see all employees as individuals. We can see that the younger generation has more dimensions in life outside work, and the ability to combine family and career becomes more important. Suggestions for future research: Study family businesses in order to see if they are different from other organisations regarding the view on leadership. How do the family businesses handle the shift of generations? How the people borne in the nineteen fifties and sixties, ”the forgotten generation”, experiences the upcoming generation shift. Contribution of the thesis: This study distinguishes itself by illuminate how the shift of generations will influence us on a regional level. Furthermore, I examine the area of leadership and how it will be influenced by the shift of generations. Therefore this thesis distinguishes itself from other essays that describe the alternation of generations.

A segmented market, according to traditional methods, appears increasingly difficult in mature consumer markets. A common explanation is that the mature markets are often characterised by over-supply which results in a great variety of choices for the consumer. Furthermore, the consumer of today has a more complex and flexible purchase behaviour which is difficult to catch. This makes consumer segmentation difficult. International studies indicate that dividing consumers into generation cohorts might be advantageous in understanding consumers of today. For actors in the marketplace it is important to know their target groups to be able to attract them. The purpose of the present study is to describe and compare the generations, Generation Y (1978-1994) and 55 plus (1938-1953), with a starting point in a basic model of the purchase process and purchase behaviour. A secondary purpose of the study is to give some normative recommendations. The empirical part of the study focuses on the Swedish consumer market. The study is constructed by a combined design of methods. The initial part is qualitative and contains 16 in-depth interviews. After completing the interviews, a literature review was carried out. The last part of the empricial data collection is quantitative and based on a survey. The study shows differences in abilities and procedures to handle great information quantities and to avoid “information overload”. The two generations show different purchase behaviour in many respects, driven by different needs. Generation Y is more driven by social risk and social influence than the 55 plus cohort. Generation Y is tempted by the “right” brands, that are socially accepted and considered ”hot”. The younger generation endeavours to buy at the lowest price and therefore they have in general a low and often false loyalty vis-à-vis the stores. 55 plus, however, have in common a high and true loyalty vis-à-vis the stores. These older consumers are attracted by, and to great extent use, stores and employees which are regarded as competent and service-minded. In conclusion, generation Y could to a high degree be considered as emotional when choosing products but rational in their choice of distribution channel. 55 plus, on the other hand, is more rational when choosing products but emotional in their choice of distribution channel. Based on these result, we propose that the two generation cohorts should be approached in different ways, thus questioning a standardised mass marketing approach. Moreover, the study indicates that traditional marketing methods should be questioned and more focus should be given to emerging communication channels, for instance Internet-based communication channels, brand ambassadors and product placement. Keywords: Consumer behaviour, Generation Y, Generation 55 plus, Market communication, Segmentation, generation cohorts. Instructor: Ph D Anders Parment / Marknadssegmentering efter traditionella metoder ter sig allt svårare på mogna konsumentmarknader. Vanliga förklaringar till detta är att mogna marknader oftast präglas av utbudsöverskott, med ett stort antal valmöjligheter för konsumenten som följd. Därtill har nutidens konsumenter ett allt mer komplext, flexibelt och svårfångat köpmönster, vilket försvårar en segmentering. Internationella studier indikerar istället att en generationsindelning kan vara fördelaktig för att gruppera och förstå dagens konsumenter. För marknadsaktörer är det viktigt att känna sin målgrupp för att effektivt kunna attrahera dessa. Syftet med denna studie är att med utgångspunkt i en grundmodell av köpprocessen beskriva och jämföra generationerna Y (1978-1994) samt 55 plus (1938-1953) köpbeteende. Ett delsyfte är också att ge några normativa rekommendationer utifrån studiens resultat. Denna studie är avgränsad till privata konsumenter inom den svenska konsumtionsmarknaden. Studien bygger på en kombinerad metoddesign. Initialskedet är kvalitativt och består av 16 djupintervjuer. Efter dessa har en litteraturstudie genomförts. Den senare delen av studien är kvantitativ till sin karaktär och består främst av en enkätstudie. Studien visar på skillnader i förmåga samt tillvägagångssätt att hantera stora informationsmängder och undvika ”information overload”. Generationerna har i stora delar olika köpbeteenden samt drivs även av olika behov. Generation Y styrs mer än 55 plus av social risk samt social påverkan. Generation Y lockas av ”rätt” varumärken, vilka är socialt accepterade och betraktas som ”inne”. Dessa varor strävar den yngre generationen att köpa till lägsta pris och har därför generellt en låg och ofta falsk lojalitet mot butiker. 55 plus har istället generellt en hög och sann lojalitet mot inköpsställen. Dessa konsumenter attraheras och använder i hög grad butiker och personal som uppfattas som kompetenta och serviceinriktade. Sammanfattningsvis är Generation Y i hög grad emotionell i valet av produkter men rationell i val av distributionskanal. 55 plus å andra sidan är mer rationell i val av produkter men emotionella i sina val av distributionskanaler. Dessa resultat innebär att generationerna bör bearbetas på olika sätt och standardiserad massmarknadsföring skall ifrågasättas. Studien indikerar även att traditionella marknadsföringsmetoder bör omprövas och mer fokus ges till ”nya” alternativa kommunikationskanaler, exempelvis alternativa Internetbaserade kommunikationskanaler, varumärkesambassadörer samt produktplaceringar och detta främst för Generation Y. Nyckelord: Köpbeteende, Generation Y, Generation 55 plus, Marknadskommunikation, Segmentering, Generations kohorter. Handledare: Ph D Anders Parment

