Here comes Generation Z: Millennials as managers

As the workplace continues to change, a new generational cohort—Generation Z, sometimes referred to as iGen—is beginning to enter the workforce. At the same time, millennials are now progressing in their careers and will be challenged with managing these incoming workers. The purpose of this article is to provide a contextual overview that identifies and illuminates some of the defining work-related characteristics of these two youngest generations in the workplace to increase understanding of the potential intergenerational conflict between these cohorts and develop leadership strategies that can be utilized to increase employee morale and productivity. This article analyzes the millennial supervisor-Gen Z subordinate relationship based on generational cohort theory, leader-member exchange (LMX) theory, and the work values framework.     

THE EFFECTS OF EMPLOYEE OWNERSHIP ON EMPLOYEE ATTITUDES: AN INTEGRATED CAUSAL MODEL AND PATH ANALYSIS*

Research on employee-owned organizations to date has utilized alternative theoretical perspectives and has examined varying attitudinal outcomes. This study reviews previous research and attempts to integrate the findings into a causal model that combines the results of prior studies. the resulting causal model was tested empirically with a sample (N= 181) of employees from a firm that adopted an employee ownership programme. Financial value of the ESOP was positively related to satisfaction with the ESOP plan, but was not related to other attitudinal variables. Perceived influence from ownership was positively related to ESOP satisfaction, job satisfaction, and organizational commitment. ESOP satisfaction, job satisfaction, and organizational commitment were negatively related to turnover intention. ESOP satisfaction and turnover intention were related to actual employee turnover behaviour over an extended time period.