Millennials, it is said, enjoy the same but prefer it in the spirit of fun, with less formality and more frequency. Gen Xers, on the other hand, appreciate the recognition but prefer to receive it privately or just within their small group. Even though the events happened in their youth, it is argued that Boomers are still effected by them. If so, it might be reflected in their preferences for rewards. Boomers are said to look for peer recognition, promotions, more responsibility and greater formal respect titles, deference, etc.
Not surprisingly, experts advise organizations to provide retirement and estate planning advice and services to Boomers. In addition to retirement planning information and services and sabbaticals: Despite much logical advice about rewarding Boomers with financial services and information related to retirement, some experts advise us that Boomers have no intention of retiring. The point is not to discredit legitimate research and survey findings but to emphasize the complexity of generalizing any group of 80 million people in the US alone and attempting to design any sort of program around them on the basis of generational differences alone.
The truth is, of course, that there are some Boomers who plan to work until they drop and others who plan to retire as soon as they can. The motivation for either course of action is broad, varied and subject to abrupt change under the right or wrong circumstances.
As above, we know that all generations appreciate flexible work and the opportunity to give back to the community. Researchers in the HBR report argue that this makes things more challenging for rewards and incentives program designers because cash is no longer the main instrument to motivate people. At the same time, they point out the advantages in being able to create more diverse and experimental incentives, such as flexible work options, sabbaticals, travel, green environments, volunteer assignments and the like.
In general, they value healthy competition, with prizes, awards, and recognition on the other end. For example, an incentive travel experience might facilitate a range of activities, from the highly casual and laid-back to the outrageous and energetic, with many options in-between. For Baby Boomers, like other generations, recognition should remain at the root of most incentive and reward programs. A study by Aon Hewitt consulting found that recognition was the fourth-most important driver of engagement globally in , behind issues such as career opportunities and pay.
For Millennials, it rose to third. For Generation X, even more of the many motivational drivers shared by Millennials and Boomers apply. At the same time, most observers believe that while all workers desire training, Xers place more value on personal development and opportunities to build their skills than Boomers or generations before them.
This is consistent with generational theory that would point out the turbulent economic conditions and mass layoffs that occurred during their formative years. Generation X is also said to demand a greater degree of proof that a reward or incentive is what it purports to be. Where Xers are invited to events, they may seek meaningful information from knowledgeable people more so than other generations.
In other words, the brochure or sleek corporate video may not cut it with many Xers, they might prefer the detailed product specifications and the raw YouTube video made by a regular employee or customer, for example.
Like Boomers, Xers appreciate recognition but prefer it be delivered without fanfare—privately in most cases. As with any generation, the prospect of a sabbatical, especially a paid sabbatical, should be exceptionally well received among Xers. However, they might go either way when it comes to preferring casual or extreme experiences. Some researchers propose that there is a fourth generation within the three main generations at work.
As above, a tremendous amount has been written about how Millennials differ from the rest of the workforce, yet upon analysis, the similarities far outweigh the differences.
For many, the overriding dissimilarities boil down to use and comfort with technology—particularly social technologies. This might translate into policies or rewards that allow and encourage employees to use social media at work. For organizations and providers this also means Millennials should be looked at to understand where social technologies are headed; after all, Millennials will drive the evolution of social technology for at least the next decade. In doing so, they will shape the way the rest of the generations use social technology at work and at home.
Of more than 2, Canadian consumers, including 1, Millennials, researchers found, not surprisingly, that Millennnials are the most price sensitive of the generations—they will choose a provider based on price more readily than the others.
The survey also revealed that Millennials are more interested in loyalty programs than other generations even though they use them slightly less at this stage. Again, not surprisingly, the analysis found that Millennials are much more likely to both share and seek opinions of products and services online than the other generations.
Experts frequently characterize Millennials as wanting rewards and incentives that involve doing good for the community. The combination of time off to contribute to the community could have great appeal to Millennials especially, and like Generation X, large majorities of Millennials and Boomers want flexible work options including options to work remotely.