For the last thirty years or so, there has been a search underway for a theory that canaccommodate our intuitions in regard to moral duties to future generations. The object ofthis search has proved surprisingly elusive. The classical moral theories in the literature allhave perplexing implications in this area. Classical Utilitarianism, for instance, implies thatit could be better to expand a population even if everyone in the resulting populationwould be much worse off than in the original. The main problem has been to find an adequate population theory, that is, a theoryabout the moral value of states of affairs where the number of people, the quality of theirlives, and their identities may vary. Since, arguably, any reasonable moral theory has totake these aspects of possible states of affairs into account when determining the normativestatus of actions, the study of population theory is of general import for moral theory. A number of theories have been proposed in the literature that purport to avoidcounter-intuitive implications such as the one mentioned above. The suggestions arediverse: introducing novel ways of aggregating welfare into a measure of value, revising thenotion of a, life worth living, questioning the way we can compare and measure welfare,counting people's welfare differently depending on the temporal location or the modalfeatures of their lives, and challenging the logic of axiological and normative concepts. Weinvestigate the concepts and assumptions involved in these theories as well as theirimplications for population theory. In our discussion, we propose a number of intuitively appealing and logically weakadequacy conditions for an acceptable population theory. Finally, we consider whether it ispossible to find a theory that satisfies all of these conditions. We prove that no such theory exists.

How does a corporation work during the recruitment phase to entice and motivate younger members to work for their organization? The aim is to examine in which grade corporations and organizations’ recruitment needs to adapt to encounter Generation Y on the labour market. The base in our method is abduction and our research is based on a qualitative method. We have fulfilled interviews with corporations such as Scania, Skatteverket, Swedbank and Appelqvist &amp; Ottoson HR AB. Corporations need in a sense change their recruitment and emphasis their resources to sell the whole corporation and its image to the young job applicant. The younger members demand a total impression of the corporation to implement an interest and to get motivated to work there. Together with our respondents we have realized that Generation Y has higher demands on their workplace than earlier generations.

