Despite decades of residence, Turkish-Dutch citizens, one of the largest immigrant groups in the Netherlands, continue to face significant disparities in health, social, and economic factors compared to native Dutch citizens. To better understand this persistent disparity, we examined the acculturation process of Turkish-Dutch citizens across three generations. Our study addressed two critical research gaps: (1) acculturation processes across three generations within a specific immigrant group, and (2) different acculturation domains across these generations. Data from 464 participants (232 Turkish-Dutch, 232 Dutch) show that acculturation varies significantly across generations (1st, 2nd, and 3rd) and domains (i.e., national identification, cultural values, language, and media use), with the second generation demonstrating the strongest resemblance to native Dutch citizens in most domains. These findings contribute to a nuanced understanding of acculturation processes and confirm the need for future research to consider generational differences and domain-specificity. The results have potential implications for policymakers and practitioners aiming to reduce disparities of Turkish-Dutch citizens with tailored policy and communication strategies.
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This paper investigates generational differences in the relations between psychological contract fulfillment and work attitudes. Data were collected from a sample of 909 employees in the Dutch service sector. Structural equation modeling analyses were used to test the moderating effects of generational differences on the influence of psychological contract fulfillment on affective commitment and turnover intention. The relationship between psychological contract fulfillment and these work outcomes was moderated by generational differences. Furthermore, results indicate that different generations respond differently to different aspects of psychological contract fulfillment, such as career development, job content, organizational policies, social atmosphere and rewards. The study provides evidence that generational differences impact the reciprocal relationship between employer and employee. Results from this study suggest that Baby Boomers and Generation X may be more motivated by social atmosphere, whereas Generation Y may be more motivated by job content and career development. Fair organizational policies are particularly motivating to Generation X, and providing rewards, though more important to Generation Y, seem mostly unrelated to work outcomes. This article is the first to study the moderation of generational differences in the relationships between psychological contract fulfillment and work outcomes.
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Despite the increased attention paid to generational differences especially from practitioners and the popular press, systematic and empirical intergenerational research has been scarce, is largely North American centric, and lacks consistent results. The present study aimed to fill this gap by examining whether differences exist among generations in their key work and organizational attitudes, personal values, and work ethic values in the United States and Turkey. Survey data were gathered from 1019 employees (427 from the U.S. and 592 from Turkey). We found little evidence supporting substantive and significant generational differences or their association with key outcome variables. Furthermore, the U.S. originated classification of generations cannot be generalized to the Turkish business context.
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This article comments on the article on the myth of generational differences in the workplace by Stassen, Anseel and Levecque published in this journal. We reflect on a number of topics: Is the concept of generations a myth or a hype (no); the contribution of Stassen et al.‘s article to the body of knowledge on generations (limited); a discussion of research methods and conceptualization (we suggest other methods and other questions to ask); and the added value of research on generations in the workplace to managers and HR professionals. In this commentary, we do not just comment on the article by Stassen et al., but propose a number of alternative approaches of the problem. Finally, we argue that generational research, albeit with limitations, is relevant for managers and HR professionals, if only for adding a socio-cultural frame of reference to the discussion in organizations on how diversity in organizations can be better understood and used.
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The future of age-friendly cities and communities (AFCC) needs to adapt and be more agile to the changing needs of residents of all ages. The UN Decade of Healthy Ageing ‘the Decade' provides a unique opportunity to further strengthen age-friendly environments. The Decade brings together governments, civil society, international agencies, professionals, academics, the media and the private sector for 10 years of concerted action to improve the lives of older people, their families and the communities in which they live. This editorial serves as a thought piece and outlines recommendations for the imminent and future discourse surrounding digital transformation, digital skills/literacy and financial implications on societal citizens in the AFCC discourse. Action is needed now, and this can only be achieved by talking openly about the real issues and concerns affecting people in our communities and in the future.
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This article focuses on religious and non religious coping strategies of migrants of the first, second and third generation Muslims of rural Moroccan background in the Netherlands. In this study it was found that in dealing with stressful events and difficult emotions, the younger generations make still use of the religious coping strategies of the first generation but combine them with more active problem-solving behaviour and a less deferring, more collaborative religious coping style towards God.
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This literature review explores ways older workers might continue to make waves and impact their work organization. The topic of the paper is grounded in the problem of an ageing organizational population looming in the near future. The work presented here is a start to helping management in knowledge-intensive organizations to understand how to effectively utilize the capacities of older knowledge workers by stimulating intergenerational learning as a means to retain critical organizational knowledge, encourage innovation and promote organizational learning through knowledge building. First, the concept of intergenerational learning is developed followed by a discussion of the organizational factors important for it to take place. The last section presents ideas on how to design and implement intergenerational learning as an organizational development program.
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