The Next Generation: Business Performance

Next_Generation

Generation Z is made up of individuals who were born from the year 1995 to date. It makes up about 25.9% of the total population of the United States, and also contributes a total of about $ 44 billion to the economy of America (Carrington, 2016). Generation X, on the other hand, comprises of people who were born between the year 1966 to 1976, while those in generation Y, commonly known as the Millenniums, were born between the year 1977 and 1994. There is a big difference between generation Z (post-millennium) and the millennial (Combi, 2015). The difference between those two groups is very important especially in the preparation of business to shift marketing, compete favorably and adjust leadership (Koulopoulos & Keldsen, 2014).

Generation Z is mainly made up of young and innovative individuals (Nissen, 2014). For this reason, among others, most entrepreneurs have realized that having employees from this generation will enable their organizations to achieve competitive advantage (Dörrenbächer & Geppert, 2017). Most of the young generation are realists, and they believe in having room for more knowledge. No one can be able to know too much or be too prepared (Mattox, 2016). Hence, they are the best generation to utilize the professional development opportunities and career-focused perks with higher education and training courses to always stay ahead of the curve (In Williamson et al., 2013).

Generation Z is known of being a generation of people who speak to their independent nature (Stillman & Stillman, 2017). When it comes to the workplace, they have the tendency of taking things and actions into their own hands (Chilton & Bloodgood, 2014). They value their opinions, and always want to set their own personal goals (Tromblay & Spelbrink, 2016). Entrepreneurial companies need this mentality to compete favorably in the market (Kalling, 2005). Large companies, on the other hand, can take advantage of the same by increasing the number of entrepreneurial opportunities in their operating business model (Levy, 2001).

According to research, the older an employee gets, the more important it becomes to achieve a work-life balance for both genders. Generation Z understands the fact that life priorities matters (Al-Hakim, Pan & Wei, 2016). For them, suggestions of better balance opportunities is not enough. Most of the employees in the past were reluctant to grab such opportunities with the fear of what their coworkers and management might think of them (Bhaduri, 2016). Nowadays, employees from Generation Z have magnified the importance of priorities outside work (Tatachari, Manikandan & Gunta, 2014). A business culture that acknowledges balance will lead to a more confident and well-rounded workplace (Kong, 2014). This increases the work output and efficiency of employees.

It is only through Generation Z that the gender equality code will be cracked. Most companies have realized the competitive advantage of leadership diversity (Bergh, Behrer & Maeseneire, 2016). Only women from Generation Z can take the leap. Companies which will realize and make it through imposing or perceiving barriers, which will earn the loyalty of women, will enjoy both the short-term and long-term competitive advantages (Joseph, 2005). Most women from Generation Z are erudite and innovative just as men, which was not the case ages ago (Scase, 2007). Nowadays, women have been empowered, and can compete favorably just like men (Davidson, Keegan & Brill, 2004).

References:
Al-Hakim, L., Pan, Q., & Wei, J. (January 01, 2016). The Effect of Organizational Slack on Innovation Performance.
Bergh, J. ., Behrer, M., & Maeseneire, P. . (2016). How cool brands stay hot: Branding to generation Y and Z.
Bhaduri, S. N. (2016). Advanced business analytics: Essentials for developing a competitive advantage.
Carrington, V. (2016). Generation Z. Springer Singapore.
Chilton, M. A., & Bloodgood, J. M. (January 01, 2014). Competitive Advantage and Automated Sharing of Tacit Knowledge.
Combi, C. (2015). Generation Z: Their voices, their lives. London: Hutchinson.
Davidson, J. H., Keegan, W. J., & Brill, E. A. (2004). Offensive marketing: An action guide to gaining competitive advantage. Amsterdam: Elsevier Butterworth-Heinemann.
Dörrenbächer, C., & Geppert, M. (2017). Multinational corporations and organization theory: Post millennium perspectives.
In Williamson, P. J., In Ramamurti, R., In Fleury, A. C. C., & In Fleury, M. T. L. (2013). The competitive advantage of emerging market multinationals. Cambridge: Cambridge University Press.
Joseph, R. L. (2005). New millennium “mulattas”: Post-ethnicity, post-feminism, and the mixed-race excuse.
Kalling, T. (January 01, 2005). ERP Systems and Competitive Advantage.
Kong, E. (January 01, 2014). The Role of Social Intelligence in Acquiring External Knowledge for Human Capital Development, Organisational Learning, and Innovation.
Koulopoulos, T., & Keldsen, D. (2014). Gen Z Effect: The Six Forces Shaping the Future of Business. Brookline: Taylor and Francis.
Levy, N. (2001). Being up-to-date: Foucault, Sartre, and postmodernity. New York: P. Lang.
Mattox, J. R. (2016). Learning analytics: Measurement innovations to support employee development.
Nissen, M. E. (January 01, 2014). Harnessing Knowledge Power for Competitive Advantage.
Scase, R. (2007). Global remix: The fight for competitive advantage. London: Kogan Page.
Stillman, D., & Stillman, J. (2017). Gen Z @ work: How the next generation is transforming the workplace.
Tatachari, S., Manikandan, K. S., & Gunta, S. S. (January 01, 2014). A Synthesis of Organizational Learning and Knowledge Management Literatures.
Tromblay, D. E., & Spelbrink, R. G. (2016). Securing U.S. innovation: The challenge of preserving a competitive advantage in the creation of knowledge.

