Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-1049-9.CH032
H. Petrelli
Recent attention has been given to the attitudes, perceptions, and needs of the Millennial Generation both in the educational setting and the workforce. This chapter provides background and rationale for the development of a Millennial Leadership model benefitting teachers, administrators, and employers desiring to proactively address concerns attributed to individuals in the millennial generation, and positively influence their success. A brief overview of the past four generations events, both social and politically, that have shaped values and perspectives. Millennials at work and the effects of the economic recession on Millennials are also discussed. The chapter ends with a model for millennial leadership, which outlines clear expectations, open and respectful communication, consistent feedback, flexibility, involved decision-making and provided opportunities for growth.
{"title":"Millennial Leadership Model","authors":"H. Petrelli","doi":"10.4018/978-1-5225-1049-9.CH032","DOIUrl":"https://doi.org/10.4018/978-1-5225-1049-9.CH032","url":null,"abstract":"Recent attention has been given to the attitudes, perceptions, and needs of the Millennial Generation both in the educational setting and the workforce. This chapter provides background and rationale for the development of a Millennial Leadership model benefitting teachers, administrators, and employers desiring to proactively address concerns attributed to individuals in the millennial generation, and positively influence their success. A brief overview of the past four generations events, both social and politically, that have shaped values and perspectives. Millennials at work and the effects of the economic recession on Millennials are also discussed. The chapter ends with a model for millennial leadership, which outlines clear expectations, open and respectful communication, consistent feedback, flexibility, involved decision-making and provided opportunities for growth.","PeriodicalId":115157,"journal":{"name":"Five Generations and Only One Workforce","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121950776","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-0437-6.ch006
C. Stevenson
Today's workplace is composed of four generational groups of employees, each with varying degrees of technological expertise, career expectations, and professional experience. As such, higher education administrators need to identify differences among generations of workers and develop a strategic plan for managing and motivating across the generations. This case study addresses the following question: “How do higher education administrators lead and motivate multi-generational employees and online students?” An understanding of the common characteristics of each generational group is the first step for developing a strategy for motivating all employees and students in higher education. Communication, mentoring programs, training, respect, and opportunities for career advancement are components valued by all. It is important for higher education administrators to understand the values, work ethic, and communication style of the different generations. The implications for higher education administrators lie in establishing an organizational culture that promotes satisfaction for all individuals in the higher education setting.
{"title":"Communicating across the Generations","authors":"C. Stevenson","doi":"10.4018/978-1-7998-0437-6.ch006","DOIUrl":"https://doi.org/10.4018/978-1-7998-0437-6.ch006","url":null,"abstract":"Today's workplace is composed of four generational groups of employees, each with varying degrees of technological expertise, career expectations, and professional experience. As such, higher education administrators need to identify differences among generations of workers and develop a strategic plan for managing and motivating across the generations. This case study addresses the following question: “How do higher education administrators lead and motivate multi-generational employees and online students?” An understanding of the common characteristics of each generational group is the first step for developing a strategy for motivating all employees and students in higher education. Communication, mentoring programs, training, respect, and opportunities for career advancement are components valued by all. It is important for higher education administrators to understand the values, work ethic, and communication style of the different generations. The implications for higher education administrators lie in establishing an organizational culture that promotes satisfaction for all individuals in the higher education setting.","PeriodicalId":115157,"journal":{"name":"Five Generations and Only One Workforce","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122643801","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-0437-6.ch008
K. Magsamen-Conrad, Jean Dillon, L. Hanasono, Paul Anthony Valdez
This chapter describes a community-based participatory research project that embraces opportunities to augment the skills necessary to excel in an increasingly diverse workforce, especially in terms of proficiency in communication, social interaction, and technology. The Intergroup Communication Intervention (ICI) provides needed technology skills training to older adults in a community setting to improve intergroup relationships, foster positive civic attitudes and skills, and reduce ageist attitudes of younger adults. Participants build workforce skills necessary for future success as the project advances group and interpersonal communication skills across generations using technology pedagogy to bridge the divide. The ICI approach is systematic and grounded in theory. Analyses across the project's last three years demonstrate how communication processes ignite the powerful bonding that can occur over technology. This chapter encourages future research with similar goals of using longitudinal, communication studies to enhance community, competencies, and the future workforce.
