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Intellectual structure of multigenerational workforce and contextualizing work values across generations a multistage analysis

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Generation X and Y Impact of Work Attitudes and Work Values on

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The article focuses more one Gen X and Millennials and less on Gen Z, which could mess up the comparisons. The article also displays Gen X's values as better than the younger generations, which could lead to skewed findings.

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The study has a smaller sample size, "300 employees from which a sample of 93 employees was drawn using cluster sampling" (Nnambooze and Parumasur, p224), which means the data gathered might not be fully accurate for the whole general population. The study was also done in South Africa, making their findings not applicable to the rest of world.

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This article's research is focused on Pakistan, which makes it harder to apply to other countries. The article also talks about biases in other research, "Generational Diversity has been theorised in Western Cultures (USA, UK, and Canada) more often, hence current research aims to investigate if generational diversity in work values can be expanded in East" (Usmani et al., p52-53).

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The article focuses on the United States, which makes it less applicable to other parts of the world. The article also quotes a lot from the same sources, which can limit the reliability of their findings.

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The author seems to be more biased against older generations. The author primarily portrays the younger generations with positive traits and the older generations as more stuck in their ways. "There is also an inclination for Boomer managers to treat the Gen Y employees as some new kids on the block who are least concern about the success of their organisations. On the contrary, there is empirical support that the Gen Y employees are creative and they are eager to share their ideas with others" (Angeline, p253). This language displays the younger generations more empathetically. The author also suggest solutions that would involve the older generations bending to the ways of the younger generations rather than a compromise that would make everyone happy.

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The author ends the article by telling employers to "ensure that individuals from different generations perceive each other more positively to avoid any intergenerational disharmony" (Angeline, p254).

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The author uses phrases like "organisational disharmony and chaos" (Angeline, p249) to emphasize the consequences of misunderstandings between generations and "disappointed and upset" (Angeline, p249) to describe how this effects employees.

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The article uses tables to illustrate data (Angeline, p251) and the author explains how generational values are shaped.

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The author uses emotional phrases like "organisational disharmony and chaos" (Angeline, p249) to emphasize the consequences of misunderstandings between generations and "disappointed and upset" (Angeline, p249) to highlight the effect this has on employees.

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The audience is employers and professional that want to know more about how to handle generational diversity. The article also focuses more on the Malaysian workforce, so the article is probably aimed more towards employers in Malaysia.

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The article's purpose is to point out conflicts that might come from generational differences. The author also provides solutions to these conflicts with the goal of bridging the gap between each generation.

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The article talks about how to deal with generational diversity in the workplace, along with each generations different attitudes towards work.

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The author of the article is Tay Angeline. She's associated with the Department of Business Policy and Strategy with the Faculty of Business and Accountancy at the University of Malaya.

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The article uses cause and effect by showing how the experiences of each generation shapes their values and beliefs (Jones et al., p90). The article also compares each generations values and work styles.

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Multiple academic sources are cited throughout the article, like the Department of Labor (Jones et al., p91). They are also associated with Wayland Baptist University, which adds to the authors' credibility.

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This article is most likely for professionals and researchers, along with organizations. It uses more complex language and requires basic knowledge about the topic.

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The authors' purpose is to "review the literature in generational differences by discussing the importance of generational differences, theoretical implications, the cohorts in the current workforce" (Jones et al., p88). Their purpose is to understand the dynamics between generations and how this impacts the workplace.

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The topic for this article is generational differences in the workplace.

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The authors for this study are Janet Jones, Samantha Murray, and Shelley Tapp. They are all associated with the Wayland Baptist University.

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Jones, Janet S., et al. “Generational Differences in the Workplace.” Journal of Business Diversity, vol. 18, no. 2, Aug. 2018, pp. 88–97. articlearchives, https://doi.org/10.33423/jbd.v18i2.528.

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Angeline, Tay. “Managing Generational Diversity at the Workplace: Expectations and Perceptions of Different Generations of Employees.” African Journal of Business Management, vol. 5, no. 2, Jan. 2011, pp. 249–255, AJ, https://doi.org/10.5897/AJBM10.335.

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Usmani, Sania, et al. “Generation X and Y: Impact of Work Attitudes and Work Values on Employee Performance.” Journal of Management and Research, vol. 6, no. 2, Dec. 2019, pp. 51–84, https://doi.org/10.29145/jmr/62/060203.

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Singh, Vibhav, et al. “Intellectual Structure of Multigenerational Workforce and Contextualizing Work Values across Generations: A Multistage Analysis.” International Journal of Manpower, vol. 42, no. 3, Aug. 2020, pp. 470–487. Emerald Insight, https://doi.org/10.1108/ijm-04-2019-0207.

