			Home About us Contact

Generation Y (generation + y)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	66%

Selected Abstracts

GROWING UP AMISH: THE TEENAGE YEARS. (The Young Center Books in Anabaptist and Pietistic Studies.) By Richard A. Stevick THE SPIRIT OF GENERATION Y: YOUNG PEOPLE'S SPIRITUALITY IN A CHANGING AUSTRALIA By MichaelMason, Andrew Singleton, and Ruth Webber TEENAGE WITCHES: MAGICAL YOUTH AND THE SEARCH FOR SELF By Helen A. Berger and Douglas Ezzy

JOURNAL FOR THE SCIENTIFIC STUDY OF RELIGION, Issue 3 2008
TIM CLYDESDALE
No abstract is available for this article. [source]

Time Warner Cable Kansas City looks beyond the usual suspects for ways to retain and engage customer-facing employees

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 1 2008
Wendy Vega
When too many new hires are leaving after just a few months on the job, despite effective recruitment and on-boarding programs, it is time to look for answers in new places. This company set out to strengthen the relationship between frontline supervisors and their new,mostly Generation Y,customer care specialists, and found it's never too early to start building engagement. Keys to early development of a strong supervisor-employee bond include beginning relationship building during the hiring interview; supervisor participation in new-hire training; learning the individual's personal drivers of engagement; 30-/60-/90-day assessments with coaching and mentoring; and exposing the new hire to positive high-performing peers (while buffering them from negative influencers). © 2008 Wiley Periodicals, Inc. [source]

Looking at Gen Y shopping preferences and intentions: exploring the role of experience and apparel involvement

INTERNATIONAL JOURNAL OF CONSUMER STUDIES, Issue 3 2008
P. Sullivan
Abstract Apparel retailers need more information to reach and increase patronage from Generation Y with $150 billion purchasing power. Experiential retailing, involving one or more of the five senses, helps create utilitarian and hedonic benefits for brick-and-mortar apparel shoppers. However, little is known about how Generation Y responds to experiential strategies. This study of Generation Y brick-and-mortar apparel shoppers, using a cohort approach, seeks to determine which dimensions of a shopping experience, as well as shopping involvement level and demographics, are associated with store preference and patronage intent. [source]

Generational Characteristics and Their Impact on Preference for Management Control Systems

AUSTRALIAN ACCOUNTING REVIEW, Issue 3 2010
Emma Petroulas
Research indicates that different macro-socialisation results in systematic differences in generational characteristics, which may in turn result in different generational workplace preferences for management control systems (MCS). An exploratory study was undertaken of three generations (Baby Boomers, Generation X and Generation Y) and their MCS preferences in a large Australian professional services firm. The results found that each generation exhibited different characteristics and these differences are linked to specific generational MCS preferences for goal setting, performance evaluation, administrative controls and incentives. These findings have implications for MCS design that attracts, motivates and retains employees, improves organisational performance, and manages intergenerational conflict. [source]

Generational attitudes of rural mental health nurses

AUSTRALIAN JOURNAL OF RURAL HEALTH, Issue 2 2009
Andrew Crowther
Abstract Objective:,To determine how attitudes of rural mental health nurses differ across generations. Design:,Survey. Setting:,Mental health services in rural New South Wales. Participants:,Practising mental health nurses. Main outcome measures:,Survey responses. Results:,Survey response rate 44%. A total of 89 mental health nurses, clustered in inpatient units and community health centres, responded. Of these nurses, 4 were veterans, 52 baby boomers, 17 Generation X and 5 Generation Y. Conclusions:,There are significant differences in how mental health nurses from different generations view their work, and in what is expected from managers. Managers need to modify traditional working styles, allowing greater flexibility of employment. They must also accept lower staff retention rates, and facilitate the development of younger staff. [source]

Game on: Theory Y meets Generation Y

BUSINESS STRATEGY REVIEW, Issue 4 2008
Julian Birkinshaw
Julian Birkinshaw and Stuart Crainer look at a Microsoft team that is changing the way it works by incorporating the interests of its young employees to increase creativity and productivity. [source]