{"title":"Developing an Intergroup Communication Intervention Curriculum","authors":"K. Magsamen-Conrad, Jean Dillon, L. Hanasono, Paul Anthony Valdez","doi":"10.4018/978-1-7998-0437-6.ch008","DOIUrl":"https://doi.org/10.4018/978-1-7998-0437-6.ch008","url":null,"abstract":"This chapter describes a community-based participatory research project that embraces opportunities to augment the skills necessary to excel in an increasingly diverse workforce, especially in terms of proficiency in communication, social interaction, and technology. The Intergroup Communication Intervention (ICI) provides needed technology skills training to older adults in a community setting to improve intergroup relationships, foster positive civic attitudes and skills, and reduce ageist attitudes of younger adults. Participants build workforce skills necessary for future success as the project advances group and interpersonal communication skills across generations using technology pedagogy to bridge the divide. The ICI approach is systematic and grounded in theory. Analyses across the project's last three years demonstrate how communication processes ignite the powerful bonding that can occur over technology. This chapter encourages future research with similar goals of using longitudinal, communication studies to enhance community, competencies, and the future workforce.","PeriodicalId":115157,"journal":{"name":"Five Generations and Only One Workforce","volume":"104 1-2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116113837","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-0437-6.ch002
Sumita Parmar
This chapter looks at the changing demographics of the world and examines how the needs of an aging population make it imperative for governments to factor old-age policies and programs in national planning. The chapter then interrogates the situations and problems of the elderly in India, focusing on old women and old widows who are distinct in their socio-economic and psychosocial needs. It dwells on the slowly changing perceptions and attitudes of both the old and the young towards each other in urban centers and stresses how rural India remains largely untouched by these changes.
{"title":"Women, Ageism, and Sexism","authors":"Sumita Parmar","doi":"10.4018/978-1-7998-0437-6.ch002","DOIUrl":"https://doi.org/10.4018/978-1-7998-0437-6.ch002","url":null,"abstract":"This chapter looks at the changing demographics of the world and examines how the needs of an aging population make it imperative for governments to factor old-age policies and programs in national planning. The chapter then interrogates the situations and problems of the elderly in India, focusing on old women and old widows who are distinct in their socio-economic and psychosocial needs. It dwells on the slowly changing perceptions and attitudes of both the old and the young towards each other in urban centers and stresses how rural India remains largely untouched by these changes.","PeriodicalId":115157,"journal":{"name":"Five Generations and Only One Workforce","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116525417","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-0437-6.ch012
Nihan Yıldırım, Yeliz Korkmaz
The need for understanding Generation Y employees' attitudes and expectations that considerably differed from previous generations had been a focus of researchers in the last decades. IT industry and specifically software industry had been among the most popular employment areas of Generation Y professionals and hence Generation Y Software Developers constitutes the majority of the work force in the software industry. As known, software development is a project-based business where the project management methodologies and principles are utilized. Similar to other project based works, the effectiveness of human resources management and team development is the determinant of project success in software development. Therefore, to effectively manage and to adapt appropriate approaches for leading the project teams which include Generation Y software professionals, managers and leaders prior in need to understand their perspective. In this context, research aims to understand the expectations and attitudes of Generation Y Software Developer professionals in projects. The research is structured in two parts reflecting these dual aims. The first part of the research addresses the expectations of Y generation employees from project management and project environment in software development projects. The second part of the research explores the attitudes of Y generation Employees in software development project teams. Survey is conducted with the participation of 113 Generation Y Software Professionals who are employed in major software companies in Turkey. Basic concepts that are explored in the study are expectations from working environment, expectations from project type and content, leadership, motivation factors, challenges faced, perceptions on generation conflicts and the attitudes of Generation Y professionals towards project-based work and work environments. Software industry is dominated by project based management methods, perceptions and attitudes of Generation Y in projects are expected to provide practical guidelines to policy makers and HR professionals in developing solutions and tools for improving motivations and effectiveness of Generation Y employees.
