Multigenerational Cohorts, Gender, Experience, Technology and Voluntariness Effects on Efficiency and Productivity

Since the beginning of the 2000s, unique challenges for a multigenerational workforce (MW) using different types of current technology (CT), informational and noninformational, at an increasing rate have surfaced. Necessary considerations were made among companies using these types of CT that changed frequently and influenced employee efficiency (EE) and organizational productivity (OP), leading to an under-identified impact on management decisions. The problem addressed in this study was the difficulty management had in managing work tasks and activities when CT was used in a MW. Most of the Baby Boomer generation will be retiring over the next decade, thus compromising and leaving a major gap in skills, experience, and talent. The purpose of this quantitative research study was to study the effects of multigenerational cohorts (MC), gender (GEN), CT, experience (EXP), and voluntariness of use (VU) (independent variables [IVs]), among a MW and their impact on EE and OP (dependent variables [DVs]). Two research questions were used that focused on the relationship between the IVs and DVs. Positivism was used as the theoretical framework. A convenience sampling approach was used to select participants. The participants were full-time employees between 23 and 71 years of age in the continental United States. Multiple and stepwise regression analyses was used to investigate the relationship between the IVs and the DVs. Results showed that only IVs type of CT and VU had a significant effect on EE and OP. These findings may contribute to positive social change by helping organizations create comprehensive and explicit business models of efficiency and productivity among a MW

Multigenerational Cohorts, Gender, Experience, Technology and Voluntariness Effects on Efficiency and Productivity

Since the beginning of the 2000s, unique challenges for a multigenerational workforce (MW) using different types of current technology (CT), informational and noninformational, at an increasing rate have surfaced. Necessary considerations were made among companies using these types of CT that changed frequently and influenced employee efficiency (EE) and organizational productivity (OP), leading to an under-identified impact on management decisions. The problem addressed in this study was the difficulty management had in managing work tasks and activities when CT was used in a MW. Most of the Baby Boomer generation will be retiring over the next decade, thus compromising and leaving a major gap in skills, experience, and talent. The purpose of this quantitative research study was to study the effects of multigenerational cohorts (MC), gender (GEN), CT, experience (EXP), and voluntariness of use (VU) (independent variables [IVs]), among a MW and their impact on EE and OP (dependent variables [DVs]). Two research questions were used that focused on the relationship between the IVs and DVs. Positivism was used as the theoretical framework. A convenience sampling approach was used to select participants. The participants were full-time employees between 23 and 71 years of age in the continental United States. Multiple and stepwise regression analyses was used to investigate the relationship between the IVs and the DVs. Results showed that only IVs type of CT and VU had a significant effect on EE and OP. These findings may contribute to positive social change by helping organizations create comprehensive and explicit business models of efficiency and productivity among a MW

Strategies to Improve Knowledge Management Initiatives in Oil and Gas Companies

According to a study by the Society of Petroleum Engineers, oil and gas industry experts estimated a loss of 231,000 years of cumulative experience and knowledge due to retirements. Strategies to improve knowledge management initiatives are important for oil and gas industry business leaders seeking to maintain, sustain, and develop knowledge in their organizations. Grounded in knowledge creation theory, the purpose of this qualitative single case study was to explore strategies that business leaders use to improve knowledge management initiatives with their employees in an oil and gas company located in Lagos, Nigeria. Data were collected from semistructured interviews completed by telephone with 10 business leaders and from company procedures, policies, and guidelines. Data were analyzed using Yin\u27s 5-step process. Three key themes emerged from this study: organizational knowledge documentation, implementation of employee knowledge acquisition strategies, and the transfer of knowledge to enhance personnel capabilities. A key recommendation is for oil and gas industry business leaders to focus on employee development and use knowledge acquisition, knowledge transfer, and knowledge documentation as key knowledge management processes. The implications for positive social change could include the potential to enhance employees\u27 intellectual capital and leaders\u27 competencies, which could improve employee job satisfaction and employee performance, improving business profitability. This profitability could increase employment, employee incomes, and tax revenues, which could improve the standard of living in the local community

Baby boomers retirement in oil and gas - challenges of knowledge transfer for organizational competitive advantage

2015-2016 > Academic research: refereed > Refereed conference paperVersion of RecordPublishe