engleski

Generational HRM Preferences – Motivating Xers and Yers

Contemporary work-related literature is filled with an ongoing debate alongside the similarities, differences and overlaps of the cross-generational workforce, resulting with a lack of consensus among experts about generation specifics and their impact on the work environment. To aid with a serious shortage of empirical studies on generational HRM preferences, this chapter aims to add to the discussion in two ways. firstly, by providing an extensive theoretical systematization of HRM practices which are likely to be the most effective for achieving high performance from the two prevailing generations in the contemporary workforce (Xers and Yers), and secondly by exposing empirical evidence from a comprehensive study on the topic. Using 275 Xers and 544 Yers as a sample, contrasting the theoretically based previous knowledge, the study revealed that Xers and Yers can be attracted, motivated, and retained by identical HRM practices. Comparing and contrasting the preferences of Xers and Yers, this chapter identifies the foremost HRM preferences of the two generations: (1) jobs which add a significant value both to the organization and society, that are challenging and enable growth, (2) performance, systems, rewards and promotions based on individual contribution and potential, (3) opportunities to continually learn, develop and be promoted, (4) online job search and application, (5) work-life balance and flexible work arrangements, and (6) considerable material rewards and benefits.

generation X ; generation Y ; HRM preferences ; Croatia

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