<p>A segmented market, according to traditional methods, appears increasingly difficult in mature consumer markets. A common explanation is that the mature markets are often characterised by over-supply which results in a great variety of choices for the consumer. Furthermore, the consumer of today has a more complex and flexible purchase behaviour which is difficult to catch. This makes consumer segmentation difficult. International studies indicate that dividing consumers into generation cohorts might be advantageous in understanding consumers of today. For actors in the marketplace it is important to know their target groups to be able to attract them. The purpose of the present study is to describe and compare the generations, Generation Y (1978-1994) and 55 plus (1938-1953), with a starting point in a basic model of the purchase process and purchase behaviour. A secondary purpose of the study is to give some normative recommendations.</p><p>The empirical part of the study focuses on the Swedish consumer market. The study is constructed by a combined design of methods. The initial part is qualitative and contains 16 in-depth interviews. After completing the interviews, a literature review was carried out. The last part of the empricial data collection is quantitative and based on a survey.</p><p>The study shows differences in abilities and procedures to handle great information quantities and to avoid “information overload”. The two generations show different purchase behaviour in many respects, driven by different needs. Generation Y is more driven by social risk and social influence than the 55 plus cohort. Generation Y is tempted by the “right” brands, that are socially accepted and considered ”hot”. The younger generation endeavours to buy at the lowest price and therefore they have in general a low and often false loyalty vis-à-vis the stores. 55 plus, however, have in common a high and true loyalty vis-à-vis the stores. These older consumers are attracted by, and to great extent use, stores and employees which are regarded as competent and service-minded. In conclusion, generation Y could to a high degree be considered as emotional when choosing products but rational in their choice of distribution channel. 55 plus, on the other hand, is more rational when choosing products but emotional in their choice of distribution channel.</p><p>Based on these result, we propose that the two generation cohorts should be approached in different ways, thus questioning a standardised mass marketing approach. Moreover, the study indicates that traditional marketing methods should be questioned and more focus should be given to emerging communication channels, for instance Internet-based communication channels, brand ambassadors and product placement.</p><p>Keywords: Consumer behaviour, Generation Y, Generation 55 plus, Market communication, Segmentation, generation cohorts.</p><p>Instructor: Ph D Anders Parment</p> / <p>Marknadssegmentering efter traditionella metoder ter sig allt svårare på mogna konsumentmarknader. Vanliga förklaringar till detta är att mogna marknader oftast präglas av utbudsöverskott, med ett stort antal valmöjligheter för konsumenten som följd. Därtill har nutidens konsumenter ett allt mer komplext, flexibelt och svårfångat köpmönster, vilket försvårar en segmentering. Internationella studier indikerar istället att en generationsindelning kan vara fördelaktig för att gruppera och förstå dagens konsumenter. För marknadsaktörer är det viktigt att känna sin målgrupp för att effektivt kunna attrahera dessa. Syftet med denna studie är att med utgångspunkt i en grundmodell av köpprocessen beskriva och jämföra generationerna Y (1978-1994) samt 55 plus (1938-1953) köpbeteende. Ett delsyfte är också att ge några normativa rekommendationer utifrån studiens resultat.</p><p>Denna studie är avgränsad till privata konsumenter inom den svenska konsumtionsmarknaden. Studien bygger på en kombinerad metoddesign. Initialskedet är kvalitativt och består av 16 djupintervjuer. Efter dessa har en litteraturstudie genomförts. Den senare delen av studien är kvantitativ till sin karaktär och består främst av en enkätstudie.</p><p>Studien visar på skillnader i förmåga samt tillvägagångssätt att hantera stora informationsmängder och undvika ”information overload”. Generationerna har i stora delar olika köpbeteenden samt drivs även av olika behov. Generation Y styrs mer än 55 plus av social risk samt social påverkan. Generation Y lockas av ”rätt” varumärken, vilka är socialt accepterade och betraktas som ”inne”. Dessa varor strävar den yngre generationen att köpa till lägsta pris och har därför generellt en låg och ofta falsk lojalitet mot butiker. 55 plus har istället generellt en hög och sann lojalitet mot inköpsställen. Dessa konsumenter attraheras och använder i hög grad butiker och personal som uppfattas som kompetenta och serviceinriktade. Sammanfattningsvis är Generation Y i hög grad emotionell i valet av produkter men rationell i val av distributionskanal. 55 plus å andra sidan är mer rationell i val av produkter men emotionella i sina val av distributionskanaler.</p><p>Dessa resultat innebär att generationerna bör bearbetas på olika sätt och standardiserad massmarknadsföring skall ifrågasättas. Studien indikerar även att traditionella marknadsföringsmetoder bör omprövas och mer fokus ges till ”nya” alternativa kommunikationskanaler, exempelvis alternativa Internetbaserade kommunikationskanaler, varumärkesambassadörer samt produktplaceringar och detta främst för Generation Y.</p><p>Nyckelord: Köpbeteende, Generation Y, Generation 55 plus, Marknadskommunikation, Segmentering, Generations kohorter.</p><p>Handledare: Ph D Anders Parment</p>

<p>A study of the generations problematic in museums of work and local folklore societies, principally run through volunteer work. Illustrative examples are Ödestugu local folklore society and Husqvarna Factory Museum in Småland (Sweden). The empirical study consists of interviews with active people and inquiry among societymembers and workers at the factory. An analysis of interest, engagement and the view of the future is made and concepts like professionalisation and change are discussed. By way of conclusion the coming generation problem is discussed in relation to professionalisation, the historical development, volunteer work, economy and national projects.</p> / <p>En undersökning av återväxten inom arbetslivsmuseer och hembygdsföreningar, vilka främst drivs utifrån ideellt arbete. Fallstudier är Ödestugu hembygdsförening och Husqvarna Fabriksmuseum i Småland. Den empiriska undersökningen utgörs av intervjuer med aktiva samt enkätundersökningar bland föreningsmedlemmar och fabriksanställda. En analys av intresse, engagemang och synen på verksamheternas framtid sker utifrån begrepp som professionalisering och förändring. Avslutningsvis diskuteras återväxtproblematiken i relation till professionalisering, den historiska utvecklingen, ideellt arbete, ekonomi och nationella projekt. </p>