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Attracting and Retaining Talent: An Individual Perspective

Success in business organizations is determined by the achievement of objectives and goals. Al Ariss, Cascio and Paauwe (2014) argue subiendo--647x400that success depends on the ability of the prospect to attract, retain as well as engage great talents in the competitive labor market. According to human capital theory, attracting highly skilled personnel is as important as acquiring equipment or adopting new technological practices in an organization (Collings & Mellahi, 2009). It creates a competitive edge against the rival firms in the industry. The method of attraction includes provision of competitive pay, employee benefit packages, and reputable corporate brand (Christensen Hughes & Rog, 2008). Research conducted by McKinsey consultants in the book The War of Talent affirms that successful companies employ talent management strategies to improve productivity. These companies tend to be a preference to job seekers in the labor market as they provide incentives to their employees (Collings & Mellahi, 2009). Intrinsically, a study conducted by Ashridge Management Index of the Business Trends confirmed that talent management is an important aspect of the performance of an organization (Kontoghiorghes & Frangou, 2009). Of the 800 managers interviewed in the study, 66% recommended talent management as an important emerging trend in corporate success.

During recruitment of staff, the prospective candidate is evaluated based on psychological tests and how their intellectual capabilities reflect the demands of the company (Nazir, Shah & Zaman, 2012). The Only-the-best Theory as a concept of talent management theory requires managers to hire human labor with best talents compared to them. Human personnel that are smarter than the management is a key factor in the success of an organization. As per Katzenbach, Team-on-a-bus theory is an important concept in talent management (Orlova, Afonin & Voronin, 2015). It serves to bridge the gap conflict between goals of an organization and the talent to realize the goals. As such, the management acquires the right people required for the progress of the organization.

Cao, Chen and Song (2013) reiterates on reward management as a talent development strategy. Best performing employees are rewarded for boosting their morale. According to Maslow on hierarchy theory, motivation is an important aspect of human development. Rewards can be categorized as either cash or non-cash, and it is an incentive provided to satisfy the psychological needs (Wallace et al., 2014). Apparently, monetary pay as a form of reward has significant values compared to non-cash rewards. It motivates and reinforces retention of employees. With respects to total reward theories, intrinsic rewards tend to motivate employees as compared to the extrinsic rewards (Orlova, Afonin & Voronin, 2015). The latter relates to salary, working environment, and job security. In as much provision of the extrinsic factors are important, the intrinsic factors had an impact on boosting the performance of the employee. It modifies behavior by improving the innovative and creativity aspects of employees. Studies by James & Mathew (2012) affirm that performance-based incentives rank highest among the motivation factors in Chinese culture. As such, human resources performance is high in China as confirmed by the influx of overseas investment (Jiang et al., 2009). Therefore, employees in the country tend to work more than the financial gains they acquire.

References

Al Ariss, A., Cascio, W. F., & Paauwe, J. (2014). Talent management: Current theories and future research directions. Journal of World Business, 49(2), 173-179.

Cao, Z., Chen, J., & Song, Y. (2013). Does Total Rewards Reduce the Core Employees’ Turnover Intention? International Journal of Business and Management, 8(20), 62.

Christensen Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757.

Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human resource management review, 19(4), 304-313.

James, L., & Mathew, L. (2012). Employee retention strategies: IT industry. SCMS Journal of Indian Management, 9(3), 79.