Don Tapscott, one of the foremost authorities on the Millennial generation, believes that this cohort prefers to learn and work collaboratively, wants custom products and services as well as a hand in creating them, values integrity, the environment and treatment of workers in their choice of providers and values results over seniority in their evaluations at work.
Millennials preference for face-to-face encounters and their desire for travel and experiences could make business travel and offsite meetings particularly rewarding for Millennials, especially where it includes an element of recognition, i.
Users post pictures, share meaningful events and important thoughts with their communities. They expect and receive near instant feedback —whether through likes, quick replies or extensive comments. In contrast to the IBM research cited above, Universum conducted a global survey in , in which 93 percent of Millennials said they expect feedback at least once per month and 25 percent said they expect it everyday, if not instantly.
Of course, Millennials are often derided for having received awards and recognition just for showing up—whether placing first or last in a race, for example. As above, Millennials may be more driven than prior generations by their belief that Social Security will either run out or be insubstantial when they retire. Only about one in twenty count on getting the same level of benefits as retirees receive today.
If Millennials are aware of their disadvantages around savings and retirement planning—and if they have little to no faith in government or employers providing either for them—thoughtful employers and marketers will tailor their offers accordingly, at least until Millennials reach late middle age.
Today, mass peer-to-peer recognition can be facilitated in community, social or work settings. And nearly everyone today checks consumer recommendations concerning the things they might buy and the places they might visit, for example.
Social forms of recognition, including employees congratulating and recommending one another is an obvious avenue for organizations to consider. Peer-to-Peer recognition platforms typically allow an employee to recognize colleagues, and managers to recognize employees. Some are extended to include customers, suppliers, partners and other stakeholders.
For example, an accumulation of peer-to-peer award points could make an employee eligible to choose from a menu of rewards. The use of peer-to-peer recognition programs has taken off since the tools were made available less than a decade ago. According to a World at Work survey, 42 percent of firms used peer-to-peer recognition as of In this way, organizations stand a much better chance of building a culture of recognition and to do so relatively quickly.
Given tools they are most comfortable with, those that might be on the periphery of the organization can be drawn in. Experts clearly agree that the social recognition world is not a trend that will fade away. It represents, in all probability, the next-generation evolution of reward and recognition systems organizations already have in place.
And in the future, social recognition platforms will prove to be the first layer or entry point into the powerful collaborative systems and social-strategy tools of tomorrow.
These systems will also provide much of the massive data organizations will use to gradually tailor recognition and reward programs down to each individual. In summarizing the first two parts of this paper, most readers will conclude that there exists no consensus definition or description of the three main generations at work and in the marketplace today—at least not one to which more than a handful of experts would agree to. The values, characteristics and preferences of the generations are interspersed between them to the extent that any or all could be used to describe an individual of any age.
Nor does the alternative approach—one based on life stages —offer a great deal more guidance to employers, or incentive program designers. Where life stages appear to have the greatest relevance is in the consumer products and services industries.
Organizations make products for expectant mothers, new parents with young children, and for older workers approaching retirement—to name just a few—just as hotels cater to single, young people seeking convenience, wifi and other amenities, or parents with children seeking the extra space of suite hotels.
Nonetheless, careful attention to the general differences between the generations, filtered by life stages, is very likely worth the time and effort it takes on the part of incentive and reward program designers, depending on the types of programs they design. Program designers who provide merchandise, individual travel and reward type incentives, for example, should strive to have a broad enough catalogue of options that any person or any age can find something that appeals to them. Where incentive program design gets more sophisticated—group travel programs and offsite meetings, for example—fully tailored options cannot be provided to every participant.
As above, however, incentive group travel and offsite meetings can be among the most appreciated, rewarding and memorable types of recognition for all generations provided they are designed with multiple options for reward earners once they reach the destination. Please see Appendix C for a list of ideas in designing group travel and offsite meetings to appeal to each generation. Even where gift cards and merchandise, trophies and plaques are concerned, designers who understand the generations might be careful to include tailored ways to present the award.