{"title":"Challenge of Millennials in Project Management","authors":"Nihan Yıldırım, Yeliz Korkmaz","doi":"10.4018/978-1-7998-0437-6.ch012","DOIUrl":"https://doi.org/10.4018/978-1-7998-0437-6.ch012","url":null,"abstract":"The need for understanding Generation Y employees' attitudes and expectations that considerably differed from previous generations had been a focus of researchers in the last decades. IT industry and specifically software industry had been among the most popular employment areas of Generation Y professionals and hence Generation Y Software Developers constitutes the majority of the work force in the software industry. As known, software development is a project-based business where the project management methodologies and principles are utilized. Similar to other project based works, the effectiveness of human resources management and team development is the determinant of project success in software development. Therefore, to effectively manage and to adapt appropriate approaches for leading the project teams which include Generation Y software professionals, managers and leaders prior in need to understand their perspective. In this context, research aims to understand the expectations and attitudes of Generation Y Software Developer professionals in projects. The research is structured in two parts reflecting these dual aims. The first part of the research addresses the expectations of Y generation employees from project management and project environment in software development projects. The second part of the research explores the attitudes of Y generation Employees in software development project teams. Survey is conducted with the participation of 113 Generation Y Software Professionals who are employed in major software companies in Turkey. Basic concepts that are explored in the study are expectations from working environment, expectations from project type and content, leadership, motivation factors, challenges faced, perceptions on generation conflicts and the attitudes of Generation Y professionals towards project-based work and work environments. Software industry is dominated by project based management methods, perceptions and attitudes of Generation Y in projects are expected to provide practical guidelines to policy makers and HR professionals in developing solutions and tools for improving motivations and effectiveness of Generation Y employees.","PeriodicalId":115157,"journal":{"name":"Five Generations and Only One Workforce","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115323201","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-1049-9.CH058
Sandra G. Bowman, Sean W. Mulvenon
For the first time in history there are four generations co-existing in the workplace. Each generation, Traditionalists, Baby Boomers, Generation X and Generation Y, has very distinct attitudes, values, ideas, behaviors, ways of communicating, and expectations. These generational differences can affect everything in the organization including recruiting and retaining employees, team building, communicating, motivating, and managing. To successfully integrate these diverse generations, companies will need to embrace changes that actively demonstrates respect and inclusion for all generations. Organizations that find a way to accommodate all generations may create a more productive work environment resulting in a powerful competitive advantage.
{"title":"Effective Management of Generational Dynamics in the Workplace","authors":"Sandra G. Bowman, Sean W. Mulvenon","doi":"10.4018/978-1-5225-1049-9.CH058","DOIUrl":"https://doi.org/10.4018/978-1-5225-1049-9.CH058","url":null,"abstract":"For the first time in history there are four generations co-existing in the workplace. Each generation, Traditionalists, Baby Boomers, Generation X and Generation Y, has very distinct attitudes, values, ideas, behaviors, ways of communicating, and expectations. These generational differences can affect everything in the organization including recruiting and retaining employees, team building, communicating, motivating, and managing. To successfully integrate these diverse generations, companies will need to embrace changes that actively demonstrates respect and inclusion for all generations. Organizations that find a way to accommodate all generations may create a more productive work environment resulting in a powerful competitive advantage.","PeriodicalId":115157,"journal":{"name":"Five Generations and Only One Workforce","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124112495","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-2008-5.CH012
Azizul Hassan
This study critically analyzes precarious youth employment in Bangladesh having a specific focus on her tourism industry. Traditionally, the tourism economy of Bangladesh is considered as promising. This research arguably identifies the tourism industry of Bangladesh encouraging conceptual precarious youth employment. From theoretical perspective, this chapter addresses the Theory of Scientific Management of Frederick Taylor (1911) and the Systems Theory of Dunlop (1958) in this context. This conceptual study understands precarious youth employment in the Bangladesh tourism and relates relevance of the two theories mentioned. Based on arguments, this study outlines the role of Information and Communication Technology (ICT) as a latent option to minimize issues generated from precarious youth employment. An in-depth analysis offers policy suggestions for the betterment of youth employment in the Bangladesh tourism industry.