Jiang, Z., Xiao, Q., Qi, H., & Xiao, L. (2009). Total reward strategy: A human resources management strategy going with the trend of the times. International Journal of Business and management, 4(11), 177.

Kontoghiorghes, C., & Frangou, K. (2009). The association between talent retention, antecedent factors, and consequent organizational performance. SAM Advanced Management Journal, 74(1), 29.

Nazir, T., Shah, S. F. H., & Zaman, K. (2012). Literature review on total rewards: An international perspective. African Journal of Business Management, 6(8), 3046.

Orlova, L. V., Afonin, Y. A., & Voronin, V. V. (2015). Talent Management and Knowledge: Theory, Methodology, Models.

Wallace, A. P. M., Lings, I., Cameron, R., & Sheldon, N. (2014). Attracting and retaining staff: the role of branding and industry image. In Workforce development (pp. 19-36). Springer Singapore.

 

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Gracias, Ignacio

Un héroe. Ojalá, haya muchos más como tú en este mundo.

patin

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Humanism: A Business Perspective

humanism-1Humanistic approaches such as participation of stakeholders and corporate social responsibility are rapidly developing in today’s organizations with the aim of enhancing long-term growth and profitability. However, humanism in business goes beyond the root of these approaches and tends to explore the possibility of creating a society that is value-oriented and human-centered; anchored on humanistic principles. Apparently, arguments based on philosophical, spiritual, economic, psychological and organizational arguments indicate that if effectively applied, humanism can transform a business in three distinct categories; at the system’s level, at the level of the organization and at an individual level.

 It is essential to consider healthy development in an individual’s perception. Especially, it is important to take into consideration the wellbeing of an individual regarding the job in humanism theory; a healthy individual can notice the correlations between their senses of self or who they are, and what they perceive that they should be or their ideal self. In principle, no one tends to go through the perfect correlation at the same time, but the relativity of the correlation is a health indicator. Abraham Maslow, being one of the founders of the Humanistic Approach, is better remembered because of his curiosity in applying the psychological principles in some of the areas in business settings. Prominently, his work on the hierarchy of needs for many years have been a primary concept in HR and organizational behaviors. Maslow came up with the term ‘Third Force’ in an attempt to describe the Humanistic Approach and stress on how distinct it was from the psychodynamics and behaviorists approaches, which was widespread in the 1950’s. In his theory, he stresses on motivation to be essential in understanding behavior. This becomes the principal of personality theory, which ultimately describes the characteristics of a healthy growth.

In the 1950’s, many researchers acknowledged the practical significance of the Maslow’s hierarchy of needs to the working class. They easily realized that for workers who are not in the management, their job only fulfilled their basic and security needs. They were only paid for the work done and were not assured of subsequent work. Furthermore, there was a total inconsideration for the higher order needs like social needs, self-actualization and esteem needs. Maslow, suggests that there could be more concern on the higher needs on the level of management in an organization. He observed that many organizations had their employees promoted majorly based on their technical qualifications at the expense of other considerations. Essentially, this implies that if a person could do a particular job, then that job was the only best choice for that person. Apparently, there was no emphasis laid by organizations regarding the psychological satisfaction with task as being a critical factor.

Intrinsically, some employees get promoted out of jobs that satisfied their needs into jobs that do not give them such satisfaction. This could imminently make them not to be effective. According to Maslow’s opinion, it is important to recognize employees’ perception of their jobs in relation to need satisfaction, the same way Maslow outlined, for the satisfaction of individuals and for the success and efficiency of an organization. Therefore, identifying people’s perception of their work can enable organizations to match employees to jobs that they do not only have expertise, but those that would satisfy them too.

 

Reference

Maslow, A. H. A Theory of Human Motivation. Lanham: Dancing Unicorn Books.

 

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Leadership Development: Coaching VS Mentoring

Leadership-2400x813Coaching is task oriented. The coach focuses on specific issues like learning how to think
strategically, managing more effectively and speaking more articulately. The process requires an expert coach capable of impacting these techniques (MacKie, 2014). Mentoring however, is relationship oriented and attempts to establish an enabling atmosphere in which the person being mentored can share all the issues that affect their personal and professional success. Whereas specific learning objective or capabilities might be employed to help build the relationship, other issues such as self-confidence, work/life balance and how one’s person can have an effect on the professional.

