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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