In many cases, designers will find significant benefit in understanding the generations and life stages of program participants and those competing for the rewards or being attracted by a marketing campaign. This general understanding is also useful in daily encounters between managers and employees, or employees and customers to avoid hot buttons and to demonstrate more empathy.
Wherever possible and practicable, of course, designers should seek an understanding of how each and every individual employee or consumer is engaged and motivated. And though this might be next to impossible today, the ability to understand and deliver to individual preferences is on the very near-term horizon.
Large organizations generate many petabytes of data each day. In the retail world, data mining and predictive analytics already provide near unlimited consumer choice and customization. Whether using Amazon, Netflix or a host of other online services, consumer are used to receiving suggestions and offers based on their shopping and viewing patterns.
Today, Internet users receive pop-up ads that eerily resemble that what they were thinking about just minutes before based on analysis of their search and web browsing patterns in most cases. People with particular tastes in music can define their own unique radio stations using tools such as Spotify and Pandora. Clothes can be ordered to specific preferences in color, fabric, and, of course, precise size. For T- shirts, mugs, hats, books, and many other items, consumers can design their own clothes or stories using online apps, have them made to order and then shipped to their homes.
The world, especially for consumers, is becoming more and more individualized, and our experiences as consumers, particularly on the Web, are shaping expectations of what we should encounter at work.
Indeed, the trend toward mass personalization is now taking hold in the workplace. The emerging field of workforce predictive analytics promises to capture the terabytes of information each of us generate each day and turn it into actionable insights about the workforce as a whole and each individual within it.
Professor Boudreau is referring to artificial intelligence that can determine exactly what training an employee needs at any given time, for example, or, presumably, what precise incentive they might be given that will generate the highest levels of engagement and productivity.
Indeed some reward and recognition providers are already evolving their services and tools toward a curated design principle that tailors programs to the individual. Without a doubt, we are entering a new era in which the possibilities presented by data analysis are only constrained by our imaginations. In situations where employers or providers are able to deliver rewards and incentives tailored to the individual, they should.
Where individual preferences and motivators can be learned, there is no need to be concerned with factors related to age, generation or life-stage. Rewards and incentives designed to demographic categories represent, more or less, educated guesswork that pales in comparison to analysis of the ambient data that can target consumers and employees by their actual behaviors.
In other words, would you rather know what motivates an employee or customer based on their actual behavior, or guess what motivates them based on their age or generational cohort? The all-important ingredient is individualization. Incentive Travel programs will require increasingly personalized experiences delivered on-demand through mobile and social applications; meeting planners will demand more bandwidth to accommodate more devices and apps than ever.
In many situations, however, mass personalization is not possible. Incentive travel programs, for example, feature one destination. Designers who understand their workforce demographics and who have a good handle on the broad differences between the generations can and should combine that information with insights into the life stages of employees. This knowledge and insight might assist them in selecting the best possible venue, the right dates and schedules, and to design a range of activity options to create an incentive travel program that has the best chance at appealing to everyone who stands a chance to earn the reward.
The Framework for Designing Recognition, Rewards and Incentives Programs, illustrated below in Figure Four, was built on that notion by summarizing the majority views and opinions of the experts reviewed and interviewed for this research. Teachers and trainers may use this material for in-class and out-of-class instruction. For more information about services for the Purdue University community, including one-to-one consultations, ESL conversation groups and workshops, please visit the Writing Lab site.
The Purdue University Writing Lab and Purdue Online Writing Lab OWL assist clients in their development as writers—no matter what their skill level—with on-campus consultations, online participation, and community engagement. The Purdue OWL offers global support through online reference materials and services. Purdue Online Writing Lab. Common Words that Sound Alike Numbers: Text Elements Visual Rhetoric: Process and Materials Overview: An Introduction Researching Programs: Practical Considerations Researching Programs: If using the Braille Rap Song — move your body to form the letters then do the actions stated in the song.
