Running head: OBJECTIVE 4B: MANAGING GENERATIONS IN THE WORKPLACE
Objective 4B-Educational
Managing Generations in the Workplace
Brenda Mummert
McDaniel College
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MULTIPLE GENERATIONS IN THE WORKPLACE
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Multiple Generations in the Workplace
To fulfill my 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 on managing multiple generations in the workplace. I, along with two peers, researched
the effects of managing multiple generations, for the Culture and Diversity (SOC 508) course. In
today’s workforce we are breaching the possibility of 5 generations working side by side.
Multiple generations working together and 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). It is important for human resource professionals to
be aware of the different values and work ethics in order to engage each generation. In today’s
workforce there are the veterans, 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. Most of these individuals
have been with a company long term, and they believe in a workforce that is based on seniority.
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They are very loyal and show respect to their supervisors and company. They thrive when given
positive feedback and recognition of a job well done.
The 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 the 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 around the time of 1965-1979. They strive
for work-life 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. They are very independent and make every effort to succeed in life.
Generation Y, otherwise known as the millennials, were born 1979-1999. They enjoy
working in a workforce that promotes relationships, is informal and has support from others.
They are highly proficient with technology, due to the computer and cell phone era. Instant
gratification is important to them. Generation Y demands that management relate to them and
value their contributions, or they will leave.
While Generation Z, otherwise known as 9/11 is not widely publicized, 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 for each group thrive. As a human resource
professional, I see the need to bridge the gap between upper management and the workforce, so
they can understand how to interact with each other. I recommend training supervisors and
management on the aspect of each generation, and stress what they can do to enhance their
relationship with them.
I suggest building plausible environments for each of generation, which will allow
everyone to feel appreciated and show credibility on the company’s part. We can start by
building strong relationships with the older generations, showing that we value them. We need
to 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. I suggest that we need to keep employees informed of changes and of
the company’s strategic plan. By letting employees know what is in stored for their 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 that management should listen to what each generation is
saying and has to offer. Each generation has something to bring to the bargaining table, there is
potential for creativity and innovation to be improved upon. 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 Walt (2003),
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asserted that embracing the diversity of a multigenerational workforce helps create a satisfying
and rewarding work environment.
De Meuse and Miodzik (2010, p.55) says “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 the every
work environment. A younger generation starts working and they want others to adapt to their
way of thinking. The older generation feels things are fine and shouldn’t be changed. I suggest
human resource professionals need to train management how to deal with misconceptions
between the generations, because such issues may lead to poor productivity, teamwork and lack
of innovations.
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. Management needs to realize, just because research demonstrates how an individual
acts or what they believe for that particular generation, doesn’t necessarily stand true for every
person.
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 all of them. As a committee we
determine the best way to do things, and 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. An example would be our annual children’s Christmas party.
When we had our meetings, each generation had ideas to share on what craft the children should
create. Some of my older generation wanted to do a very tedious craft, but the younger
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generation wanted to do a simple craft. We weighed all the options decided to do the simple
craft. The reasoning given by the younger generation was that their young children might lose
interest if the craft was too difficult. It is rewarding to see everyone involved listen to what each
had to say. The committee put on a wonderful Christmas party and was complemented on the
craft chosen. .
Due to the research I have completed and the fact that I have incorporated the knowledge
that I have gained within the workforce setting, I am competent in objective four. I understand
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 also capable of using what I have learned in everyday situations as they arise on the job.
References
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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.