Coaching is a short time endeavor. It can last just a few sessions. Depending on the purpose of the coaching, it can tailor made to last as long as it is needed. Mentoring however, takes a long time to be successful, because the partners need more time to bond and gain each other’s trust so that the person being mentored can share actual issues that affect their success (Day et al., 2014). Coaching is performance oriented. The fundamental focus of coaching is to enhance a person’s on the job performance and entails either improving current skills or getting fresh expertise. After the individual under coach program obtains the necessary skills. The contract with the coach ends. Alternatively, mentoring on the other hand is development driven and is informed by the need to develop a person for both the current job and the future.

From my point of view, mentoring and coaching are both good methods to develop executive leadership. Depending on time, one can choose one over the other because coaching takes a short time while mentoring is long-term endeavor. In contrast, the preference of mentorship is higher due to the longer time of contact with the mentee.

 

 

References:

Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25(1), 63-82.

MacKie, D. (2014). The effectiveness of strength-based executive coaching in enhancing full range leadership development: A controlled study. Consulting Psychology Journal: Practice and Research, 66(2), 118.

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Why invest in Talent Management?

Talent management entails attracting, developing, recruiting, and tenaretaining qualified employees in their pivotal roles. Also, talent management helps in recognizing an individual who excels in certain activities and performances upon which, they are supported to go beyond the limit whereas their colleagues are encouraged to emulate what they are doing differently (Hiller et al., 2017). Nonetheless, organizations that have a human resource team that focuses on good talent management has an increased competitive advantage. Since talent management helps in recruiting the right person to perform a specific task, retaining such top talent, recruiting qualified individuals, understanding the workforce, is key in implementing certified development decisions.

Through proper ascertaining of a person’s skills, strengths, and decisions, there is a good chance of hiring the right person for the specified job. An organization can use various methods and techniques in selecting the right person (Cobb, 2017; Noe et al., 2006). Such as developing a stock of skill inventories for each position in the organization. Therefore, during interviews, the panel can easily map out the required skills for a particular job. The act is important for a given perspective of the individual and the organization since the right person is hired for the right position; thus, rendering increased employee productivity.

Despite the changing of economic status globally, the main concern of most organization is attrition. Therefore, retaining top talent is rendered significant to growth and leadership in the marketplace. Since failure to retaining top talents in an organization is likely to give the competitors an upper hand. Consequently, organizations are now focusing on recruiting, developing, retaining, and engaging quality people by charting strategies and programs for employee’s retention (MS Experts, 2017). The strategies and programs include taking care of employee’s growth in career and ensuring the performance of succession planning whereas rewarding those who are performing well.

An organization is given appraisals by the quality of the employees it possesses. Hiring has proven to be a challenge for many organizations. This is because some organizations conduct interviews that terrifying. They ask questions that are partly inquisitional or partly interrogative while others let the interviewees wait for long or ask preposterous questions that throw them off guard (Lawler, 2010; Cobb, 2017). A smart organization knows how to get the best employees; thus, they ensure they undertake interviews that seek talent that will best fit in their values and goals. It is not surprising that in the human resource processes talent management programs, training, and hiring assessment has become an important aspect.

Understanding one’s employees is a great motivation tool for them to deliver and give their best performance. Managers need to know what makes their team members happy and avoid ignoring the employees since they can feel unmotivated. Managers should also appreciate their employees and let them feel special. Failure to this makes employees feel demoralized and they work for the salary and view work as a burden. Accordingly, the management team should get the deep insights of employees by undertaking continuous employee assessment (Lewis & Heckman, 2006). The assessments helps in knowing employees’ developmental needs, weaknesses and strengths, abilities, career aspirations, likes and dislikes that helps to determine what motivates an employee; hence, yielding high work productivity.

An organization can easily invest on improving professional developmental decision if it understands it’s potential. Hence, talent management can make this easier for any organization since development involves investing towards training, learning, and development for an individual either for personal growth, performance management, or succession planning (Collings & Mellahi, 2009). In addition, if employees are positive in the organization talent management practices, there is a high chance for them to develop confidence in the future of the organization. Thus, leading to a workforce that is more committed and determined in engaging to practices that outperform their competitors is essential for any organization to achieve its objectives.

