Age-based generations at work: a culture-specific approach
Research output: Chapter in Book/Report/Conference proceeding › Chapter (peer-reviewed) › peer-review
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Age-based generations at work: a culture-specific approach. / Papavasileiou, Emmanouil.
The Palgrave Handbook of Age Diversity and Work. ed. / Emma Parry; Jean McCarthy. Palgrave Macmillan, 2017. p. 521-538.Research output: Chapter in Book/Report/Conference proceeding › Chapter (peer-reviewed) › peer-review
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TY - CHAP
T1 - Age-based generations at work: a culture-specific approach
AU - Papavasileiou, Emmanouil
PY - 2017
Y1 - 2017
N2 - Shore et al.’s (2009) annotated review of diversity at work concludes that relative to other forms of diversity such as race and gender, age-based diversity has been an under-researched area. This was partly related to the fact that unlike race and gender, organisations were rarely found to take age-based initiatives (Shore et al. 2009). However, in more recent years, this situation has changed. The impending retirement of more than 75 million older workers has created a crisis in organisations as they strive to attract, retain, and ultimately assimilate a comparable number of young people who purportedly hold significantly different values, attitudes, and expectations from the generations of workers who preceded them (Ng et al. 2012; Twenge et al. 2010). As a result, leading organisations (i.e., Marriot International, Sodexo, Tata Consulting Services) have begun implementing interventions to appease the perceived high demands and expectations of the incoming generation of the workforce.
AB - Shore et al.’s (2009) annotated review of diversity at work concludes that relative to other forms of diversity such as race and gender, age-based diversity has been an under-researched area. This was partly related to the fact that unlike race and gender, organisations were rarely found to take age-based initiatives (Shore et al. 2009). However, in more recent years, this situation has changed. The impending retirement of more than 75 million older workers has created a crisis in organisations as they strive to attract, retain, and ultimately assimilate a comparable number of young people who purportedly hold significantly different values, attitudes, and expectations from the generations of workers who preceded them (Ng et al. 2012; Twenge et al. 2010). As a result, leading organisations (i.e., Marriot International, Sodexo, Tata Consulting Services) have begun implementing interventions to appease the perceived high demands and expectations of the incoming generation of the workforce.
U2 - 10.1057/978-1-137-46781-2_21
DO - 10.1057/978-1-137-46781-2_21
M3 - Chapter (peer-reviewed)
SN - 978-1137467799
SP - 521
EP - 538
BT - The Palgrave Handbook of Age Diversity and Work
A2 - Parry, Emma
A2 - McCarthy, Jean
PB - Palgrave Macmillan
ER -
ID: 5158190
