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Work Motivation Theory : = Identifying Multi-Generational Values in the Workplace.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Work Motivation Theory :/
Reminder of title:	Identifying Multi-Generational Values in the Workplace.
Author:	Brown-Crowder, Rhonda R.
Description:	1 online resource (170 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-01(E), Section: A.
Subject:	Management. -
Online resource:	click for full text (PQDT)
ISBN:	9780355155631

Work Motivation Theory : = Identifying Multi-Generational Values in the Workplace.
Brown-Crowder, Rhonda R.

Work Motivation Theory :Identifying Multi-Generational Values in the Workplace. - 1 online resource (170 pages)

Source: Dissertation Abstracts International, Volume: 79-01(E), Section: A.

Thesis (Ph.D.)--Walden University, 2017.

Includes bibliographical references

The workforce is diverse on gender, race, ethnicity, culture, work styles, and age. Employees from different generations have varying expectations of what they value from the workplace and therefore approach work differently. Generational differences can lead to mistrust and communication breakdowns. They can also impact job satisfaction and productivity. The Generational Cohort Theory was utilized in this nonexperimental study, and the sample was recruited from CB Richard Ellis Real Estate Group. The purpose of this study was to determine the work values differences among the 4 generational cohorts: Silent, Baby Boomers, Generation X and Millennials. The research questions for this quantitative study first identified the preferred work values, utilizing the Minnesota Importance Questionnaire (MIQ), and sought if there was a statistically significant means difference in those preferred values from 1 generation to another. A 1-way MANOVA was used to analyze the effect of generation cohort affiliation with preferred work values, revealing a positive relationship between cohort and preferred work values. Results indicated that some work values are unique between generations, such as being busy all the time and doing things for other people, and some are shared, including telling people what to do and having good coworkers. Additional research is needed to address the gap in current literature in the areas of autonomy and recognition. The implications for social change include acquiring a greater knowledge of similarities and differences between older and younger workers.. This knowledge is essential for building high-performing teams, for successful recruitment, and employee retention.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355155631Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Work Motivation Theory : = Identifying Multi-Generational Values in the Workplace.
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245 1 0 $a Work Motivation Theory : $b Identifying Multi-Generational Values in the Workplace.
264 0 $c 2017
300 $a 1 online resource (170 pages)
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500 $a Source: Dissertation Abstracts International, Volume: 79-01(E), Section: A.
500 $a Adviser: Brittany Britch.
502 $a Thesis (Ph.D.)--Walden University, 2017.
504 $a Includes bibliographical references
520 $a The workforce is diverse on gender, race, ethnicity, culture, work styles, and age. Employees from different generations have varying expectations of what they value from the workplace and therefore approach work differently. Generational differences can lead to mistrust and communication breakdowns. They can also impact job satisfaction and productivity. The Generational Cohort Theory was utilized in this nonexperimental study, and the sample was recruited from CB Richard Ellis Real Estate Group. The purpose of this study was to determine the work values differences among the 4 generational cohorts: Silent, Baby Boomers, Generation X and Millennials. The research questions for this quantitative study first identified the preferred work values, utilizing the Minnesota Importance Questionnaire (MIQ), and sought if there was a statistically significant means difference in those preferred values from 1 generation to another. A 1-way MANOVA was used to analyze the effect of generation cohort affiliation with preferred work values, revealing a positive relationship between cohort and preferred work values. Results indicated that some work values are unique between generations, such as being busy all the time and doing things for other people, and some are shared, including telling people what to do and having good coworkers. Additional research is needed to address the gap in current literature in the areas of autonomy and recognition. The implications for social change include acquiring a greater knowledge of similarities and differences between older and younger workers.. This knowledge is essential for building high-performing teams, for successful recruitment, and employee retention.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Management. $3 558618
655 7 $a Electronic books. $2 local $3 554714
690 $a 0454
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Walden University. $b Management. $3 1148485
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10617757 $z click for full text (PQDT)