Advances In Management

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Advances In Management






Vol. 9(5) May 2016

Generation Gaps: Changes in the Workplace due to Differing Generational Values

Carbary Kelly, Fredericks Elizabeth, Mishra Bharat and Mishra Jitendra

The purpose of this study is to discuss the generational gaps that are found in the workplace today. With multiple generations working together, and the oldest generation having to work longer and retire later, generational changes are occurring in the workplace and for management. There is a lack of communication and understanding between the different generations caused through differing values and goals. Younger generations are also entering different fields than those that were popular for older generations. There is a serious new problem in the workplace, and it has nothing to do with downsizing, global competition, pointy-haired bosses, stress or greed. Instead, it is the problem of distinct generations — the Veterans, the Baby Boomers, Gen X and Gen Y — working together and often colliding as their paths cross. Individuals with different values, different ideas, different ways of getting things done and different ways of communicating in the workplace have always existed. So, why is this becoming a problem now? At work, generation differences can affect everything including recruiting, building teams, dealing with change, motivating, managing, and maintaining and increasing productivity All of these ideas are explored, discussed, and evaluated, through looking at current research on the topic and case studies that have been conducted not only in the United States but around the world.

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Impact of Knowledge Management on Organizational Performance

Saxena Chhavi Rani and Khan Sania

In today’s ever changing market place where only certainty is uncertainty, corporate success comes from consistently creating, spreading and using new knowledge. Now knowledge is slowly becoming the most important factor of production, next to labour, land and capital. Even though some forms of intellectual capital are transferable, internal knowledge is not easily copied. This means that the knowledge anchored in employee’s minds can get lost if they decide to leave the organization. Hence, business view is shifting from a product centric to a knowledge centric view. Companies cannot afford to under invest in using, reusing and losing knowledge that they already have. The present paper intends to measure the impact of Knowledge management on Organizational performance in IT employees.

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Predicting work performance from performance plan based on Self-Determination Theory

Ye Lan and Zhang Jian

Under the framework of self-determination theory, this study examined the relationship among performance plan, psychological needs and performance of employee. The results showed that the assessment cycle, indicators, criteria and employee’s involvement had strong relationship with the psychological needs of employees. Autonomy, competence and relatedness, as the basic psychological needs of employees, promoted the employee's performance positively. Path analysis suggested that the assessment cycle, indicators, criteria and employee’s involvement influenced employee’s performance through the psychological needs of employees.

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