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Age-based generations at work: a culture-specific approach

Research output: Chapter in Book/Report/Conference proceedingChapter (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 proceedingChapter (peer-reviewed)peer-review

Harvard

Papavasileiou, E 2017, Age-based generations at work: a culture-specific approach. in E Parry & J McCarthy (eds), The Palgrave Handbook of Age Diversity and Work. Palgrave Macmillan, pp. 521-538. https://doi.org/10.1057/978-1-137-46781-2_21

APA

Papavasileiou, E. (2017). Age-based generations at work: a culture-specific approach. In E. Parry, & J. McCarthy (Eds.), The Palgrave Handbook of Age Diversity and Work (pp. 521-538). Palgrave Macmillan. https://doi.org/10.1057/978-1-137-46781-2_21

Vancouver

Papavasileiou E. Age-based generations at work: a culture-specific approach. In Parry E, McCarthy J, editors, The Palgrave Handbook of Age Diversity and Work. Palgrave Macmillan. 2017. p. 521-538 https://doi.org/10.1057/978-1-137-46781-2_21

Author

Papavasileiou, Emmanouil. / Age-based generations at work: a culture-specific approach. The Palgrave Handbook of Age Diversity and Work. editor / Emma Parry ; Jean McCarthy. Palgrave Macmillan, 2017. pp. 521-538

Bibtex

@inbook{3d0b112c45af476a8c132d30bd586b89,
title = "Age-based generations at work: a culture-specific approach",
abstract = "Shore et al.{\textquoteright}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.",
author = "Emmanouil Papavasileiou",
year = "2017",
doi = "10.1057/978-1-137-46781-2_21",
language = "English",
isbn = "978-1137467799",
pages = "521--538",
editor = "Emma Parry and Jean McCarthy",
booktitle = "The Palgrave Handbook of Age Diversity and Work",
publisher = "Palgrave Macmillan",

}

RIS

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