{"title":"Technology Adoption for Addressing Precarious Youth Employment Issue","authors":"Azizul Hassan","doi":"10.4018/978-1-5225-2008-5.CH012","DOIUrl":"https://doi.org/10.4018/978-1-5225-2008-5.CH012","url":null,"abstract":"This study critically analyzes precarious youth employment in Bangladesh having a specific focus on her tourism industry. Traditionally, the tourism economy of Bangladesh is considered as promising. This research arguably identifies the tourism industry of Bangladesh encouraging conceptual precarious youth employment. From theoretical perspective, this chapter addresses the Theory of Scientific Management of Frederick Taylor (1911) and the Systems Theory of Dunlop (1958) in this context. This conceptual study understands precarious youth employment in the Bangladesh tourism and relates relevance of the two theories mentioned. Based on arguments, this study outlines the role of Information and Communication Technology (ICT) as a latent option to minimize issues generated from precarious youth employment. An in-depth analysis offers policy suggestions for the betterment of youth employment in the Bangladesh tourism industry.","PeriodicalId":115157,"journal":{"name":"Five Generations and Only One Workforce","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127084065","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-8286-1.CH014
M. T. Edwards, P. Robinson
There continues to be a significant increase in the number of post retirement employees (i.e., baby boomers/older workers) in the workforce, either having remained in the organization after retirement or having returned to the workforce in different capacities for varying reasons after their initial separation. A resulting accompaniment to this labor force increase is the increase in the number of boomers who will seek higher education to equip themselves with the skills needed to remain competitive in the workplace. With the advent of online learning, however, the higher education landscape is different from when baby boomers first attended college. This chapter explores the experiences of baby boomers who are pursing graduate studies in an online environment and will discuss appropriate learning strategies for baby boomers to facilitate academic success for this group of learners.
{"title":"Baby Boomers and Online Learning","authors":"M. T. Edwards, P. Robinson","doi":"10.4018/978-1-5225-8286-1.CH014","DOIUrl":"https://doi.org/10.4018/978-1-5225-8286-1.CH014","url":null,"abstract":"There continues to be a significant increase in the number of post retirement employees (i.e., baby boomers/older workers) in the workforce, either having remained in the organization after retirement or having returned to the workforce in different capacities for varying reasons after their initial separation. A resulting accompaniment to this labor force increase is the increase in the number of boomers who will seek higher education to equip themselves with the skills needed to remain competitive in the workplace. With the advent of online learning, however, the higher education landscape is different from when baby boomers first attended college. This chapter explores the experiences of baby boomers who are pursing graduate studies in an online environment and will discuss appropriate learning strategies for baby boomers to facilitate academic success for this group of learners.","PeriodicalId":115157,"journal":{"name":"Five Generations and Only One Workforce","volume":"144 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133952876","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-0437-6.ch013
C. Graham, Harold Daniel, B. Doore
The successful completion of information systems projects is already a difficult process that many times ends with projects failing to meet the information systems requirements. These requirements typically center on completing projects that perform the way initially envisioned, and delivering completed projects on time and within budget. Pressures around communication and leadership style are now compounded by the use of virtual teams. The goal of this study was to determine whether or not technical proficiency in the project-based skills, facility with database management systems development, and greater technical proficiency in coping within the virtual environment contributed to the development of greater virtual team effectiveness. This study targeted millennial students at the Maine Business School who were assigned to virtual teams tasked with developing a database management system within a virtual environment. Findings suggest that increased proficiencies in project skills will contribute to greater team effectiveness and more importantly, increased proficiencies within the virtual environment will contribute to greater virtual team effectiveness. These findings have implications for business educators and by natural extension, business practitioners as they suggest that training students and workers how to communicate, collaborate, exchange ideas, and share information better within virtual environments will improve virtual team effectiveness which should translate into greater virtual teams project outcomes.
