Running Head: GENERATIONAL DIFFERENCES
Generational Differences among Nurses
Jessica Odom
Auburn University School of Nursing
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Abstract
The research aims to distinguish the four generations within the nursing workforce to managers
and provide them with a better understanding of the various needs. The different values,
motives, and backgrounds are defined for each generation. The paper explores how
multigenerational units can affect productivity, retention, patient care and turnover rates. The
research analyzes how burnout can lead to conflict and the affects conflict can have on a unit as a
whole. Specific leadership styles and interventions are recommended to facilitate the
multigenerational staff members in collaboration. The latest approach known as CREW is a tool
to promote a supportive environment among multiple generations.
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Generational Differences among Nurses
Generation is defined as a group of individuals that share common values, motives, and
historical life events (Sudheimer, 2009). In the health care system, nurses make up the largest
population of the workforce. Since nursing is the largest field in health care, there is also a wide
variety of ages among nurses. Ages of nurses ranging from the 70s to 20s allows for a variety in
values, motives, and behaviors, which creates generational differences. It is important for nurse
managers and leaders to address the diversity because it can lead to decreased retention and
productivity on a unit (Stanley, 2010). The purpose of this paper is to describe the four different
generations in nursing in order to inform mangers and leaders how to better manage their staff
and reduce turnover rates.
Nurse managers should become aware of potential employees from different generations
and their quest in an organization. Understanding the needs of the workforce enhances
recruitment, retention, and organizational commitment. The dynamic of nursing requires the
different generations to work alongside each other more than any other profession (Sudheimer,
2009). There are four different generations present in today’s workforce. The Veteran
generation, known as the ‘greatest generation’, was born between 1925 and 1942. They endured
dramatic events that impacted their life, such as The Great Depression and World War II. This
generation of people grew up with a strong value placed on surrendering for the greater good of
everyone and hard work, which influences the way they approach the working world (Carver &
Candela, 2008). The Veterans are uncomfortable with change and prefer command and control
leadership styles. However, there are only a few Veterans still present in the workforce (Stanley,
2010). The Baby Boomer generation is classified as the ‘live to work’ generation that was born
between 1943 and 1960. Baby Boomers, like the Veterans, also have a strong work ethic and
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value acknowledgment for job performance; they expect to be looked up to and respected. While
baby Boomers are evident across the nursing workforce spectrum, many are approaching
retirement.
The Generation X is classified as the ‘work to live’ era, born between 1961 and 1981.
The main difference between Generation X and Baby Boomers is how they value work.
Generation X prefers an environment with professional growth that cultivates communication
and relations with colleagues. The Generation X does not place importance on their work. They
also believe work should be fun. Generation X prefers everyone to be treated equally, regardless
of status or experience. Lastly, Generation Y also known as the ‘nexters’ or Millennial
generation was born between 1982 and present time. This generation has grown up with
information readily available to them. Generation Y is more technologically savvy than any of
the other generations. The Millennial’s are team oriented and they want their work to have
purpose and show significance. This generation will give 100% to their job but they desire a
balance between their work and lives. Nurse managers and leaders will not always agree with
the generations’ priorities but bridging the gap among the diversity will facilitate a healthy work
environment (Carver & Candela, 2008).
A current issue according to Subheimer, is that Veterans are retiring and the Baby
Boomers are claiming the positions at the top of hierarchy (2009). Generation X thinks both the
Veterans and Baby Boomers should retire in order for Generation X to advance to higher
positions quicker. Generation X will abandon a job for another job that offers more profitable
opportunities, and they do not stay committed to their work like Baby Boomers or Veterans.
This issue is increasing job dissatisfaction for all generations, which ultimately increases nursing
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shortage. There is an increased competition over jobs that is a factor which causes Baby
Boomers “eat their young” to scare off the newer nurses (Subheimer, 2009).
Working among a multigenerational group of individuals creates misunderstandings that
relate to values, work ethics, communication styles and approaches to problem solving that may
lead to conflict. These conflicts may cause the staff to obtain low quality patient care,
communication breakdown, and lack of motivation among staff (Stanly, 2010). Conflict of
personal values compared to organizational values is a main reason for burnout. Burnout is
constant fatigue, pessimist attitude, and low professional efficacy. The Millennial nurses are the
largest population that experience burnout. Young nurses are unsatisfied with healthcare as a
profession, and research shows that 35-61% new nurses leave the nursing profession (Leiter,
Price, & Laschinger, 2010). The Baby Boomer generation has an overall high job satisfaction
and less burnout than Generation X (Sparks, 2011). It is also estimated that 50% of current
nurses will leave the workforce in the next five to ten years due to retirement, disability, or
career change. The retirement of the Baby Boomers will result in a loss of significant knowledge
among the nursing profession that will not be replenished easily. Nurse managers must promote
true commitment to their units, which increases job satisfaction, retention, productivity and
decreases turnover (Carver & Candela, 2008). The average cost per nurse for a turnover ranges
from $21,000 to $64,000. The majority of the turnover rates are not due to the hospital but to
their manager. Psychological empowerment is identified as the main predictor of job
satisfaction. Strategies among nurse managers should aim at stabilizing the current nurse
workforce by understanding psychological empowerment to create positive interventions
(Sparks, 2011).
