International Journal of Mechanical Engineering and Technology (IJMET)
Volume 10, Issue 01, January 2019, pp. 719-724, Article ID: IJMET_10_01_073
Available online at http://www.iaeme.com/ijmet/issues.asp?JType=IJMET&VType=10&IType=1
ISSN Print: 0976-6340 and ISSN Online: 0976-6359
© IAEME Publication
Scopus Indexed
CHALLENGES RELATED TO MULTIGENERATIONAL WORKFORCE IN
MANUFACTURING SECTOR
Dr. Ipseeta Satpathy, D.Litt.,
Professor School of management, KIIT University, Bhubaneswar, Odisha, India
Dr. B.C. M. Patnaik,
Associate Professor School of management, KIIT University, Bhubaneswar, Odisha, India
Ms. Debjani Palai
Research Scholar School of Management, KIIT University Bhubaneswar, Odisha, India
ABSTRACT
Now a days, manufacturing sector recruits & retains multi-generational Workforce
which consists of employees from five different generations. It is always a great
challenge for organizations to lead a Multi-Generational Workforce (Zero-G – 5G) to
achieve their goals & objectives in a competitive era. The growth and development of
manufacturing sector depends on the effective management of multi-generational
workforce. Manufacturing sector consists of Multi-generational workforce who are
different in culture, thought, attitude & perception. It is always a great challenge for
the organizations to make goal congruence & bring collaboration among generations.
As each generation is unique according to its generational cohort, they act differently
on the basis of their ideology & priority. Such organizations face problems while
integrating the diversified ideology as senior employees give priority to job security &
satisfaction whereas youngsters are satisfied with handsome salary & incentives for
which they are ready to change their organizations. Similarly reward & motivational
factors make them unique on the basis of their cohort. For example, Traditionalist, the
silent generation is motivated by intrinsic reward whereas Baby boomers opt for both
challenging task as well as top positions. Similarly, Gen-X prefers balanced work -life
whereas Gen-Y, the tech savvy generation is motivated by work from home & knowledge
sharing along with dignity. Finally Gen-Z the 5G who are more advanced in technology
are motivated by heavy perks & instant rewards. It is an attempt to study & focus on
basic factors influencing multi-generational workforce in manufacturing sector - what
challenges manufacturing sector is facing while dealing with multi-generational
workforce & strategies with the help of which the workforce will attain its goals & gain
competitive advantage.
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Dr. Ipseeta Satpathy, D.Litt., Dr. B.C. M. Patnaik and Ms. Debjani Palai
Keywords: Multi-Generational or Age Diversified Workforce, Generational Cohort,
Silent Generation, Baby Boomers, Gen-X, Y & 5G, Manufacturing sector, Issues,
Strategies & competitive advantage.
Cite this Article: Dr. Ipseeta Satpathy, D.Litt., Dr. B.C. M. Patnaik and Ms. Debjani
Palai, Challenges Related to Multi-Generational Workforce in Manufacturing Sector
International Journal of Mechanical Engineering and Technology, 10(01), 2019, pp.
719-724.
http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=10&IType=1
1. INTRODUCTION
On the basis of Generational Cohort each generation has unique ideology & work pattern &
they are managed differently in the same organization. There is not exact birth dates for each
Generational Cohort, but they can be grouped on the basis of definite age boundaries. They are
Traditionalist (Born pre-1946), Baby Boomers (Born1946-64), Post Boomers (Born 1965-80),
Millennials (Born 1981-95) & Post Millenials (1996-2010), (Stephen Gold, 2017). They have
unique personality & perception on the basis of which they carry different work values.
Traditionalists regarded as silent Generation & most of them are retired persons. They are
hardworking, loyal to employer & co-workers & less tech-savvy than younger generations.
Baby Boomers are well established in their carrier & hold good positions of power & authority.
They are workaholic & committed. They enjoy both challenging task & heavy perks. Xers need
liberty to decide their working schedule which is flexible & carry with work-from-home
options. Thus, they will be motivated & retained. Gen-Y is smart, creative, achievement
oriented & optimistic generation. They are tech-savvy & multi-task oriented. They prefer
immediate feedback & instant reward. In India they are regarded as: Socialists (approximate
current age 55), Liberals (mid-40s to mid-50s), Gen-X (Late 20s to early 40s), Gen-Y or
Millennials (Early20s), (Contemporary Work Cohort). According to the data available by U.S.
Labor Force, 21% were Veterans, 50% were Baby Boomers & Gen-X & Millennials occupied
29% (U.S.Labor Force, 1994). According to recent data 2% were Veterans, 25% were Boomers,
33% were Gen-X, 35% were Millennials (one third of the workforce) & 5% Post Millennials
(U.S. Labor Force, 2017). According to U.S.Census Bureau data 56 million were Millennials
who are one third of the entire workforce, 53 million were Gen-X & 41 million were Baby
Boomers whose strength was one fourth of the total Millennials (COMPTIA report 2018). By
2020, Millennials will occupy 35% & Post Millennials will cover 24% of the global workforce.
