Cimacio, Blessie G.

MGT 131 X August 20, 2019

Biographical Characteristics and Organizational Behavior

Age

Absenteeism

Many studies demonstrate an inverse relationship between age and absenteeism;

however, close investigation discoveries it is partially a function of whether the absence is
avoidable or unavoidable. Older employees have lower rates of avoidable absence than younger
employees. Nevertheless, they have similar rates of unavoidable absence, such as sickness
absences (Feldman & Ng, 2008 as cited in Robbins & Judge, 2013).

Skills

Employers see several positive qualities older workers bring to their jobs, such as
experience, judgment, a strong work ethic, and commitment to quality. However, older workers
are also perceived as lacking flexibility and resisting new technology (Robbins & Judge, 2013).

Productivity

It is presumed that skills like speed, agility, strength, and coordination decay over time
and that continued job boredom and lack of intellectual stimulation contribute to reduced
productivity; however, evidence opposes those assumptions (Labich, 1993 as cited in Robbins &
Judge, 2013).

Turnover
The older people get, the less likely they are to quit their job. As workers get older, they
have less alternative job opportunities as their skills have become more specialized to certain
types of work. Also, long tenure tends to afford them with higher wage rates, longer paid vacations
and more attractive pension benefits (Feldman & Ng, 2009 as cited in Robbins & Judge, 2013).
Job Satisfaction
Older workers tend to be more satisfied with their work (Feldman & Ng, 2010 as cited in
Robbins & Judge, 2013). Other studies, however, have found a U-shaped relationship (Kacmar
& Ferris, 1989 as cited in Robbins & Judge, 2013). Satisfaction have a tendency to continually
increase among professionals as they age, whereas it falls among nonprofessionals during middle
age and then rises again in the later years.
Sex

Skills

There is no consistent male–female differences in problem-solving ability, analytical skills,

competitive drive, motivation, sociability, or learning ability (Jorm et. al, 2004 as cited in Robbins
& Judge, 2013). However, according to psychological studies, women are more agreeable and
willing to conform to authority, whereas men are more aggressive and more likely to have
expectations of success, nonetheless those differences are minor (Robbins & Judge, 2013).

Productivity

With the increasing female participation in the workforce over the past years and the
reconsidering of what constitutes male and female roles, it can be assumed that there is no
significant difference in job productivity between men and women (Black & Holden, 1998 as cited
in Robbins & Judge, 2013).

Turnover and Absenteeism

Women more likely to turn over than men (Hom et. al, 2008 as cited in Robbins & Judge,
2013). They also have higher rates of absenteeism than men do (Scott & McClellan1990 as cited
in Robbins & Judge, 2013). However, the research was conducted in North America, and their
culture has historically placed home and family responsibilities on women. Also, the research is
undoubtedly time bounded. The role of women has changed over the past generation.

Job Satisfaction

Workers who experience sexual harassment have higher levels of psychological stress,
and these feelings in turn are related to lower levels of organizational commitment and job
satisfaction, and higher intentions to turn over (Raver & Nishii, 2010 as cited in Robbins & Judge,
2013).

Tenure

Productivity

The most recent evidence demonstrates a positive relationship between seniority and job
productivity (Ng & Feldman, 2010 as cited in Robbins & Judge, 2013).
Absenteeism

Studies consistently show seniority to be negatively related to absenteeism (Gellatly, 1995

as cited in Robbins & Judge, 2013). In fact, in terms of both frequency of absence and total days
lost at work, tenure is the single most important explanatory variable.

Turnover

The longer a person is in a job, the less likely he or she is to quit (Griffeth et. al, 2000 as
cited in Robbins & Judge, 2013).

Job Satisfaction

Evidence indicates tenure and job satisfaction are positively related. In fact, when age and
tenure are treated separately, tenure appears a more consistent and stable predictor of job
satisfaction than age (Breukelen et. al, 2004 as cited in Robbins & Judge, 2013).

Different Generations in the Workforce

Veterans (prior to 1946)

They are patriotic and loyal to family and religion due to the influence of World War I and
the Great Depression. Also, they work hard and are loyal to their boss and company, usually
staying with the same company until they reach retirement age. Meanwhile, they composed the
smallest portion of today’s workforce as most have already retired (Brown, 2012; Lyons & Kuron,
2012 as cited in Lewis & Wescott, 2017).

Boomers (1946 to 1964)

They are often referred to as self-absorbed. Although they work hard and believe their
work defines them, they tend to work for their own recognition or development rather than to
improve the company. They experienced the onset of technology and, although they are not
intimidated, they are technologically disadvantaged compared to younger generations which
create tension and engages their competitive nature (Gorsoy, et al., 2013; Zemke, Raines, &
Filipczak, 1999 as cited in Lewis & Wescott, 2017).

Generation X (1965 to 1979)

They were the first generation to enter the workforce after corporate downsizing and grew
up as latchkey kids with both parents working or divorced. This generation seeks a balance
between work and life and is comfortable leaving a job if they are not satisfied with the conditions.
Change is the norm for them; they are more likely to depart from rules to perform tasks their own
way and they are known for thinking globally, like to have fun, are informal, self-reliant, and
practical (Al-Asfour, & Lettau, 2014; Lyons & Kuron, 2012 as cited in Lewis & Wescott, 2017).

Millennials (1980-1996)

Technology is all they have ever known. Much like Generation X, the Millennials balance
work and life but also intertwine leisure time with work. These three aspects of their lives are much
more intermixed than previous generations, mostly due to technology. They have high
expectations, are goal oriented, and because they learned in more creative and collaborative
educational systems, they expect to find a similar culture at work. Their values consist of optimism,
civic duty, confidence, achievement, sociability, morality, and street smarts. (Al-Asfour, & Lettau,
2014; Kaifi et al., 2012 as cited in Lewis & Wescott, 2017).They request a flexible work schedule
and want to feel they are contributing to something larger than themselves; an aspect they
normally identify as more significant than pay (Smith & Galbraith, 2012 as cited in Lewis &
Wescott, 2017).

Generation Z (1997-present)

They make up the newest wave of young professionals entering the workforce.
Outnumbering their millennial predecessors, this group will make of the working and consumer
population by 2020. They are competitive and want to be judged by their merit. They value skill
development and self-improvement, and they often prefer to work independently. Gen Z prefers
face-to-face interactions in the workplace and expects to work harder than past groups. Also, Gen
Z is possibly one of the most practical generations, valuing things like saving money and getting
stable jobs (Generation Z, n.d.).

REFERENCES

Generation Z in the Workforce [Infographic] | CSP Online. (n.d.). Retrieved from

https://online.csp.edu/generation-z-in-the-workforce

Lewis, L. F., & Wescott, H. D. (2017). Multi-generational workforce: Four generations united in
lean. Journal of Business Studies Quarterly, 8(3), 1–14. Retrieved from http://www.jbsq.org

Robbins, S. P., & Judge, T. A. (2013). Organizational Behavior. New Jersey: Prentice Hall.