PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2020 | 16 | nr 4 Company Culture Matters | 149--176
Tytuł artykułu

A Person-Organization Fit Model of Generation Z: Preliminary Studies

Warianty tytułu
Języki publikacji
EN
Abstrakty
Publikowane wyniki badań odnoszą się do modelu dopasowania osoby do organizacji opracowanego w oparciu o unikalne cechy nowej grupy pokoleniowej, Generacji Z, wchodzącej obecnie na rynek pracy. Źródła literaturowe wskazują, że przewaga konkurencyjna może być budowana w oparciu o unikalny w danej organizacji kapitał ludzki, który zatrudnia i rozwija. Wyniki pionierskich badań pozwalają na wypełnienie luki badawczej i wnioskowanie w kontekście kultury osobowo-organizacyjnej pokolenia Z wchodzącego na rynek pracy. Kluczowe pytania, na które autorzy artykułu odpowiadają, opisując model dopasowania osoby z pokolenia Z do organizacji, to między innymi atrakcyjność kultury organizacyjnej dla mężczyzn i kobiet z młodego pokolenia. Wyniki badań przeprowadzono w trzech etapach: analiza czynników środowiska pracy dla pokolenia Z wpływających na kulturę organizacyjną, analiza korelacji między czynnikami środowiska pracy wymaganymi przez przedstawicieli młodego pokolenia Z, prezentacja struktury dopasowania osoby reprezentującej pokolenie Z do organizacji. Na podstawie próby 3393 uczniów szkół średnich w Wielkopolsce i wyników zebranych z kwestionariusza ankiet dostarczono dowodów preferencji miejsca pracy dla tej grupy. W Wielkopolsce pokolenie Z ma różne indywidualne potrzeby, z których niektóre można łatwo zidentyfikować (płeć, zawód), ale niektóre mogą być mniej jasne. Wyniki badań mogą posłużyć w praktyce do projektowania atrakcyjnych miejsc pracy z uwzględnieniem potrzeb organizacyjnych młodych osób. W oparciu o te nowatorskie badania, organizacje zatrudniające osoby z pokolenia Z będą lepiej przygotowane do budowania długotrwałej relacji współpracy z młodymi osobami, prezentacji tego, co mają do zaoferowania oraz elastyczności dopasowywania warunków pracy do wyróżniających się osób z pokolenia Z. (abstrakt oryginalny)
EN
The study looks at developing a person-organization fit model based on the unique characteristics of the new generational cohort, Generation Z, now entering the workforce. Theory suggests competitive advantage may come to a firm based on its unique human capital, the human resources it employs and develops. Further, organizations will be more successful in attracting the valuable employees they seek if they can provide a workplace appealing to them in terms of organizational values, culture, and other aspects that may also include more familiar enticements such as pay and benefits. To address the gap, this pioneering study investigates the context of person-organizational culture for the Z Generation entering the labor market. The key questions answered by the authors when describing the Person-Organization Fit Framework for Generation Z include the differences in how organizational culture appeals to Gen Z men and Gen Z women. The research results are presented in three steps: an analysis of workplace environment elements for Gen Z, correlation analysis between the workplace environment elements required by Gen Z, and presentation of a Person-Organization Fit Framework for Gen Z. From a sample of 3393 students at technological secondary schools in the Wielkopolska Region, the survey results provided evidence of the workplace preferences for this cohort. In addition, results were further analyzed for differences in gender and intended profession. For this region, Generation Z has variable individual needs and wants, some of which can be easily identified (gender, profession) but some of which may be less clear. These research results may be used for designing appealing workplaces taking into account person-organization needs for young people. Based on this novel research, organizations employing the resulting work framework for Gen Z will be better prepared to consider the nature and communication of what they have to offer as well as how they can be flexible in adapting these offerings to unique individuals. (original abstract)
Rocznik
Tom
16
Strony
149--176
Opis fizyczny
Twórcy
  • Poznań University of Technology, Poland
  • Ithaca College, USA
Bibliografia
  • Adler, N. J., & Jelinek, M. (1986). Is "organization culture" culture bound? Human Resource Management, 25(1), 73-90. https://doi.org/10.1002/hrm.3930250106
