Table of Contents

Handbook of Research on Work–Life Balance in Asia

Handbook of Research on Work–Life Balance in Asia

New Horizons in Management series

Edited by Luo Lu and Cary Cooper

In Asian societies, work and family issues are only recently beginning to gain attention. The pressure of rapid social change and increasing global competition is compounded by the long hours work culture, especially in the Pan-Confucian societies such as Mainland China, Hong Kong, Taiwan, Singapore, Japan, and South Korea. Furthermore, with the rising female labor participation, more and more Asian employees are now caught between the demands of work and family life.

Chapter 9: Generational differences in work–life balance values in Asia: the case of Greater China Region workers

Ting Wu and Jin Feng Uen

Subjects: asian studies, asian business, business and management, asia business, human resource management, organisational behaviour

Abstract

Not until recently have there been three generational cohorts in the workplace in the Greater China region. The diversified compositions of working populations have attracted attention regarding intergenerational diversity and influences on work values and related issues. Thus, this study investigates the compositions of today’s workplace by looking into the different generations and their work values that may influence both individuals and organizations, especially with regard to work–life issues. Realizing the importance of managing talent, we first illustrate the definitions of main variables including work values and work–life balance. Next, the compositions of generational groups both in general and specifically in the Greater China area are described, followed by an examination of the factors and examples from previous research. The antecedents affecting work–life balance values in different generations are discussed, such as economic development, technology, demographic/family structure changes, and social relations. The outcomes of the intergenerational mixed effects are taken into consideration to investigate the needs and desires and the expectations of multiple groups to shed the light on management practices. By delineating the rationales of intergenerational differences, contemporary management practices and implications for work–life interface and experiencing differences are described for both researchers and practitioners for further understanding of the intergenerational issues concerning work–life balance issues.

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