Date of Award

5-2026

Degree Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

School

Leadership

Committee Chair

Dr. Jonathan Beedle

Committee Chair School

Leadership

Committee Member 2

Dr. Amin Alizadeh

Committee Member 2 School

Leadership

Committee Member 3

Dr. H. Quincy Brown

Committee Member 3 School

Leadership

Committee Member 4

Dr. Casey Maugh Funderburk

Committee Member 4 School

Leadership

Abstract

This non-experimental quantitative dissertation examined generational differences among non-management employees in the United States nonprofit sector, where multiple generational cohorts work side by side. The problem addressed is that nonprofit leaders’ limited understanding of how distinct generational experiences shape employees’ work-related attitudes and preferences can contribute to conflict, reduced engagement, and costly turnover in already resource-constrained organizations. Grounded in Mannheim’s generational theory and Becker’s human capital theory, the study conceptualized generational cohorts as groups whose shared formative experiences influence what they value in their work context and how those values translate into human capital that affects organizational outcomes.

Using a cross-sectional survey design and an established “I value” instrument, the study collected responses from 205 non-management nonprofit employees. It analyzed how Baby Boomers, Generation X, Millennials, and Generation Z valued 15 work-related concepts grouped into four constructs: engagement, nature of job, technology, and structure. Participants rated the extent to which they personally valued each work concept, and composite scale scores were examined using descriptive statistics and nonparametric tests to detect generational differences.

In this sample, the analysis revealed no statistically significant generational differences for engagement or structure, suggesting broad alignment across cohorts in how nonprofit employees value teamwork, involvement, recognition, and workplace structure. In contrast, statistically significant differences emerged for nature of job and technology: Generation Z reported a lower value for the nature of the job than Baby Boomers and Generation X, and Generation X reported a higher value for technology than Generation Z, although associated effect sizes were weak and should be interpreted cautiously.

These findings indicate that actual generational differences in nonprofit work values are more nuanced and limited than is often assumed, with substantial overlap across cohorts and only targeted differences in specific domains. In practice, the results suggest focusing on reinforcing broadly shared engagement and structural preferences while thoughtfully calibrating job design and technology expectations to cohort patterns without overgeneralizing. The study contributes to the human capital development literature by providing empirical, sector-specific evidence that can help nonprofit leaders move beyond generational stereotypes and adopt data-informed, organization-wide strategies to support a multigenerational workforce.

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