Finally, in the contemporary world, organizations and companies have to make an informed decision in the workplace due to the rapidly increasing global market. Thereby, it is critical to have the right professional in the right work position since organizational success and shareholder value is parallel to the attraction and retaining of the best quality talent. The key to profitability and productivity of organizations is not only having people, but having the right people in the right place. Thus, if organizations can make efforts in designing and balancing their work they have a high chance of making sound and more informed decisions that ensure top talents are positioned in vital roles that produce positive effects to organizational strategies and success.

 

 

References:

Cobb, A. (2017). Using Talent Management to Drive Competitive Advantage, by Adam Cobb. Hotelexecutive.com. Retrieved 12 February 2017, from http://hotelexecutive.com/business_review/2735/using-talent-management-to-drive-competitive-advantage

Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human resource management review, 19(4), 304-313.

Hiller, R. (2017). Gaining Competitive Advantage by Using Talent Management – Capterra Blog. Blog.capterra.com. Retrieved 12 February 2017, from http://blog.capterra.com/gaining-competitive-advantage-using-talent-management/

Khurshid, R. & Darzi, M. (2017). Managing talent for competitive advantage. International Journal of Applied Research, 2(2), 569-571.

Lawler III, E. E. (2010). Talent: Making people your competitive advantage. John Wiley & Sons.

Lewis, R. E., & Heckman, R. J. (2006). Talent management: A critical review. Human resource management review, 16(2), 139-154.

MSGExperts, (2017). Benefits of Talent Management. Managementstudyguide.com. Retrieved 12 February 2017, from http://www.managementstudyguide.com/benefits-of-talent-management.html

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2006). Human resource management: Gaining a competitive advantage.

Schichtle, N. (2017). Retrieved 12 February 2017, from http://www.kellyocg.com/uploadedFiles/7-KellyOCG/2-Knowledge/Talent-management/The-impact-of-talent.pdf

 

 

 

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Humanistic Leadership and Business Performance

 

Humanistic LeadershipHumanistic leadership style is a sense of application of values and humane tendencies in the application of leadership in organization or a business setting. It focuses on the personal development and growth of an individual by constitution the various ethics that help create a conducive work environment for workers ( Kahai, Sosik & Avolio, 2003). It also outlines the responsibilities that individual workers are meant to share in by spreading them in a fair manner leading to cohesion in the workplace. Humanism focuses mainly on morality and the establishment of a precedent to do things correctly leading to a drastic improvement in the quantity and quality of work done in industry.

Humanism has a major impact on efficient and effective communication in business. Its aspect of in a business sense leads to the likeability of the individual and thus creates a dynamic that allows efficient leadership. It also increases ones perception of integrity leading to people listening to the information that is given out by the person. This then means that a credible person creates a much larger space for people to be effective in their jobs and other activities. This aspect also creates trust in the leadership as they are portrayed as trustworthy figures. This is an important aspect as it consolidates the staff into following directives in the company without the creation of strikes or riots in the workplace (Xenikou & Saimosi, 2006).

Humanism also creates a facet for the increase of competence levels in a work environment. This sis enhanced by the effective communication methods that a credible employer may use in the critique of a junior worker under them. If criticism is given towards a person in a more thoughtful way, there is evidence of improving levels of output as well as the prevention of common mistakes that occur in the manufacture of products. This drastically reduces the levels of losses as a collective as each employee functions at an optimum rate.

Humanistic leadership also creates the success of change in the company by incorporating the aspects of employee welfare. A major barrier to effective employee employer relations is the lack of the observance of the welfare of the employee in the business aspect of a company. This mostly stems from the habit of making a profit that is mostly the end goal of all businesses. To encounter this, the Humanistic Leadership Style employs the use of employee welfare. They are encouraged to join unions that create an environment for the caring of their rights. Also introduced are pension programs and healthcare insurance services to further care for their needs. This practice helps create a happy workforce that maximizes its optimum functions (Goleman, Boyatsiz & Mckee, 2002).

Lastly is the outlining of the structure of the company. Humanistic leadership helps facilitate for a smoother transition in the company aesthetic through the adoption of various techniques that facilitate the growth of the employer –employee relationship. This is done through team building exercises that help develop the relationship between the management and their staff. This effort helps in the strengthening of the relationship between the two helping improve the relations and creating familiarity. This approach means that the staff views their leadership as peers and is not afraid to interact with them leading to the integration of both sides. A better relationship leads to better office results and thus profitability in the company.

 

Reference

Goleman, D., Boyatzis, R. E., & McKee, A. (2002). The new leaders: Transforming the art of leadership into the science of results (p. 14). London: Little, Brown.

