Managing an intergenerational workforce as a factor of company competitiveness

Simple item record

Full item record

dc.contributor.authorBaran, Małgorzata
dc.contributor.authorKłos, Monika
dc.contributor.organizationCollegium Civitaspl
dc.date.accessioned2014-07-04T09:20:54Z
dc.date.available2014-07-04T09:20:54Z
dc.date.issued2014
dc.description.abstractThe purpose of this paper is to present the concept of intergenerational cooperation which, in the face of current demographic changes, including the aging population, can provide support for modern business. The concept presented here emphasizes the need to develop intergenerational cooperation in order to keep improving company competitiveness through dispelling myths about the destructive influence that the youngest generation entering the labour market supposedly has on cooperation. The scientific literature on the subject provides many ambiguous definitions of competitiveness, which usually fail to determine the factors necessary to achieve it and, instead, often resort to making comparisons between companies. This vagueness comes from a diversity of approaches to defining the sources of competitive advantage. A review of literature and research conducted among business executives by the authors of this paper allow us to dispel the myths that often lead to discrimination against Generation Y members in the labour market. The study also outlines several areas in which generational diversity management may bring benefits, as well as its impact on building a competitive edge in the following fields: costs, resources, marketing, system organization, creation and communication. This enables to build core competencies in new areas, especially by focusing on the learning process, which results in the acquisition of new knowledge and skills by employees, improving existing skill and knowledge levels, as well as introducing the principle of knowledge management. As a result, better conditions for the development of resources and new ways of their configuration are provided which, in turn, serves as a basis for the creation and development of core competences in the company.pl_PL
dc.description.epersonMałgorzata Baran
dc.identifier.citationBaran, M., Kłos, M. (2014). Managing an intergenerational workforce as a factor of company competitiveness, "Journal of International Studies", Vol. 7, No. 1, pp. 94-101.pl_PL
dc.identifier.issn2071-8330
dc.identifier.urihttps://open.icm.edu.pl/handle/123456789/4699
dc.language.isoenpl_PL
dc.publisherCentre of Sociological Researchpl_PL
dc.rightsDozwolony użytek
dc.subjectcompaniespl_PL
dc.subjectgenerational diversity and cooperationpl_PL
dc.subjectlabour managementpl_PL
dc.subjectcompetitive advantagepl_PL
dc.titleManaging an intergenerational workforce as a factor of company competitivenesspl_PL
dc.typearticlepl_PL
Files for this record
Original bundle
Now showing 1 - 1 of 1
Name: 10.142542071-8330.20147-18.pdf
Size: 230.12 KB
Format: Adobe Portable Document Format
Description: Artykuł
Download
License files
Name: license.txt
Size: 228 B
Format: Item-specific license agreed upon to submission
Description:
Download
Belongs to collection
Artykuły / Articles