Sai/Befunde/Overview

Overview

Problematic text parallels can be found in the following chapters (state of analysis: July 13, 2021):

• 1 Introduction 1, 2, 3, 4
  • 1.1 Initial situation and defining the problem 4, 5, 7, 8
  • 1.2 Structure of the dissertation 9, 10 – [almost completely (except 1 sentence)]

• 2 Objective of the dissertation 11, 12

• 3 Theoretical foundation 14
  • 3.1 Keynesian Theorie [sic] 14, 15,16
  • 3.2 Theories of management 17
    • 3.2.1 Classical management theories 17
    • 3.2.2 Post classical management theories 19
  • 3.3 Demographic change and its implication of HR management 21 – [completely]
    • 3.3.1 The demographic development in Germany 21, 22, 23 – [almost completely (except last sentence and fig. 9)]
    • 3.3.2 Effects of demographic change in the health care market 23, 24 – [completely]
    • 3.3.3 Attempts to explain the scarcity of sought-after qualifications 24, 25 – [completely]
  • 3.4 Human image of generations in working life 25
    • 3.4.1 Generation-specific values and needs at a glance 25, 26, 27, 28, 29 – [completely]
    • 3.4.2 Limitation and demarcration [sic] of Gerneration [sic] Y 29, 30 – [completely (text)]
      • 3.4.2.1 Veterans 30 – [completely]
      • 3.4.2.2 Baby Boomers 30, 31 – [completely]
      • 3.4.2.3 Generation X 31 – [completely]
    • 3.4.3 Characteristics of Generation Z 31, 32 – [almost completely (except 2 sentences)]
    • 3.4.4 Characteristics of Generation Y 32, 33, 34, 35, 36, 37
  • 3.5 Specifically HR Management to increase employer attractiveness 38 – [completely]
    • 3.5.1 The concept of personnel management 38, 39 – [completely (text)]
    • 3.5.2 The term health professional 39 – [almost completely (except last sentence)]
    • 3.5.3 The concept of employer attractiveness 39, 40 – [completely (text)]
  • 3.6 Influencing factors on employer attractiveness 41 – [completely]
    • 3.6.1 Meeting occupational needs as a prerequisite for employer attractiveness 41, 42, 43 – [completely]
    • 3.6.2 Employer attractiveness factors of Generation Y 43, 44, 45 – [completely]

• 4 Methodology 46
  • 4.1 Questions of research and differentiation of hypotheses 46, 47
  • 4.2 Research design and type of examination 47, 48, 49
  • 4.3 Objective of investigation 49
  • 4.4 Operationalizing the term employer attractiveness 49, 50
    • 4.4.1 Questionnaire design for recording the attractiveness factors 50, 51 – [completely (text)]
    • 4.4.2 Recording of the generation differences regarding influencing factors on employer attractiveness 51, 52 – [completely (text)]
    • 4.4.3 Assessment of the need for generation-specific alignment of personnel activities 52 – [completely (text)]
    • 4.4.4 Recording the non-fulfillment of job-related needs and resulting change intentions 52 – [completely (text)]
  • 4.5 Framework and approach [52]
    • 4.5.1 Expert interviews [52]
    • 4.5.2 Pre-Test [53]
    • 4.5.3 Sampling method 53, 54, 55
    • 4.5.4 Data analysis 56

• 5 Results 57
  • 5.1 Descriptive analysis of items [57]
    • 5.1.1 Region of workplace [57]
    • 5.1.2 Generation division 60
    • 5.1.3 Highest level of education [60]
    • 5.1.4 Current position within the organisation 62
    • 5.1.5 Relevant work experience [64]
    • 5.1.6 Size of organisation [65]
    • 5.1.7 Least bearable situation [67]
  • 5.2 Descriptive analysis of dependent and independent variables [68]
    • 5.2.1 Description of dependent variables 68, 69, 70 – [completely (text)]
    • 5.2.2 Description of independent variables 71, 72, 73, 74
    • 5.2.3 Presentation of the results of the open question 74
  • 5.3 Aggregation of data [75]
    • 5.3.1 Description of the scale values 75
    • 5.3.2 Factor analysis 75 – [completely (text)]
    • 5.3.3 Summary of the desired employer Generation Y 77 – [completely (text)]
  • 5.4 Inferential statistic analysis: Results of research on basis of hypotheses 79
    • 5.4.1 Influence of the generation affiliation on information gathering 79
    • 5.4.2 Influence of generational affiliation on job-related needs 83
    • 5.4.3 Influence of non-fulfillment of job-related needs and the workers´ intention to change the employer with regard to Generation Y 85

• 6 Discussion of findings [88]
  • 6.1 Discussion of generation specific orientation of personnel management 88
  • 6.2 Discussion of employer attractiveness from the point of view of the preferable Generation Y 89
  • 6.3 Discussion of the desired profile of a Generation Y employer of choice 89, 90
  • 6.4 Recommendations 90, 92
  • 6.5 Contributions to Theory [93]
  • 6.6 Contributions to Managerial Practice [94]
  • 6.7 Contributions to Pedagogical Practice [95]
  • 6.8 Limitations and suggestions for future research 95, 96

• 7 Conclusion [98].