Kahai, S. S., Sosik, J. J., & Avolio, B. J. (2003). Effects of leadership style, anonymity, and rewards on creativity-relevant processes and outcomes in an electronic meeting system context. The Leadership Quarterly, 14(4), 499-524.

Xenikou, A., & Simosi, M. (2006). Organizational culture and transformational leadership as predictors of business unit performance. Journal of managerial psychology, 21(6), 566-579.

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Passion at Work and Performance of Senior Managers

blog-logo-940-198Several existing studies have indicated that nurturing the personalities of worker passion in their workforce, companies can make unremitting performance improvements and develop the resilient they require to endure unremitting market challenges and disruptions. According to Hagel et al. (2014), more than 88% of American workforce are unable to contribute to their full potential since they do not have passion of their work. Very few Americans in the workforce, around 12.3% have been found to possess the attributes of worker passion. Passionate workers are really committed to consistently attaining higher levels of performance. In contemporary ever changing business environment, organizations are looking for passionate workers, ranging from junior to senior employees because such employees are driving thrilling and constant performance gains. This paper discusses how passion of work is related with performance of senior managers.

Vallerand and Houlfort (2003) defined passion “as a sturdy feeling toward an activity that individuals like, that they find significant, and in which they capitalize energy and time” (p. 175). Vallerand et al. (2007) note that “passion signifies the energy essential . . . determined participation” (p. 506). Nevertheless, Vallerand and Houlfort (2003) suggest a dualistic model of passion: “harmonious passion” and “obsessive passion.” Their study envisages that while both forms of passion might end in sophisticated levels of worker engagement, “harmonious passion endorses healthy adaptation while obsessive passion prevents it by triggering undesirable distress and unbending doggedness” (p. 175). On the other hand, a factorial analysis of employee passion by Zigarmi et al. (2009) found several factors related with work passion and managers performance. This include connectedness with colleagues, fairness, growth, meaningful work, and autonomy.

Passionate senior managers improve organization performance because they are able to respond effectively and cautiously to challenges. Their passion relates to “how they develop skills, learn, and establish their careers over the long-term? How they interact with others to pursue goals? How they solve problems?” Managers help the organizations and themselves to develop the competences needed to continually learn and increase performance. Passionate managers deliver continuous and noteworthy performance improvement over time instead of a one-time performance pump. According to Ayers and Cahill (2012), a passionate manager as well as passionate employee is always focused, committed, and engaged to continuously perform to and deliver their best. This person feels robustly about the work he is conducting, as he knows he is creating value. This same person has a strong emotional connection with the firm he operates for –he feels a sense of commitment and pride towards the company. As a consequence, that manager or person is able to deliver exceptional value to his client, both inside and outside the organization.

Hence, in conclusion, in modern global business environment, frequently improving performance is essential characterized by continuous change, and increasing performance pressure where organizations have to take on novel roles, establish new competences, and vitally move their affiliations with clients and partners. In such environment, passion about the work someone is doing is very essential, as it is the only asset that has the latent to unceasingly appreciate. Organizations require lithe employees who challenge the status quo, learn from market trends and forces, and track better-quality performance. These employees are irrepressible. The pressure of rapidly changing business world do not smash them as they view encounters as opportunities to develop and learn; getting stronger from such opportunities.

 

References

Ayers, K.,& Cahill, F. (2012). Bridging the employee passion deficit. Integro Leadership Institute. Retrieved from http://www.integroleadership.com/Docs/Bridging_Employee_Passion_Deficit.pdf

Hagel, J., Brown, J. S., Ranjan, A & Byler, D (2014). Cultivating worker passion as a cornerstone of talent development. Retrieved from https://dupress.deloitte.com/dup-us-en/topics/talent/worker-passion-employee-behavior.html

Vallerand, R. J., &Houlfort, N. (2003). Passion at work: Toward a new conceptualization. In S. W. Gilliland, D. D. Steiner & D. P. Skarlicki (Eds.), Emerging perspectives on values in organizations (pp. 175-204). Greenwich, CT: Information Age Publishing.

