5. Understand generational diversity for strategic human resource management
In diverse workforce it is possible to have various challenges for human resource professionals. It is required to understand existing stereotypes and generalities about the characteristics about the different generations in the (Amayah & Gedro, 2014).
In 1988, Organ identifies five dimension of organizational citizenship behaviors (OCB). 1. Altruism – helping others employees at work, 2. Conscientiousness – respect to organization rules and observe those, 3. Sportsmanship – avoid making complaints, 4. Courtesy – concern on other workers, minimize the impact, 5. Civic virtue behaviors – political life within the organization, like participation to meetings. These …show more content…
Employee competencies across different generations
Competence is the ability of an individual to do a job properly. Human capital is the most valuable asset to any organization. The number of employees in an organization is not a much important asset. The true asset is certain desired employee characteristics (Baran & Kłos, 2014). The company’s potential is directly proportionate to the total competence potential of its workforce. Therefore competence management is really important to an organization success.
A study was conducted in 2013, to analysis the competences considered important form the employees’ and the employers’ point of view. 850 employees were selected to this study which belongs to BB, GX and GY. Their attitude were recoded 1to 3 scale. According to the results motivational factors are similar in all three generations (Baran & Kłos, 2014). The need of recognition is preferred by all three generations. The above results are comply with the Herzberg’s theory of motivation (Baran & Kłos, 2014). All three generations participated for this study recognized, 1. Constant development, 2. Being profit making asset to the company, 3. Adaptation skills, 4. Conflict resolution skills as employer’s expectations. All three generation were consider “Feeling of being unneeded” as discouraging factor. Companies can use competences to build competence-based human resource management models, but generational diversity have impact on intergenerational cooperation the workplace. When consider the future prospective of all three generations, most respondent of the above study consider “ balance between private life and professional life” essential factor (Baran & Kłos,
In diverse workforce it is possible to have various challenges for human resource professionals. It is required to understand existing stereotypes and generalities about the characteristics about the different generations in the (Amayah & Gedro, 2014).
In 1988, Organ identifies five dimension of organizational citizenship behaviors (OCB). 1. Altruism – helping others employees at work, 2. Conscientiousness – respect to organization rules and observe those, 3. Sportsmanship – avoid making complaints, 4. Courtesy – concern on other workers, minimize the impact, 5. Civic virtue behaviors – political life within the organization, like participation to meetings. These …show more content…
Employee competencies across different generations
Competence is the ability of an individual to do a job properly. Human capital is the most valuable asset to any organization. The number of employees in an organization is not a much important asset. The true asset is certain desired employee characteristics (Baran & Kłos, 2014). The company’s potential is directly proportionate to the total competence potential of its workforce. Therefore competence management is really important to an organization success.
A study was conducted in 2013, to analysis the competences considered important form the employees’ and the employers’ point of view. 850 employees were selected to this study which belongs to BB, GX and GY. Their attitude were recoded 1to 3 scale. According to the results motivational factors are similar in all three generations (Baran & Kłos, 2014). The need of recognition is preferred by all three generations. The above results are comply with the Herzberg’s theory of motivation (Baran & Kłos, 2014). All three generations participated for this study recognized, 1. Constant development, 2. Being profit making asset to the company, 3. Adaptation skills, 4. Conflict resolution skills as employer’s expectations. All three generation were consider “Feeling of being unneeded” as discouraging factor. Companies can use competences to build competence-based human resource management models, but generational diversity have impact on intergenerational cooperation the workplace. When consider the future prospective of all three generations, most respondent of the above study consider “ balance between private life and professional life” essential factor (Baran & Kłos,