To encourage tactual Braille reading, make Braille flash cards out of old playing cards. Cut the old playing cards in half or buy small party cards. Braille flashcards need not be large. Emboss the Braille so that the dots are read on the backside of the cards. The visual clutter on the card discourages the low vision reader from trying to read the Braille with his or her eyes.
Rather, it encourages tactual reading. Cut the top right corner of the cards so that one is able to determine which way is up. Maurer, President of the National Federation of the Blind, and his wife. Ashleah Chamberlain kisses Dr. Nemeth, the inventor of the Nemeth Code used for mathematical equations for blind individuals.
This is a great way to meet other families who have children who are blind, successful blind role models, and learn about blindness. Below an adult, who happens to be blind, reads a Christmas story in Braille to the children.
National Reading Media Assessment. Braille Learning Doll is a fun way to introduce Braille letters, too. Sadly, she is difficult to find. Merry-Noel Chamberlain, MA, TVI, NOMCT It is important to introduce dot numbers as soon as possible because as the child begins to create the letters in their Braille cells or later, in writing on the Perkins or electronic note taking device, they will need to know those dot numbers especially for writing with the slate and stylus.
Find a box that has six compartments like a Braille Cell as shown above. Have the student place objects in the compartment equal to the corresponding dot numbers. If you have something such as wood strips with notches cut into them equal to the corresponding dot numbers, use that. Point out that every dot has a home. Every home has a number.
Just like apartment numbers. Use different finger puppets or small toy animals in the Braille Cell. Select one toy to live in dot one apartment 1 and select another toy to live in dot two apartment 2 etc. It is also in the shape of a Braille Cell! This can be used to identify dot locations, as well. Slate and stylus, help with reversals Object: To be the first person to make a braille letter with the numbered cubes Materials: It helps develop tactual skills.
Sometimes students enjoy decorating their own sleepshades. Soon the student realizes they are successful without peeking! Locations for Braille books: Place a sheet of Braille paper on a carpet sample. Use a stylus and poke holes all over the paper. Turn the paper over. Tactually find the letters they created throughout their paper or with a crayon, pencil or pen, circle the letters found. Play the game end-to-end to have a great opportunity to review Braille contractions as you play.
Turn the board clockwise to find more. Tic-Tac-Toe by Luxurious is the best because the pieces stay contained on the game board. Use a talking timer. This game is a great teaching tool for a variety of Braille lessons. Tiles and cards need to be Brailled. Pictures need tactual stickers. There is also Sum Time: From Discovery Toys but it is discontinued.
Keep a look out for it in thrift stores or ask a Discovery Toys representative near you. Braille the letter game board and cards. Use Braille dice and change the meanings for numbers 5 and 6 to represent the game dice. Buy the game for the board for a variety of other lessons or evaluations.
Cover the print letters with duct tape and Braille them out of order to enhance Braille skills. Buy the game for the board.
This is a great teaching tool that can be used for a variety of lessons or evaluations. For some students, camouflaging the items in the Braille Cell can encourage more tactual skills. Click here for a chart to assist with the finger locations for creating Braille letters on the Perkins.
The Impact of Social Media Marketing Medium toward Purchase Intention and Brand Loyalty among Generation Y ☆.
This study reviewed 53 empirical articles on green purchase behavior from to This is one of the first study that reviewed articles related to attitude - behaviour inconsistencies in .
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International Journal of Scientific and Research Publications, Volume 4, Issue 2, February 2 ISSN whatiskarmasutra.ga For most of the people, purchasing a car is the second most important and expensive decision, next to purchase of a house; for the. Research comprises "creative and systematic work undertaken to increase the stock of knowledge, including knowledge of humans, culture and society, and the use of this stock of knowledge to devise new applications." It is used to establish or confirm facts, reaffirm the results of previous work, solve new or existing problems, support theorems, or develop new theories.