A growing body of literature is highlighting the relevance of diversity management in the workplace since it can represent both a great opportunity as well as a massive threat for organizations. Particular attention among scholars is devoted to the recognition of generations as a relevant organizational entity. The important question of how to reward different generations is investigated here. First, ‘generations’ are considered here in terms of organizational tenure, that are: newcomers and long-stayers. Further, the bundle of valued returns offered by organizations to individuals for their engagement is here presented in terms of job resources. The aim of the paper is to shed light on an issue of which relatively little is known of, that is the relationship between job resources and work engagement among generations at work. The analysis was carried out among a sample of 298 workers in 9 social cooperatives (SCs) in Italy. Results show interesting differences between newcomers and long-stayers and could represent useful insights for the management of generational diversity within organizations.
Determinants of work engagement among generations at work. Long-stayers vs. newcomers / Daria Sarti; Kiisa Hulkko-Nyman. - ELETTRONICO. - (2013), pp. 1-10. (Intervento presentato al convegno XIV workshop dei docenti e dei ricercatori di Organizzazione aziendale. Organizing in turbulent times: the challenges ahead. tenutosi a Roma nel 30 e 31 maggio 2013).
Determinants of work engagement among generations at work. Long-stayers vs. newcomers.
SARTI, DARIA;
2013
Abstract
A growing body of literature is highlighting the relevance of diversity management in the workplace since it can represent both a great opportunity as well as a massive threat for organizations. Particular attention among scholars is devoted to the recognition of generations as a relevant organizational entity. The important question of how to reward different generations is investigated here. First, ‘generations’ are considered here in terms of organizational tenure, that are: newcomers and long-stayers. Further, the bundle of valued returns offered by organizations to individuals for their engagement is here presented in terms of job resources. The aim of the paper is to shed light on an issue of which relatively little is known of, that is the relationship between job resources and work engagement among generations at work. The analysis was carried out among a sample of 298 workers in 9 social cooperatives (SCs) in Italy. Results show interesting differences between newcomers and long-stayers and could represent useful insights for the management of generational diversity within organizations.
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