an article by Cristina Costa (Durham University, UK), Gemma Gilliland (University of Strathclyde, Glasgow, UK) and Jennifer McWatt (Bahrain Polytechnic) published in International Journal of Lifelong Education Volume 38 Issue 5 (September/October 2019)
Abstract
This paper considers the social significance of digital technologies in older adults’ lives by exploring the impact the web has on their lived experiences.
The study of digital literacies and digital cultures is mostly focused on youth, thus paying limited attention to older adults’ engagement with the web.
With this paper, we aim to contribute to under-theorised debates of older adults’ digital experiences beyond generalisations of generational and/or digital divides.
Focus groups interviews with older adults enrolled in sessions on digital literacies were used to get insight into this cohort’s online experiences.
The findings revealed that older adults’ key motivation to become digitally literate was driven by a desire of remaining relevant in a contemporary world, in other words, of cultivating their identity as active citizens in a digital society.
We offer considerations and reflections on the findings through the application of the works of Karl Mannheim to the phenomenon investigated.
Showing posts with label generations. Show all posts
Showing posts with label generations. Show all posts
Monday, 25 November 2019
Wednesday, 8 August 2012
Reverse mentoring at work: Fostering cross-generational learning and developing millennial leaders
an article by Wendy Marcinkus Murphy (Babson College, Management Division, Babson Park, USA) published in Human Resource Management Volume 51 Issue 4 (July/August 2012)
Abstract
Reverse mentoring is an innovative way to encourage learning and facilitate cross-generational relationships. It involves the pairing of a younger, junior employee acting as mentor to share expertise with an older, senior colleague as mentee.
The purpose is knowledge sharing, with the mentee focused on learning from the mentor’s updated subject or technological expertise and generational perspective. In addition, there is an emphasis on the leadership development of the mentors.
Reverse mentoring is situated in the mentoring literature as an alternative form of mentoring, with unique characteristics and support functions exchanged that distinguish it from other developmental relationships.
A model is developed that focuses on key variables to consider how reverse mentoring may benefit individuals and organizations.
Generational differences are also presented, and the ways in which reverse mentoring capitalizes on millennial capabilities and preferences are highlighted throughout.
Finally, theoretical and practical contributions are discussed, including essential components for creating a reverse mentoring program.
© 2012 Wiley Periodicals, Inc.
Abstract
Reverse mentoring is an innovative way to encourage learning and facilitate cross-generational relationships. It involves the pairing of a younger, junior employee acting as mentor to share expertise with an older, senior colleague as mentee.
The purpose is knowledge sharing, with the mentee focused on learning from the mentor’s updated subject or technological expertise and generational perspective. In addition, there is an emphasis on the leadership development of the mentors.
Reverse mentoring is situated in the mentoring literature as an alternative form of mentoring, with unique characteristics and support functions exchanged that distinguish it from other developmental relationships.
A model is developed that focuses on key variables to consider how reverse mentoring may benefit individuals and organizations.
Generational differences are also presented, and the ways in which reverse mentoring capitalizes on millennial capabilities and preferences are highlighted throughout.
Finally, theoretical and practical contributions are discussed, including essential components for creating a reverse mentoring program.
© 2012 Wiley Periodicals, Inc.
Tuesday, 19 June 2012
Work Identity in Crisis? Rethinking the Problem of Attachment and Loss at Work
an article by Tim Strangleman (University of Kent, Canterbury) published in Sociology Volume 46 Number 3 (June 2012)
Abstract
The identity and meaning people obtain from their work is a central issue in contemporary sociology.
There is a debate between those suggesting that we have witnessed either great rupture or continuity in the way employees engage with their jobs.
This article reframes the question posed, developing a critical theoretical framework for understanding narratives of change derived from a range of theorists using concepts of nostalgia, tradition and generations. This framework is then used to read a set of work/life history interviews and autobiographical material from mainly older male workers in the UK railway industry who lament the erosion of their workplace culture and the sustainable moral order of the past.
The article seeks to move beyond dismissing such accounts as simple nostalgia and instead suggests that these narratives can be understood as valuable organic critiques of industrial and social change emergent from work culture.
Abstract
The identity and meaning people obtain from their work is a central issue in contemporary sociology.
There is a debate between those suggesting that we have witnessed either great rupture or continuity in the way employees engage with their jobs.
This article reframes the question posed, developing a critical theoretical framework for understanding narratives of change derived from a range of theorists using concepts of nostalgia, tradition and generations. This framework is then used to read a set of work/life history interviews and autobiographical material from mainly older male workers in the UK railway industry who lament the erosion of their workplace culture and the sustainable moral order of the past.
The article seeks to move beyond dismissing such accounts as simple nostalgia and instead suggests that these narratives can be understood as valuable organic critiques of industrial and social change emergent from work culture.
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