Running head: OBJECTIVE 4B: MANAGING GENERATIONS IN THE WORKPLACE
Objective 4B: Organizational Culture and Behavior
Managing Generations in the Workplace
Brenda Mummert
McDaniel College
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To fulfill the requirement for objective 4, understanding the concepts of organizational
behavior and culture as well as the unique features of various organizations in order to provide
interventions appropriate to an organization’s strategic plan, I am submitting an educational
artifact. In the Culture and Diversity (SOC 508) course, I along with two peers researched the
effects of managing multiple generations in the workplace. In today’s workforce we are
breaching the possibility of 5 generations working side by side. What is happening is that due to
multiple generations working together, coworkers don’t have the understanding of the values and
beliefs of each other’s culture they grew up in.
The term generation can be defined as “a group of people or cohorts who share birth
years and experiences as they move through time” (Kupperschmidt, 2000, p.66). These groups
shave significant views, attitudes and values. These common attributes are carried with them
throughout their lives. Another claim is that each generation is motivated by a different mixture
of life values and work ethics (Waxer, 2009). We as human resource professional need to be
aware of such life values and work ethics in order to engage each generation. In today’s
workforce we are seeing the matures or otherwise known as the veterans, the baby boomers,
generation x, generation y, and the upcoming generation Z, otherwise known as generation 9/11.
The veterans/matures were born between 1992 and 1945. They are structure loving,
abide-by-the rules-type of folks who came of age during the Great Depression and World War II
(Kyles, 2005). This generation is slowing declining in the workforce, but is still relevant. Most
of these individuals have been with a company long term, and they believe in a workforce that is
based on seniority. They are very loyal and show respect to their supervisors and company.
They thrive when given positive feedback and recognition on a job well done, and that their
experience is needed.
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Baby Boomers were born around 1946-1964, and populate about 80 million in the
workforce; which is around 40%. They were brought up during Vietnam and civil rights
protests. These individuals are likely to be found in senior-level leadership positions and like to
remain connected to the workforce to make intellectual contributions (McDonald, 2008). Baby
Boomers are master networkers who rank relationship building higher than most other work
virtues (Kyles, 2005).
Generation X is composed of individuals born between 1965-1979. They strive for worklife balance, growth opportunities and strong relationships with their superiors. Generation X
seeks autonomy, versatility, and self direction in their careers (McDonald, 2008). Unlike the
Veterans and Baby Boomers, Generation X is more likely to change careers to strive for a better
opportunity then what their current job can offer them. They are very independent and make
every effort to succeed in life.
Generation Y or otherwise known as the millennials were born roughly 1979-1999. They
enjoy working in a workforce that is promotes relationships, informal and has support from
others. They are highly proficient with technology, due to the computer and cell phone era.
They endure instant gratification, and purpose while on the job. Generation Y demands that
management relate to them and value their contributions, if they feel they are not getting this
they will leave.
While Generation Z, otherwise known as 9/11 is not widely publicized, but they are
slowly coming into the workforce. Born after 2000, they have seen war, and the devastation of
September 11, 2011. They also view the world with less optimism that the other groups.
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With all the differences in how each generation views work and life in general, it is
difficult for management to fulfill the virtues in which each group thrive. We as Human
Resource Professional need to bridge the gap between upper management and the workforce, so
they can understand how to interact with each other. Training supervisors and management on
each generation’s qualms, and what can be done to enhance workforce performance will
undoubtedly make for a tranquil workplace.
Build plausible environments for every type of generation. This allows everyone to feel
appreciated and show credibility on the company’s part. Show respect for the older generations,
and build the strong relationships that they thrive on. Value each employee’s contribution that
they make and reward them for a job well done. Be responsive to each generations view on
work and life balance. With single family households making up a vast majority of the
workforce, time off is a necessity for those employees with children. Keep employees informed
of changes and the company’s strategic plan. By letting employees know what is in stored for
the company and where management sees it going in the future can put employees at ease. The
Traditionalist and the Baby Boomers will feel relieved to know that they will have longevity.
Generation X and Y will be faced the opportunity of possible advancements and career changes
within their company. The most important factor is for management to listen to what each
generation is saying and has to offer.
As a Human Resource Professional, it is also our job to train our managers and leaders on
how to respond to the generational differences. With each generation bringing something to the
bargaining table, there is potential for creativity and innovation to be enhanced. By training
management on what different generations are looking for on the job, they may be surprised to
find an exceptional worker that can excel into a leadership role. Clausing, Kurtz, Prendeville and
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Walt (2003) asserted that embracing the diversity of a multigenerational workforce helps create a
satisfying and rewarding work environment.
De Meuse and Miodzik (2010) confers that HR practices would suggest that managers
should be sensitive to all potential conflicts in diverse workgroups, whether caused by
generational differences or simply the differences in life stages. This can be seen in every work
environment; a younger generation comes in and wants to change things to their way of thinking
and the older generation feels “if it isn’t broken why fix it”. HR professionals need to train
management how to deal with misconceptions between the generations. There could be issues
with productivity, teamwork and innovations.
We need to make sure there isn’t stereotype bias when training managers on generational
issues. Just because research demonstrates how an individual acts or what they believe for that
particular generation, doesn’t necessarily stand true for every person. De Meuse and Miodzik
(2010) suggest that HR professionals should be on the lookout for stereotype biases and should
make a viable effort to engender a culture that supports diversity of all types.
I have taken these concepts into my own workforce. I chair an employee activity
committee which encompasses Baby Boomers thru Generation Y. I have learned that each
member of this committee has their own opinions and I listen to each one. As a committee we
determine the best way to do things, and as a committee we come up with the best solution
together. I found that involving each individual in the solution works well, and it shows that
each generations has viable ideas to give the group. It is rewarding to see everyone involved
listen to what each has to say, and due to this the committee is thriving and gaining new
members all the time. Not everyone agrees to the solution all the time, but they are respectful of
one another and the decisions made.
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Due to the research I have completed and the fact that I have incorporated what I have
learned into the workforce, shows my competency for object 4, understanding the concepts of
organization behavior and culture as well as the unique features of various organization in order
to provide interventions appropriate to an organization’s strategic plan. I am also capable of
using what I have learned in everyday situations as they arise on the job.
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References
De Meuse, K., & Mlodzik, K. (2010). A Second Look at Generational Differences in the
Workforce: Implications for HR and Talent Management. People & Strategy, 33(2) 5058. Retrieved from Business Source Premier.
Kuppersschmidt, B. (2000). Multiplegeneration Employees: Strategies for Effective
Management. Health Care Manager, 19(1) 65-76. Retrieved from Business Source
Premier.
Kyles, D. (2005). Managing Your Multigenerational Workforce. Strategic Finance, 87(6), 5255. Retrieved from Business Source Premier.
McDonald, P. (2008). The Multi Generation Workforce. Internal Auditor, 65(5) 60-67. Retrieved
from Business Source Premier.
Waxer, C. (2009). Clash of the generations. Computer World, 43(7), 16-20. Retrieved from
Business Source Premier.
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