  • Afsar, B., & Badir, Y. F. (2016). Person-organization fit, perceived organizational support, and organizational citizenship behavior: The role of job embeddedness. Journal of Human Resources in Hospitality and Tourism, 15 (3), 252-278. https://doi.org/10.1080/15332845.2016.1147936
  • Agustriyana, D., Gusni, Tarmidi, D., & Putri Bestari, D. K. (2019). Organization culture - Oriented training design. International Journal of Financial Research, 10(5), 82-91. https://doi.org/10.5430/ijfr.v10n5p82
  • Akgemci, T., Et Oltulu, E., & Cetin, S. (2016). The relations of women employees' career barriers and organization culture: A research in Konya. Postmodern Openings, VII(1), 131-148. https://doi.org/10.18662/po/2016.0701.08
  • Akhtar, R., Tsivrikos, D., Ahmetoglu, G., & Chamorro- Premuzic, T. (2018). The entrepreneurial organization: The effects of organizational culture on innovation output. Consulting Psychology Journal, 70(4), 318-338. https://doi.org/10.1037/cpb0000121
  • Alattas, M. I., & Kang, K. (2015). The relationship between organization culture and knowledge sharing towards business system success. ACIS 2015 Proceedings - 26th Australasian Conference on Information Systems, Boehm 2012, 1-13.
  • Amiama-Espaillat, C., & Mayor-Ruiz, C. (2017). Digital reading and reading competence: The influence in the Z generation from the Dominican Republic. Comunicar, 25(52), 105-113. https://doi.org/10.3916/C52-2017- 10
  • Asrar-ul-Haq, M., & Anwar, S. (2016). A systematic review of knowledge management and knowledge sharing: Trends, issues, and challenges. Cogent Business and Management, 3(1). https://doi.org/10.1080/23311975.2015.1127744
  • Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. https://doi.org/10.1177/014920639101700108
  • Cable, D. M., & DeRue, D. S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875-884. https://doi.org/10.1037/0021-9010.87.5.875
  • Cable, D. M., & Parsons, C. K. (2001). Socialization tactics and person-organization fit. Personnel Psychology, 54(1), 1-23. https://doi.org/10.1111/j.1744-6570.2001.tb00083.x
  • Cable, T. A., & Judge, D. M. (1996). Person- organization fit, job choice, and organization entry. Organizational Behavior and Human Decision Processes, 67(3), 204-213.
  • Cattell R.B. (1957). Personality and Motivation Structure and Measurement. New York: Harcourt Brace Jovanivich.
  • Chang, S. C., & Lee, M. S. (2007). A study on relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction. Learning Organization, 14(2), 155-185. https://doi.org/10.1108/09696470710727014
  • Charband, Y., & Jafari Navimipour, N. (2016). Online knowledge sharing mechanisms: A systematic review of the state of the art literature and recommendations for future research. Information Systems Frontiers, 18(6), 1131-1151. https://doi.org/10.1007/s10796-016-9628-z
  • Chatman, J. A. (1989). Improving interactional organizational research: A model of person-organization fit. Academy of Management Review, 14(3), 333-349. https://doi.org/10.5465/amr.1989.4279063
  • Csiszárik-Kocsír, Á., & Garia-Fodor, M. (2018). Motivation analysing and preference system of choosing a workplace as segmentation criteria based on a country wide research result focus on generation of Z. Online Journal Modelling the New Europe, 27, 67-85. https://doi.org/10.24193/OJMNE.2018.27.03
  • Dalessandro, C. (2018). Recruitment tools for reaching millennials: The digital difference. International Journal of Qualitative Methods, 17(1), 1-7. https://doi.org/10.1177/1609406918774446
  • Derous, E., & De Fruyt, F. (2016). Developments in recruitment and selection management essay. International Journal of Selection and Assessment, 24(1), 1. http://www.ukessays.com/essays/management/developments-in-recruitment-and- selection-management-essay.php?cref=1
  • Evangeline, E. T., & Gopal Ragavan, V. P. (2016). Organisational culture and motivation as instigators for employee engagement. Indian Journal of Science and Technology, 9(2). https://doi.org/10.17485/ijst/2016/v9i2/86340
  • Fernandes, A. A. R. (2018). The effect of organization culture and technology on motivation, knowledge asset and knowledge management. International Journal of Law and Management, 60(5), 1087-1096. https://doi.org/10.1108/IJLMA-05-2017-0105
  • Furio Perez, E. (2016). Personality types and level of organizational stress of women managers in big four accounting firms in Vietnam. International Journal of Business and Information Perez, 11(1), 92-110.
