Another kind of difference. Issue 5 (13th July 2015)

• Record Type: Journal Article
• Authors: O'Connor, Jennifer
• Is Part Of: Human resource management international digest. Volume 23:Issue 5(2015)
• Page Start: 33
• Page End: 34
• Publication Date: 2015-07-13
• Subjects: Personnel management -- Periodicals; 658.3124
• DOI: 10.1108/HRMID-05-2015-0090
• Languages: English
• ISSNs: 0967-0734

Abstract

<abstract> <title> <x content-type="archive" xml:space="preserve">Abstract</x> </title> <sec> <title content-type="abstract-heading">Purpose</title> <p> – Argues that a new approach needs to be adopted if organizations are truly to be transformed into ones which could be characterized as diverse. </p> </sec> <sec> <title content-type="abstract-heading">Design/methodology/approach</title> <p> – Considers whether an authentic developmental approach could be undertaken as a means to ensure organizations are authentic, using case material from an authentic development program delivered in the context of a diverse higher-education institution. </p> </sec> <sec> <title content-type="abstract-heading">Findings</title> <p> – Shows that, in order to create and cultivate an authentic organization, the individual life stories of all employees in addition to the organization life story would need to. </p> </sec> <sec> <title content-type="abstract-heading">Practical implications</title> <p> – Considers that it is imperative, in order to demonstrate courage and commitment, that the program be commenced with the owners, board of directors (including non-executive members), the senior management team, human-resources team and new members to the organization as part of the induction or graduate training. Both direct and indirect resources would require long-term commitment (two-five years) alongside the recognition that employees of the organization may leave as they were either not suited to the corporate approach or there is a mismatch in values, which might necessitate additional cost. The program would be driven by external expertise as a safe environment needed to be created alongside a commitment to confidentiality. Finally, the results of the program would be aligned with the performance-management initiatives and other change initiatives adopted as a result of the outcomes identified. </p> </sec> <sec> <title content-type="abstract-heading">Social implications</title> <p> – Claims that today's talent holds very different expectations of work and possesses a range of dissimilar values. In particular, the millennials – sometimes called generation Y, gen net, Google generation and technology generation – hold very different expectations about the concept of work. Furthermore, if successful organizations wish to remain attractive and retain their talent, they would need to cultivate an organizational-development approach that is best fit for today's society. In order to achieve this aim, it is crucial that an authentic leadership approach is adopted. </p> </sec> <sec> <title content-type="abstract-heading">Originality/value</title> <p> – Presents case material primarily based on evidence from a study of millennials/generation Y/gen net/Google generation/tech generation who have explored their values and how these relate to the organization.</p> </sec> </abstract>