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Implementations need to be taken to address the differences among the generations.
Managing environmental changes, generational differences, and retaining nurses requires a
leader that can function beyond the traditional leadership style. When dealing with generational
issues, the leadership style of congruent leadership has been effective. Congruent leadership has
a connection between retention of nurses and job satisfaction with all generations. The
leadership style proposes that each generation is held to equal standards with expectations, goals,
policies, and procedures. Congruent leadership allows everyone to feel valued equally. Other
approaches for managers when dealing with multigenerational staff members is to meet the top
five needs of employees of any generation. These needs include; providing an opportunity to
advance in the organization, promoting a better work/life balance, offering more benefits,
providing respect and recognition, and providing access for learning and growth. Employers can
better support the different generations by providing training opportunities and motivate all
groups (Stanley, 2010). According to Leiter et al. promoting open dialogue that pertains to the
respect and behavior of staff members within the multigenerational group will allow for better
outcomes (2010). This new approach to multigenerational nursing is called CREW (Civility,
Respect, and Engagement in the Workplace). The goal of CREW is to develop a more
accommodating environment and improve the respect level among staff members. The process
encourages communication to identify challenging areas that need a positive solution. The idea
of CREW also raises the concern of an anti-bullying policy to be implemented. The CREW
policy is appealing for older nurses as well as new graduates. The Baby Boomers and
Generation X can be mentors for the Generation Y, and all nurses should be respected. CREW
supports the younger generation of nurses through the transition period and retains them in the
nursing profession. The CREW policy also creates a benefit for patients because of the
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supportive work environment and collaboration of care. Nurse managers should view a
multigenerational group of staff with a positive outlook, which allows everyone to bring
something unique and significant to the organizations environment (Leiter et al., 2010).
Interaction, support and collaboration between all generations are a necessity on any
patient care unit (Stanley, 2010). The climate of a unit can be one of the most influential
variables that mold employees’ behavior. The climate or culture of an organization will have
their own set of values, goals, and beliefs. The climate can be controlled by the managers and
leaders. The perceptions of the climate will have an impact on the employees’ motivation and
performance. The generational differences also influence nurses’ perceptions of a work climate.
Older nurses’ reported feeling their units are full of warmth, belonging, and administrative
support, while the younger nurses did not. Managers must facilitate the climate to fit their
population of nurses (Sparks, 2011).
In conclusion, generational differences exist among the nursing workforce. The Baby
Boomers and Generation X make up the majority of the nursing workforce. There are positive
and negative aspects that come with multigenerational differences. If nurse managers look at the
unique aspects each generation has to offer then a multigenerational work environment is viewed
positively. However, multigenerational work environment can be negative if conflict among the
staff arises; causing turnover, un-satisfaction with staff and patients, and decreased retention. As
a nurse manager better comprehends each generation and their expectations, they can assist their
staff to better understand and appreciate each other. This will create a healthy climate.
Leadership styles, such as congruent leadership promotes satisfaction among all generations.
After promoting satisfaction, it increases productivity, retention, and patient care, while
decreasing turnover rates. Generational differences will always be a factor to account for in the
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nursing workforce. Nurse managers that are active in understanding the generational differences
among nurses will cause better outcomes in the organizations and units.
References
Carver, L., & Candela, L. (2008). Attaining organizational commitment across different
generations of nurses. Journal of Nursing Management, 16(8), 984-991.
doi:10.1111/j.1365-2834.2008.00911.x
Leiter, M., Price, S., & Laschinger, H. (2010). Generational differences in distress, attitudes and
incivility among nurses. Journal of Nursing Management, 18(8), 970-980.
doi:10.1111/j.1365-2834.2010.01168.x
Sparks, A. (2012). Psychological empowerment and job satisfaction between baby boomer and
generation X nurses. Journal of Nursing Management, 20(4), 451-460.
doi:10.1111/j.1365-2834.2011.01282.x
Stanley, D. (2010). Multigenerational workforce issues and their implications for leadership in
nursing. Journal of Nursing Management, 18(7), 846-852. doi:10.1111/j.13652834.2010.01158.x
Sudheimer, E. (2009). Stories appreciating both sides of the generation gap: baby boomer and
generation X nurses working together. Nursing Forum, 44(1), 57-63. doi:10.1111/j.17446198.2009.00127.x