(Park Communications, experts 2017).
2. OBJECTIVES OF THE STUDY
•
•
•
To identify key factors influencing multi-generational workforce in manufacturing
sector.
To focus on challenges faced by manufacturing sector while dealing with multigenerational workforce.
Suggest measures to curb the challenges & gain competitive advantage.
3. METHODOLOGY OF THE STUDY
Data is collected by secondary sources through journals, books, review of literatures & internet.
4. REVIEW OF LITERATURE
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Goha, Edmund & Lee, Cindy (2018) made study on challenges faced by multi-generational
workforce & suggested Theory of Planned Behavior (TPB) which focuses on positive attitude
across generations & helpes to overcome challenges. Higginbottom (2016), focused on basic
challenges related to multi-generational workforce which consists of employees of five
generations & suggested organizations should consider organizational differences as an
opportunity & make proper utilization of both experience & enthusiasm. Bernthal (2016), made
study on different needs, expectations & distinct strategies to satisfy changing needs related to
Baby Boomers & Gen-Y. Sally Kane (2017), made a study on characteristic & strategies of
motivation of multi-generational workforce & concluded that different generations are
motivated differently while working in the same organization. Bussin & Rooy (2014), identified
variation in perceptions across generations & suggested reward strategy should be flexible &
generation specific. Reuter (2016), a publication house reported organizations face challenges
while recruit, retain & motivate multi-generational workforce & suggested dynamic &
collaboration strategies to overcome. Kurger (2016), advised that mitigation can be the best
weapon to deal with generational conflicts which is a great challenge for multi-generational
organizations. Celeste (2015), suggested that Human Resource managers should move beyond
stereotype thought & be open mind to convert organizational challenges to opportunities while
dealing with multi-generational workforce. Gausepohl (2016), concluded that multigenerational workforce faces challenges regarding differences in values, culture,
communication & work pattern. To overcome, leaders should have broad vision & they should
give value to each generation’s efforts irrespective of their age. Lewis & Wescott (2017), made
study on both challenges & opportunities related to multi-generational workforce & concluded
that organizations that consider generational differences as an opportunity can survive & grow
in long run. Savino (2017), suggested valuable strategies like respect to each age group, reward
on the basis of performance & open communication while dealing with multi-generational
workforce. Lapoint & Spence (2017), studied on differences in employee engagement, thinking,
feeling & goal achievement across Baby Boomers, Post Boomers & Gen-Y & suggested
restructuring of organizations to gain competitive advantage. Dicianno (2018), suggested
proper recognition & motivation strategy help to reduce labor turn over & low productivity in
organizations dealing with multi-generational workforce. Beasley (2017), studied that team
work, knowledge sharing, effective leadership & retention strategies improve productivity &
gain competitive advantage to multi-generational workforce. Iden (2016), focused on
generational differences which create conflict across generations related to motivation, job
satisfaction etc. & suggested measures like improving community relations by understanding
& accepting each group to overcome conflict. Schweyer (2015), laid stress on customized
reward, incentive & motivational strategies to motivate age diversified workforce. Hyoung
Seok Kang, Ju yeon Lee etl. (2016) studied & focused on Smart Manufacturing Trends in
industries which is regarded as 4th Revolution laid stress on how to manage challenges related
to manage multi-generational workforce in these organizations. Stephen Gold (2017),
suggested that manufacturer must understand cultural gap among different generations to
recruit, retain & motivate them effectively. Mccormic (2015), stated that manufacturing sector
dealing with multi-generational workforce face heavy challenges related to technological
advancement & they can overcome it by focusing on knowledge sharing & workplace
cooperation.
5. TRENDS IN MANUFACTURING SECTOR
Manufacturing sector basically includes the production of machines, tools, equipment,
electrical products, cement, metals, rubber, plastic, construction materials & automation
technology products. Now manufacturing organizations cover the global market & focus on
advanced technology to be competitive for growth & expansion. Manufacturing sector covered
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a journey from steam to electricity & from desktop to palmtop. (Industrial Revolution: The Rise
of Smart Manufacturing in 2018). The fourth revolution in manufacturing sector makes them
update & adaptive with Information Technology. These are helpful in new product
development, process improvement, setting product price, promotion of products & services,
quality control, asset management & customer satisfaction. It is always stated that each
generation is identified on the basis of the dependence on technology. Traditionalists were not
technology friendly & Baby Boomers used the personal computer. Post Boomers were friendly
with email & online services. For Millennials who are completely tech-savvy & occupy the one
third portion in workforce depend on technology like anything. They use laptops, palmtops,
smart phones & mobile apps which quickly access information & feedback. Now the
manufacturing world is digital which is based on creativity & innovation.