{"title":"Millennial Teamwork and Technical Proficiency's Impact on Virtual Team Effectiveness","authors":"C. Graham, Harold Daniel, B. Doore","doi":"10.4018/978-1-7998-0437-6.ch013","DOIUrl":"https://doi.org/10.4018/978-1-7998-0437-6.ch013","url":null,"abstract":"The successful completion of information systems projects is already a difficult process that many times ends with projects failing to meet the information systems requirements. These requirements typically center on completing projects that perform the way initially envisioned, and delivering completed projects on time and within budget. Pressures around communication and leadership style are now compounded by the use of virtual teams. The goal of this study was to determine whether or not technical proficiency in the project-based skills, facility with database management systems development, and greater technical proficiency in coping within the virtual environment contributed to the development of greater virtual team effectiveness. This study targeted millennial students at the Maine Business School who were assigned to virtual teams tasked with developing a database management system within a virtual environment. Findings suggest that increased proficiencies in project skills will contribute to greater team effectiveness and more importantly, increased proficiencies within the virtual environment will contribute to greater virtual team effectiveness. These findings have implications for business educators and by natural extension, business practitioners as they suggest that training students and workers how to communicate, collaborate, exchange ideas, and share information better within virtual environments will improve virtual team effectiveness which should translate into greater virtual teams project outcomes.","PeriodicalId":115157,"journal":{"name":"Five Generations and Only One Workforce","volume":"133 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114667212","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-0437-6.ch014
Şenol Öztürk
Youth employment has been a challenge with gradual acceleration from beginning of 1990s. It also has been exacerbated by latest global crises. Besides, as a fact mutually having a fostering relation with it, increasing rate of inactive population among the youth has caused to soar worry about the matter. Although youth unemployment is a common problem for developed and developing countries, it differs in these countries in terms of formation, intensity and solution way. In two decades countries around the world have implemented particular policies against the matter accordance to action plans prescribed by international organizations such as ILO, OECD and EU. Even though, there has been some partial improvements as a result of economic and labour market policies, there is a long way to solve the problem significantly and to decrease the anxiety down to reasonable level. Therefore, the countries must continuously monitor and analyze their conditions and create integrated policies suited to socio-economic conjuncture.
{"title":"Youth Employment","authors":"Şenol Öztürk","doi":"10.4018/978-1-7998-0437-6.ch014","DOIUrl":"https://doi.org/10.4018/978-1-7998-0437-6.ch014","url":null,"abstract":"Youth employment has been a challenge with gradual acceleration from beginning of 1990s. It also has been exacerbated by latest global crises. Besides, as a fact mutually having a fostering relation with it, increasing rate of inactive population among the youth has caused to soar worry about the matter. Although youth unemployment is a common problem for developed and developing countries, it differs in these countries in terms of formation, intensity and solution way. In two decades countries around the world have implemented particular policies against the matter accordance to action plans prescribed by international organizations such as ILO, OECD and EU. Even though, there has been some partial improvements as a result of economic and labour market policies, there is a long way to solve the problem significantly and to decrease the anxiety down to reasonable level. Therefore, the countries must continuously monitor and analyze their conditions and create integrated policies suited to socio-economic conjuncture.","PeriodicalId":115157,"journal":{"name":"Five Generations and Only One Workforce","volume":"259 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132328687","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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