  • Garvin, D. (1993). Building a learning organization. Harvard Business Review, 71(4), 78-91.
  • Goliński, M., & Miądowicz, M. (2019). Management of employee competencies in resource management of an enterprise. Proceedings of the 20th European Conference on Knowledge Management, ECKM, 2, 405-414. https://doi.org/10.34190/KM.19.147
  • Graczyk-Kucharska, M., Szafranski, M., Golinski, M., Spychala, M., & Borsekova, K. (2018). Model of competency management in the network of production enterprises in industry 4.0-Assumptions. Lecture Notes in Mechanical Engineering, 195-205. https://doi.org/10.1007/978-3-319-68619-6_19
  • Graczyk-Kucharska, Magdalena. (2019). Knowledge management for human resources: Profile of a generation Z employee. Proceedings of the 20th European Conference on Knowledge Management, ECKM, 1, 434-442. https://doi.org/10.34190/KM.19.146
  • Graczyk-Kucharska, M., Spychała, M., Goliński, M., & Szafrański, M. (2018). Jak komunikować by motywować pokolenie Millenialsów (ang. How to communicate to motivate Millenials Generation).Report of Technical Knowledge Accelerator.., Poznań, Poland. Retrieved fromhttp://www.awt.org.pl/wp-content/uploads/2019/04/19.09.2018-raport- Millenialsi_small.pdf
  • Harwiki, W. (2016). The impact of servant leadership on organization culture, organizational commitment, Organizational Citizenship Behaviour (OCB) and employee performance in women cooperatives. Procedia - Social and Behavioral Sciences, 219, 283-290. https://doi.org/10.1016/j.sbspro.2016.04.032
  • Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein's model. Journal of Business Research, 67 (8), 1609-1621. https://doi.org/10.1016/j.jbusres.2013.09.007
  • Howe, N., & Strauss, W. (1992). Generations: The History of America's Future, 1584 to 2069. Harper Collins.
  • Hussein, N., Omar, S., Noordin, F., & Ishak, N. A. (2016). Learning organization culture, organizational performance and organizational innovativeness in a public institution of higher education in Malaysia: A preliminary study. Procedia Economics and Finance, 37(16), 512-519. https://doi.org/10.1016/s2212 -5671(16)30159-9
  • Judge, T. A., & Cable, D. M. (1997). Applicant personality, organizational culture, and organization attraction. Personnel Psychology, 50(2), 359-394.
  • Kangas, M., Muotka, J., Huhtala, M., Mäkikangas, A., & Feldt, T. (2017). Is the Ethical culture of the organization associated with sickness absence? A multilevel analysis in a public sector organization. Journal of Business Ethics, 140(1), 131-145. https://doi.org/10.1007/s10551-015-2644-y
  • Khan, M. M., & Rasli, A. M. (2015). Relationship between organization culture, empowerment and conflict. International Journal of Economics and Financial Issues, 5, 324-329.