6. KEY FACTORS INFLUENCING MULTI-GENERATIONAL
WORKFORCE IN MANUFACTURING SECTOR
In manufacturing sector, we find age diversified workforce who are different in their
characteristics, work values, culture, behavior, attitude & ability. Traditionalists are completely
dedicated & loyal towards organizations whereas Baby Boomers opt for authority & strong
leadership. Gen-X prefer to set own schedule to work whereas Gen-Y & Z do not think to work
without technology. All these key values influence multi-generational workforce in
manufacturing sector. Similarly, organization’s goals, objectives, strategies, structures,
policies, procedures, managerial practices & reward system strongly influence multigenerational workforce.
7. TO FOCUS ON CHALLENGES FACED BY MANUFACTURING
SECTOS WHILE DEALING WITH MULTI-GENERATIONAL
WORKFORCE
Manufacturing sector consisting of multi-generational workforce face challenges due to
differences in personality & perception. Baby Boomers who are regarded as “Me Generation”
have strong respect for authority with the proprietary attitude whereas Post Boomers (Xers) are
independent & less respect for authority. Similarly, Millennials (Gen-Y) have strong optimistic
outlook with worldwide communication whereas Post Millennials (Gen-Z) are highly efficient
with technology. Many times, manufacturing sector faces class of thoughts & working values
among different generations. For example, old generations opt for good health plan & pension
plan whereas youngsters prefer higher studies related to research & development plans &
foreign tours. Similarly, conflicts occur among senior & junior employees while working in
groups or teams on the basis of their priorities. For example, while senior employees try to
complete their tasks within office, young employees prefer to work-from-home. It is another
challenge for manufacturing sector to motivate a multi-generational workforce as each
generation demands unique strategy to be motivated & satisfied. Most of the Traditionalists are
retired from workforce who are motivated by intrinsic reward, just like simple praise &
appreciation. Baby boomers who are on the verge of retirement, are effective leaders of the
workforce. They opt for both intrinsic & extrinsic reward with dignity & authority. They are
motivated by challenging task, autonomy, top position in hierarchy & leading others. Similarly,
Gen-X are Post Boomers who are basically do not love to work, but they are technology
friendly. They are motivated by Balanced-Work-Life. Gen-Y, the Millennials who are tech
savvy generation are motivated by work from home or own schedule of task & knowledge
sharing along with pride & dignity. As they completely depend on technology, it makes their
life soft & swift & they equally give priority to both personal & professional life. There is a
strong perception in managers who think to motivate Gen-X task compulsion is necessary
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whereas Gen-Y are self-motivators. Finally Gen-Z the 5G who are more advanced in
technology are motivated by heavy perks & instant rewards. Basically, most of the
Traditionalists are retired from workforce & Gen-Z occupies limited place. Baby Boomers, Post
Baby-Boomers & Millennials have different mindset towards each other. Baby Boomers think
Gen-X & Y are lazy & inexperienced whereas Millennials think Baby Boomers have lack of
technical skill. Similarly, while Baby boomers opt for personal meeting & written documents
for communication, Post Boomers & Millennials prefer for video conference, mail or tutor. Old
generation adheres strong rules, regulations & discipline whereas new generation opt for
freedom & autonomy. Another challenge manufacturing sector faces regarding adaptability of
change in case of diversification, integration, merger & acquisition. Young generations are
more adaptive & dynamic as compared to senior employees.
8. MEASURES TO CURB CHALLENGES & GAIN COMPETITIVE
ADVANTAGE
As each Generation is unique it is advisable to study basic characteristics of all to deal with
them properly & give respect to each generation. First of all, the Human Resource manager or
the leader must be free from perceptual biasness & treat every generation equally. There should
be uniform & homogeneous rules for the multi-generational workforce. To manage & retain a
competitive multi-generational work force manufacturing sector should focus on fair salary
structure, job security, conducive working environment, free flow of communication in all
hierarchy in all generations, instant rewards & incentives. Human Resource Managers & leaders
should focus on SMART (Specific, Measurable, Achievable, Realistic & Timed) goals, scope
for innovation & creativity, flexible working hours, desired autonomy, job satisfaction, cordial
industrial relation along with proper & timely grievance redress. No discrimination should be
allowed while dealing with multi-generational workforce. Similarly, dynamic & generation
specific reward strategies should be there.
9. CONCLUSION
Manufacturing sector plays very vital role for the development of the economy. It generates
employment, increase production & enhance standard of living. No doubt it is a heavy challenge
for manufacturing sector to manage multi-generational workforce effectively. But as every
generation is unique new thoughts come to front & build a scope for innovation & creativity.
The manager should give emphasis on each generation & satisfy their needs. There should be
a common platform for knowledge sharing as old generations will be technically updated &
new generations gain benefits from the experience of seniors & a self-motivated climate will
be there.
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