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Nnambooze, Beatrice Elizabeth, and Sanjana Brijball Parumasur. “Understanding the Multigenerational Workforce: Are the Generations Significantly Different or Similar?” Corporate Ownership and Control, vol. 13, no. 2, 2016, https://doi.org/10.22495/cocv13i2c1p4.

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The article not only discusses the generational differences, but they also discuss the circumstances and values that lead to these differences. Quotes like "In the present study, the middle-aged participants argued that the older generation was born and socialized in a less competitive era, due to which they could give more attention to social values and build higher work ethic and discipline" (Singh et al., p478) can draw attention to why these differences exist in the first place and make it easier to find solutions.

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The article uses data directly from their own research to support their claims, along with direct quotes from participants in their research, like "Ashok (Generation X) stated that “We are disciplined, hardworking and punctual. We are honest to our job and society. Our generation has vision, and works to achieve things for our family, country, and friends.”" (Singh et al., p478). Using quotes further backs up their claims and makes their research more credible.

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The article gains credibility through the citing of multiple sources from other academic sources and researchers that deal with the same topic. The authors also very clearly detail how they did their research (Singh et al., p473), increasing transparency and trust with the reader.

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Much like the other articles, this study is mostly done for other professionals and researchers, along with employers. However, this article also targets policymakers, saying that "policies need to be evaluated on the basis of whether they allow the cohorts to initiate their cohort-specific behavior freely" (Singh et al., p483).

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The author's purpose is to explore how generational diversity has changed over time and things that remained consistent through generations as well as what changed.

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The article looks at research done one generational diversity in the workplace and discusses the differences between generations.

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Vibhav Singh is one of the authors of the article. She works at the Narsee Monjee Institute of Management Studies University in India. Another author of the article, Surabhi Verman, works at the Center for Integrative Innovation Management and the Department of Marketing and Management at the University of Southern Denmark. The last author, Sushil Chaurasia, works at the University of New Brunswick.

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The article uses problem-solution structure, where they discuss any problems that might come from having multiple generations in a workplace, then, based on the problem, "recommendations are made on how each of the dimensions can be strategically managed in order to successfully integrate and manage millennials with the other generations in the workplace" (Nnambooze and Parumasur, p233). They also do many direct comparisons between the generations, so it is easier to see the similarities and differences.

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The article uses statistics from research done by the authors to compare generational differences (Nnambooze and Parumasur, p227-p231).

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Both authors are associated with a university and the article is published in Corporate Ownership & Control, a journal that deals with the issue of corporate governance. There are also references and citations of many relevant sources (Nnambooze and Parumasur, p235 - p237).

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The audience is professionals interested in this topic, along with employers that may need to know how to manage generational diversity.

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The purpose of the article was to explore the impact of generational diversity on the workplace. The authors specifically look at whether generational differences greatly affect how employees view work, then provide solutions to employers for any areas where there might be a generational divide.

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The article focuses on generational differences in the workplace, with more specific focus on Gen X & Millennials.

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Beatrice Elizabeth Nnambooze and Sanjana Brijball Parumasur are both from the School of Management, Information Technology and Governance, and the College of Law and Management Studies at the University of KwaZulu-Natal.

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The article details the research that was done through clear charts and explanations (Usmani et al., p81 - p83). They also gave recommendations for employers to improve working conditions and productivity (Usmani et al., p74 - p75).

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The article says Gen X is "the most ignored and misunderstood Generation" (Usmani et al., p52) to try and appeal to the reader's emotions.

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The article gains credibility by being published in the Journal of Management and Research and the authors being associated with the Iqra University. The article also cited many other credible studies that relate to their research (Usmani et al., p76 - p80).

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The audience for this article is mostly over professionals and researchers because it was published in the Journal of Mangement and Research. It is also employers concerned with the topic because the article describes ways to bridge the gap. The article is still accessible to the average reader due to the article providing definitions and explanations for words like "cohort" (Usmani et al., p52) and "employee performance" (Usmani et al., p56)

Example: "Researchers define “Generation” as distinguished individuals having similar characteristics such as age, birth years, and location, etc." (Usmani et al., p52)

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The purpose for the article is to look at the impact of generational diversity in the workplace in Eastern cultures when it had previously mainly been applied to Western cultures. It is also seeing the impacts of "work values and attitudes on employee performance" (Usmani et al., p51) and ways to bridge the gap between employees of different generations.

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The article talks about the differing work attuites between Gen X and Millennials and the impacts of it. It specifically focuses on banking industry in Eastern cultures (Usmani et al., p51).

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The article's authors are Sania Usmani with the Department of Business Administration, Muhammad Haris Asif with the Department of Accounts and Finances, Muhammad Zaid Mahmood with the Department of Finance, Muhammad Yousuf Khan with the Department of Creative Writing, and Mir Burhan with the Department of Marketing. Their association with these departments and the Iqra University makes them more credible.