Vallerand, R. J., Salvey, S., Mageau, G. A., Elliot, A. J., Denis, P. L. Grouzet, F. M. E., & Blanchard, C. (2007). On the role of passion in performance. Journal of Personality, 75(3), 505-533. doi: 10.1111/j.1467-6494.2007.00447.x

Zigarmi, D., Houson, D., & Witt, D. (2009). Employee passion. Perspectives, 1. Retrieved from http://www.kenblanchard.com/Leading-Research/Research/Employee-Passion-the-New-Rules-ofEngagement

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Post Millennial Talent: A competitive advantage imperative

postmillenialsPost millennials , the generation born years after 1995, is rapidly growing. As Kisor et.al, (2017) describe, the generation is taking the labour force by storm. Various companies are looking into tapping the talent of this generation, with the hope of getting an edge in their business competitiveness (Berkup, 2014). However, some companies are facing difficulty attracting and retaining this talent. According to Al Ariss et al. (2014), these companies can hardly adapt to match their demands and needs. While this generation floods the labor market, the human resource department should learn about the best ways of attracting and retaining them. Some of these ways include flexible schedules, initial steady incomes, a sense of purpose, growth opportunity, creativity, being valued, transparency, social responsibility and presence of technology (Aruna & Anitha, 2015).

According to Rasmussen (2015), when looking for a job, generation Z is concerned about flexible and individualized schedules, hence personal freedom. Leading companies such as Google are good examples of how individualized working hours improve productivity as well as the employee’s attitude. Majority of these young people hate work consuming the bigger part of their lives. They feel empowered and liberated if allowed to organize their working hours.

Post millennial does not work for the paycheck only. They derive a sense of purpose from their jobs (Rezaee, 2015). This purpose could result from fulfillment of individual passion and knowing that they make a possible impact on the surrounding. Companies should aim at nurturing a sense of purpose at work (Wagner III & Hollenbeck, 2014).

Treating young employees like robots is highly discouraging. The last thing they have to feel is disposable and interchangeable. Instead, they want to be recognized as valued employees. Companies could maximize on this by studying potential employees and formulating strategies that incorporate their personal preferences (Sharer et.al, 2016). Furthermore, according to Hodor (2014), the generation Z should be complemented and rewarded for their performance and accomplishment.

Creativity defines this generation. According to Stewart et.al, (2017), most young adults take up opportunities that allow them to apply their innovation and imagination. Companies harness these energies by allowing them to suggest ideas and apply unique talents at work (Johnson & Houston, 2016). The young adults get mind stimulation, while companies benefit from various innovations (Nosh et.al, 2015). For this generation which is conversant with displaying personal lives on the social platform, honesty is a significant virtue (Kick et.al, 2015) Companies which have numerous bureaucracies are considered undesirable and deceitful. They should be open and upfront and open in corporate decisions.

Technology and social responsibility are an integral part of this generation’s life. They have been born and raised during the boom of technology (Kucherov & Zamulin, 2016). They also expect companies to be socially responsible and not only show concern for profits. They actually appreciate that a company has a moral backbone.The post millennial have different aspirations. Unlike the millennial who aspire financial stability, the post millennial aspire to have their dream jobs (Olafsen et.al, 2015). Well, according to Cunningham (2016), the post millennial negatively affect companies; they keep hoping from one company to another one which offers better opportunities. Companies have to withstand training new entrants every now and then. However, they acquire more benefits.

Companies with more post millennial enjoy high rates of innovation (Morgan, 2014). They are versatile. They also love being given opportunities to express themselves in their work (Gallardo-Gallardo, et.al, 2013). The post millennial are driven by purpose, aspirations and career focus. According to Mora-Soto et.al, (2016), companies enjoy increased productivity and since the young adults step out of the comfort zone and network with many professions, their learning is applied in taking the company a notch higher.

Without any doubt, post millennial have great aspirations. They aspire to climb the ladder. By appealing to the generation’s aspiration to learn and accessing opportunities for growth and career development, companies will be successful in attracting and retaining the post millennial talent. Furthermore, the companies will largely benefit from the post millennial unique and creative talent.

 

 

 
References

Al Ariss, A., Cascio, W. F., & Paauwe, J. (2014). Talent management: Current theories and future research directions. Journal of World Business49(2), 173-179.

Aruna, M., & Anitha, J. (2015). Employee retention enablers: Generation Y employees. SCMS Journal of Indian Management12(3), 94.

Berkup, S. B. (2014). Working with Generations X and Y in Generation Z period: management of different generations in business life. Mediterranean Journal of Social Sciences5(19), 218

Cunningham, A. (2016). Are There Differences In Long-Term Commitment between the Different Generations in the Workforce?