  • Kim, M.-J., & Wang, L.-Y. (2016). HRM practices, organization culture and job satisfaction: The case of Korean small and medium-sized companies. Korea International Trade Research Institute, 12(1), 35-47. https://doi.org/10.16980/jitc.12.1.201602.35
  • Kirill, D. (2013). Mapping organization culture with complex multi- level models. Vanguard Scientific Instruments in Management, 6(1), 309-338. https://doi.org/doi.org/10.5281/zenodo.1434874
  • Kodithuwakku, M., Jusoh, M., & Chinna, K. (2018). Impact of human resource practices on intention to leave among Generation Z - The future workforce. International Journal of Human Resource Studies, 8(4), 267. https://doi.org/10.5296/ijhrs.v8i4.13845
  • Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1-49. https://doi.org/10.1111/j.1744-6570.1996.tb01790.x
  • Kristof, A., Zimmerman, R., & Johnson, E. (2005). Consequences of individuals' fit at work: Person-organization, person-group, and person-supervisor fit. Personnel Psychology, 58, 281-342.
  • Kucharska, W., & Wildowicz-Giegiel, A. (2017). Company culture, knowledge sharing and organizational performance. The employee's perspective. Proceedings of the 18th European Conference on Knowledge Management, 1, 524- 531.
  • Kucharska, W., & Kowalczyk, R. (2019). How to achieve sustainability?-Employee's point of view on company's culture and CSR practice. Corporate Social Responsibility and Environmental Management, 26(2), 453-467. https://doi.org/10.1002/csr.1696
  • Lau, P. Y. Y., McLean, G. N., Hsu, Y. C., & Lien, B. Y. H. (2017). Learning organization, organizational culture, and affective commitment in Malaysia: A person-organization fit theory. Human Resource Development International, 20(2), 159-179. https://doi.org/10.1080/13678868.2016.1246306
  • Lazányi, K., & Bilan, Y. (2017a). Pokolenie Z na rynku pracy - Czy w swoim miejscu pracy ufają innym? Polish Journal of Management Studies, 16(1), 78-93. https://doi.org/10.17512/pjms.2017.16.1.07
  • Masa'deh, R., Shannak, R., Maqableh, M., & Tarhini, A. (2017). The impact of knowledge management on job performance in higher education: The case of the University of Jordan. Journal of Enterprise Information Management, 30(2), 244-262. https://doi.org/10.1108/JEIM-09-2015-0087
  • McCrindle, M., & Wolfinger, E. (2010). Generations defined. Ethos, 18(1), 8-13.
  • Nahapiet, J. & Ghoshal, S. (1998). Social capital, intellectual capital and the organizational advantage. Academy of Management Review, 23(2), 242-266. doi: 10.2307/259373
  • O'Reilly III, C. A., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. People and Academy of Management Journal, 34(3), 487- 516.
  • Ployhart, R.E., Nyberg, A.J., Reilly, G. & Maltarich, M.A. (2014). Human capital is dead. Long live human capital resources! Journal of Management, 40(2), 371-398. https://doi.org/10.1177/0149206313512152
  • Ponnuswamy, I., & Manohar, H. L. (2016). Impact of learning organization culture on performance in higher education institutions. Studies in Higher Education, 41(1), 21-36. https://doi.org/10.1080/03075079.2014.914920
  • Pool, S. W. (2000). Organizational culture and its relationship between job tension in measuring outcomes among business executives. Journal of Management Development, 19(1), 32-49. https://doi.org/10.1108/02621710010308144
  • Prensky, M. (2001a). Digital Natives, Digital Immigrants, 9(5). NCB University Press.
  • Prensky, M. (2001b). Do They Really Think Differently? 9 (6). MCB University Press.
  • Rai, R. K. (2011). Knowledge management and organizational culture: A theoretical integrative framework. Journal of Knowledge Management, 15(5), 779-801. https://doi.org/10.1108/13673271111174320
  • Ramdhani, A., Ramdhani, M. A., & Ainisyifa, H. (2017). Model conceptual framework of corporate culture influenced on employees commitment to organization. International Business Management, 11(3), 826-830.
