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An intergenerational study of intrin...

De Long, Linda I.

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An intergenerational study of intrinsic and extrinsic motivators, as perceived by human resource professionals.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	An intergenerational study of intrinsic and extrinsic motivators, as perceived by human resource professionals./
作者:	De Long, Linda I.
面頁冊數:	260 p.
附註:	Source: Dissertation Abstracts International, Volume: 71-12, Section: A, page: 4585.
Contained By:	Dissertation Abstracts International71-12A.
標題:	Psychology, Behavioral. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3430697
ISBN:	9781124310275

An intergenerational study of intrinsic and extrinsic motivators, as perceived by human resource professionals.
De Long, Linda I.

An intergenerational study of intrinsic and extrinsic motivators, as perceived by human resource professionals. - 260 p.

Source: Dissertation Abstracts International, Volume: 71-12, Section: A, page: 4585.

Thesis (Ed.D.)--University of La Verne, 2010.

Purpose. The purpose of this study was to determine if there were differences, as perceived by Human Resource (HR) professionals, regarding the importance of intrinsic and extrinsic motivation factors for Baby Boomers, Generation X, and Millennial employees. This study applied Herzberg's two-factor theory to Baby Boomers, Generation X, and Millennials.

ISBN: 9781124310275Subjects--Topical Terms:

1017677
Psychology, Behavioral.

An intergenerational study of intrinsic and extrinsic motivators, as perceived by human resource professionals.
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245 1 3 $a An intergenerational study of intrinsic and extrinsic motivators, as perceived by human resource professionals.
300 $a 260 p.
500 $a Source: Dissertation Abstracts International, Volume: 71-12, Section: A, page: 4585.
500 $a Adviser: Doug DeVore.
502 $a Thesis (Ed.D.)--University of La Verne, 2010.
520 $a Purpose. The purpose of this study was to determine if there were differences, as perceived by Human Resource (HR) professionals, regarding the importance of intrinsic and extrinsic motivation factors for Baby Boomers, Generation X, and Millennial employees. This study applied Herzberg's two-factor theory to Baby Boomers, Generation X, and Millennials.
520 $a Methodology. This mixed methods research study (ex post facto and descriptive design) included Human Resource professionals primarily working in the Riverside/San Bernardino Counties of Southern California.
520 $a Findings. Based on the perception of the HR professional, the most important findings revealed significant differences existed for 12 of the 15 intrinsic/extrinsic factors, Generation X needs salary opportunities to reduce job hopping, Millennials value time outside of work and are not concerned with job stability, no significant differences existed for all generations about the factors of relationships with peers, work environment and salary, significant differences for intrinsic factors existed among all generations, Millennials viewed job status and supportive supervisors more importantly than Baby Boomers or Generation X, and significant differences existed for job growth between Baby Boomers and Generation X.
520 $a Conclusion. Definite opportunities abound for HR professionals to understand the generations. Strategies included (a) nontraditional rewards/recognition plans, (b) intergeneration mentoring approaches, (c) leadership development, and (d) the use of intergenerational teams. Ultimately a collaborative workplace creates the need for the generations to respect one another and value differences.
520 $a Recommendations. Further research includes replication of the study in another geographical area to assess if similar findings prevail, conducting a similar study with executive-level HR professionals, obtaining and analyzing the effects of the HR professional's own generation, surveying HR professionals from nonprofit organizations, and replicating this study to include the newest generation, Gen 2020.
590 $a School code: 0476.
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650 4 $a Sociology, Organizational. $3 1018023
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