Gallardo-Gallardo, E., Dries, N., & González-Cruz, T. F. (2013). What is the meaning of ‘talent’in the world of work?. Human Resource Management Review23(4), 290-300.

Hodor, E. S. (2014). Total Rewards Model In Romanian Companies. SEA–Practical Application of Science, (03), 232-238.

Johnson, L., & Houston, C. (2016). CREATING THE ENTREPRENEURIAL MINDSET IN POST-MILLENIAL STUDENTS USING INTERACTIVE TECHNIQUES TO SUPPLEMENT PRACTICAL METHODS.

Kick, A. L., Contacos-Sawyer, J., & Thomas, B. (2015, July). How Generation Z’s Reliance on Digital Communication Can Affect Future Workplace Relationships. In Competition Forum (Vol. 13, No. 2, p. 214). American Society for Competitiveness

Kisor, Z., Hoge, S., Cosher, A., Gump, B., Carson, D., & Mitchell, K. (2017). Millennials on the Move, but to Where?.

Kucherov, D., & Zamulin, A. (2016). Employer branding practices for young talents in IT companies (Russian experience). Human Resource Development International19(2), 178-188.

Mora-Soto, A., Lemus-Olalde, C., & Carballo, C. A. (2016, October). Improving Competitiveness Aligning Knowledge and Talent Management with Strategic Goals. In International Conference on Software Process Improvement (pp. 155-166). Springer International Publishing.

Morgan, J. (2014). The future of work: Attract new talent, build better leaders, and create a competitive organization. John Wiley & Sons.

Nosh Abadi, M. F., Khadem, S. M., & Sadeghnia, A. (2015). Talent Management and Maintaining Talented Human Resource: A Case Study in Kashan University of Medical Sciences. European Online Journal of Natural and Social Sciences: Proceedings2(3 (s)), pp-3446.

Olafsen, A. H., Halvari, H., Forest, J., & Deci, E. L. (2015). Show them the money? The role of pay, managerial need support, and justice in a self‐determination theory model of intrinsic work motivation. Scandinavian journal of psychology56(4), 447-457

Rasmussen, C. (2015). Leveraging Generational Differences in the Workplace.

Rezaee, Z. (2015). Business Sustainability: Performance, Compliance, Accountability and Integrated Reporting. Greenleaf Publishing.

Sharer, E., Jones, C. J., Morris, A., Harpel, A., Miesle, A., & Dixon, J. (2016). Recruiting and Maintaining Millennial Talent for The JM Smucker Company.

Stewart, J. S., Oliver, E. G., Cravens, K. S., & Oishi, S. (2017). Managing millennials: Embracing generational differences. Business Horizons60(1), 45-54.

Tulgan, B. (2013). Meet Generation Z: The second generation within the giant” Millennial” cohort. Rainmaker Thinking Inc.

Wagner III, J. A., & Hollenbeck, J. R. (2014). Organizational behavior: Securing competitive advantage. Routledge.

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What is success? In response to Stewart Friedman

exitoThrough a social network, good friend of mine (a young lawyer with a meteoric projection) shared the thesis of Stewart Friedman, a recognised professor of the Wharton School of Business, on what constitutes success.

The professor Friedman believes that success consists on the harmonization of life regarding four variables: Work, family, social environment and oneself. There are occasions on which professionals achieve an outstanding professional development, but a failure in personal and familiar life; and on the contrary, professionals that obtain a significant personal and familiar development but a poor professional development. Fundamentally, harmonization consists on being a good juggler; success consist on maintaining the “four balls” at the same time in the air without letting them fall off.

The reader might be surprised, but I am radically against Professor Friedman’s Thesis. Not against it from the self-perspective point of view, in that case I am fully in agreement; success, in my individual case, is the harmonization of the four variables. Nonetheless, I consider that a personal view is not a general perspective applicable to individuals. For example, there are women and men that find the happiness in the professional area and they give top priority to it; they do not understand a full life, without an exponential projection. On the other hand, there are people who leave their jobs so as to have more time to be in family. In these mentioned both cases, there is no harmony since the first one, according to Friedman’s theory, there is a failure in the family background and in the second one, a poor professional career.

Thus, success does not depend on four variables (family, work, social environment and oneself) but rather depends on just one; being happy. For that, the first task that we should set is increasing our self-awareness, and on this basis, take decisions.

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