  • Roblek, V., Mesko, M., Dimovski, V., & Peterlin, J. (2019). Smart technologies as social innovation and complex social issues of the Z generation. Kybernetes, 48(1), 91-107. https://doi.org/10.1108/K-09-2017-0356
  • Schein, E. H. (1988). Organizational culture. Postgraduate Medical Journal, 2088-88, 1-50.
  • Schein, E. H., & Jossey-Bass, (1993). Organizational culture and leadership. Long Range Planning, 26(5), 153. https://doi.org/10.1016/0024-6301(93)90120-5
  • Schneider, B. (1987). The people make the place. Personnel Psychology, 40(3), 437-453. https://doi.org/10.1111/j.1744-6570.1987.tb00609.
  • Simon, H. (1991). Bounded rationality and organizational learning. Organization Science, 2(1), 125-134. https://doi.org/10.1287/orsc.2.1.125.
  • Smith, S. S., Rohr, S. L., & Panton, R. N. (2018). Human resource management and ethical challenges: Building a culture for organization success. International Journal of Public Leadership, 14(2), 66-79. https://doi.org/10.1108/ijpl-10-2016- 0044
  • Southgate, D. (2017). The emergence of generation Z and its impact in advertising: Long-term implications for media planning and creative development. Journal of Advertising Research, 57(2). 227-235. https://doi.org/10.2501/JAR-2017-028
  • Spychala, M., Szafranski, M., Graczyk-Kucharska, M., & Golinski, M. (2017). The method of designing reference models of workstations. Proceedings of the European Conference on Knowledge Management, ECKM, 2, 930-939.
  • Štreimikienė, D. (2012). Comparative assessment of the impact of national culture dimensions on traits of organization culture. Intellectual Economics, 6(4), 534-549.
  • Susanti, A., & Natalia, T. W. (2018). Public space strategic planning based on Z generation preferences. IOP Conference Series: Materials Science and Engineering, 407(1). https://doi.org/10.1088/1757-899X/407/1/012076
  • Szafrański, M., Goliński, M., Graczyk-Kucharska, M., & Spychała, M. (2019). Cooperation of education and enterprises in improving professional competences - analysis of needs. Lecture Notes in Mechanical Engineering, 2, 155-168. https://doi.org/10.1007/978-3-030-17269-5_11
  • Szafrański, M. (2017). Problem of language used to describe competences in the management of acceleration in the creation of knowledge resources in businesses. Procedia Manufacturing; 6th International Conference on Applied Human Factors and Ergonomics and the Affiliated Conferences, AHFE 2015, 182, 679 - 686.
  • Szafrański, M. (2015). Acceleration of educating as an external factor supporting preventive and improving actions in businesses. Procedia Manufacturing; 6th International Conference on Applied Human Factors and Ergonomics and the Affiliated Conferences, AHFE 2015, 4948- 4955.
  • Szafrański, M, Bogurska-Matys, K., & Goliński, M. (2017). Problems in communication between businesses and technical education system. Management and Production Engineering Review, 8(2), 9- 18. https://doi.org/10.1515/mper-2017-0013
  • Utcomes, O., Ifferences, G. E. D., Windeler, J. B., Bartol, K. M., & Williamson, I. O. (2017). Research article person - organization and person - job fit perceptions of new IT employees: Work. MIS Quarterly, 41(2), 525-558.
  • Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171-180. https://doi.org/10.1002/smj.4250050207
  • Żarczyńska-Dobiesz, A., & Chomątowska, B. (2016). Zarządzanie pracownikami z pokolenia paradoksów (Managing the workforce from the full of paradoxes generation). Nauki o Zarządzaniu, 2. https://doi.org/10.15611/noz.2016.2.16
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.ekon-element-000171604295

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.