Boomers, Generation X and Generation Y's Job Interaction - Literature review Example

Management Name Course Name and Code Instructor’s Name Date Executive Summary The current business environment is characterized by a workforce that is composed of a generational diverse population where people work with colleagues who are either older or younger than they are. The differences in their age pose great challenges in the workplace since it is not easy for these employees to agree on issues as they have different opinions and expectations. There are three generational groups that have been identified which are the Baby Boomers (born between 1943 and 1960); Generation X (born 1961-80); and Generation Y which is also referred to as the Next Generation or the Millennials (born 1981-2000) (Gursoy, Maier & Chi 2008). These three generations display great differences in opinions, perceptions and behaviour in the work place, which if not well managed, can lead to workplace hostility. It is therefore important for the management team to identify the differences in these generations as well as their opinions and perceptions about the other generations (for instance, baby boomers’ perceptions about Generation X and Generation Y) so as to come with the best strategies for ensuring harmony in the workplace. In addition, these strategies will boost teamwork among the employees despite their age differences. This study is aimed at identifying these generational differences so as to come up with an intervention program that will provide the necessary recommendations and strategies to be put in place for the purpose of improving service delivery to customers, employee satisfaction, motivation of employees as well as improved productivity. The strategies will also help the management in ensuring that the best personnel are recruited and retained in the company to obtain a highly qualified workforce. For the Baby Boomers, it was found that they respect authority and are very loyal to the company. They are also patient in waiting for promotions and rewards for a job well done. On the other hand, Generation X employees do not respect authority and are in most cases rebellious. Additionally, they are not patient in waiting for promotions and rewards and in most cases demand immediate acknowledgement for work well done. This generation also values friends and family more than their work and hence they prefer life outside work because they only work to live unlike the Baby Boomers who live to work. Moreover, Generation X-ers are not loyal to the company. For Generation Y, their preferences are almost similar to those of generation X. they have trust in the centralized authority and like working in groups. They also posses great qualities like being optimistic about the future and believe that they have a great way to go. To manage these differences and promote respect and teamwork between these generational employees, this report gives several recommendations that can be implemented in the workplace. Firstly, it is important that the management appreciates these generational differences as well as recognizes the worth of each employee. Secondly, the management should implement the Appreciative Inquiry tool, which is important in promoting teamwork by improving collaboration between employees (Gursoy, Maier & Chi 2008). This tool ensures that employees appreciate each other and through this employee-employee, conflict is reduced. Thirdly, incentives can be used to bridge intergenerational differences in the workplace. Examples of such incentives include quota-based programs, piece-rate incentive programs and tournament programs that promote positive competition in the workplace while at the same time promoting teamwork (Incentive Research Foundation & International Society for Performance Improvement 2002). Finally, intergenerational differences can be managed by introducing training and mentoring programs where all generations learn form each other and facilitate information flow across the generations (Columbia n.d.). Table of Contents Executive Summary 2 Table of Contents 4 Introduction 5 The three most common generations in the workforce 5 The Baby Boom generation 5 Generation X (born 1961-1980) 6 Generation Y (born 1981-2000) 7 Managing the intergenerational differences in the workplace 7 Team work promotion strategies 7 Appreciative inquiry 8 Communication and respect 8 Training and learning 9 Recommendations 9 Conclusion 10 References 11 Introduction The management of any organization should be aware of their employees’ mix; it should be aware of the diversity of its workforce not only in terms of race, gender or nationality but also in terms of age. Today’s workplace has been characterized by a workforce that is from different generations that have different opinions and perspectives in terms of attitudes towards work as well as hold different values and reactions as well as behaviours. Employees from different generations find themselves in the same work environment where they are expected to deliver despite their differences in age. Competition among these generations for positions and recognition is evident in the contemporary workplace. It is not surprising to find that older employees are answerable to a younger superior. Therefore, it is the duty of the employer to ensure that these intergenerational differences do not escalate into employee-employee conflict that leads to lowered productivity in the workplace. It is therefore crucial that the management comes up with strategies of ensuring that there is collaboration between employees of all generations so as to ensure that all organizational goals are met. Furthermore, the management should invest more in the management of these differences, promote communication and respect among these generations as well as among them (the generations) and the management, training and mentoring as well as employee retention. The three most common generations in the workforce The Baby Boom generation This generation was born during or after the Second World War (Gursoy, Maier & Chi 2008 & Tolbize 2008) between the years 1943 and 1960. This group of individuals was raised under an environment that promoted respect for authority and hence their respect for authority in the workplace can be attributed to this (Gursoy, Maier & Chi 2008 & Tolbize 2008). Research has shown that Boomers are workaholics and live to work, as they believe that hard work is the key to success (Gursoy, Maier & Chi 2008 & Tolbize 2008). Another characteristic of this generation is that they are loyal to their employer and sacrifice their time so as to fulfil the demands of their job. In addition, they are good team players and value collaborative decision-making (Gursoy, Maier & Chi 2008, Tolbize 2008 & Columbia n.d). Furthermore, this group has proved that it loves challenges, competition and is patient when it comes to waiting for promotion and reward (Gursoy, Maier & Chi 2008, Tolbize 2008 & Columbia n.d). However, according to Gursoy, Maier & Chi (2008) & Tolbize (2008) employees of this group tend to be rigid to change; they are conservatives and want things to remain as they have always been. Their opinion about the Generation X and Y employees is that these two groups are rebellious and do not respect authority and that they are not serious in their work (Gursoy, Maier & Chi 2008 & Tolbize 2008). They also view these two younger generations as being inconsistent, unreliable, inexperienced and unskilful (Gursoy, Maier & Chi 2008). Another perception of Boomers is that both the Generation X and Y employees do not have work ethics and are slackers. Generation X (born 1961-1980) According to Gursoy, Maier & Chi (2008), Tolbize (2008) & Columbia (n.d), this generation works to live and cannot sacrifice their time for the company. They in fact value a life outside work where they meet with friends and family; they usually want a balance between their work and fun activities. Another characteristic is that this group likes complaining a lot and does not appreciate what the management does to satisfy them. In most cases they want a fun working environment that keeps them busy while at the same time giving them some time to do fun things like listening to music and surfing the internet ((Gursoy, Maier & Chi 2008 &Tolbize 2008). Moreover, this group of employees is self-reliant, prefers flexible work schedules, prefers doing work individually and expects the company to provide incentives such as free welfare facilities such as healthcare cover and meals. Their opinion about the boomers is that they are reluctant to change, have good work ethics, are slow to learn, are technologically challenged, are customer oriented, are very responsible and it is not easy to earn their respect (Gursoy, Maier & Chi 2008). On the other hand, they view the Generation Y employees to be quick learners, overconfident, always want to be praised and acknowledged for work done and do things at their own pace (Gursoy, Maier & Chi 2008). Generation Y (born 1981-2000) This generation is also known as the Next Generation or the Millennials and is very energetic and optimistic about the future. They possess such strong qualities as being independent, confident and self-expressive (Gursoy, Maier & Chi 2008). In addition, they are great team players and great at multitasking due to their familiarity with technology. Though they have great trust in centralized authority, they lack loyalty since they always go for what they believe is better; they can be in the company today and tomorrow find greener pastures (Gursoy, Maier & Chi 2008). They also believe that because of their age, the older employees do not respect and appreciate them. Furthermore, they prefer flexible schedules that will give them time to be with friends and family (Gursoy, Maier & Chi 2008). Finally, this generation values mentorship and is always in search for role models. Managing the intergenerational differences in the workplace Employers have a great role to play in ensuring that there is harmony between employees from these generations so as to reap maximum benefits from the workforce. According to Arthur (2003), when motivating the workforce, it is crucial for the management to consider core human values such as relations between people and the flow of information between individuals. Therefore, to bridge the gap between employees from different generations, the management should first identify the generational differences and similarities as well as identify the most crucial areas of motivation that will promote teamwork in the work place (Nancy, Catherine, Charlsena and Hammond, 2010). It is also important that retention strategies of employees be treated with seriousness so as to avoid losing employees. Discussed below are several strategies that can be implemented so as to bridge the intergenerational gaps in the workforce. Team work promotion strategies Identifying the differences among employees not only in terms of generations but also in terms of culture, ethnicity, nationality and gender helps the management in identifying the best collaboration grounds. Teamwork activities such as competitive sports where employees form groups to compete against each other promote teamwork. According to the Incentive Research Foundation and he International Society for Performance Improvement (2002), use of incentives such as team tournaments improve employee performance. Working in groups promotes information sharing among employees, which further promotes innovation and creativity in the workplace. Consequently, creativity and innovation in the workplace leads to product differentiation where the company gains a competitive advantage over the other companies due to the uniqueness of products and services delivered. Since the Baby Boomers are more experienced, teams are crucial grounds for enabling the sharing of information between this generation and the X and Y generations. For instance, the Boomers can share ideas with the younger generation, which will empower them to manage the company once the Boomers retire. On the other hand, the younger generations will help the Boomers in understanding technology especially computer technology. This flow of ideas and knowledge between generations will ensure that the company has a quality workforce. Appreciative inquiry This is a tool used in leadership to promote collaboration between employees. This tool is very important in reducing tensions among employees that is brought about by wrong perceptions and stereotyping due to generational or cultural backgrounds (Gursoy, Maier & Chi 2008). Through appreciative inquiry, employees learn about each others likes and attitudes and hence learn how to appreciate their differences. Appreciative inquiry can be best achieved by working in groups where the employees interact and consequently create a fun working environment that will ion turn improve the productivity of each employee (Nancy, Catherine, Charlsena and Hammond, 2010). As mentioned earlier, the boomers will act as mentors to the younger generations who will learn from them and in reciprocation; the younger generations will help the boomers to be technology literate. Communication and respect According to Toblize (2008), effective communication among employees as well as between employees and the management help in reducing generational conflict in the workplace. Effective communication entails listening and figuring out the opinions of all employees so as to avoid misunderstandings and generalized judgment (Toblize 2008). For example, the boomers should try to figure out why the younger generations keep on questioning the authority instead of concluding that they want to cause trouble and are being disrespectful. In addition, the management should be careful so as not to make decisions based on assumptions but rather should investigate the motive behind the actions of an employee. Toblize (2008) advises managers to change the way they communicate to younger employees by ensuring that employees are constantly updated on the company’s whereabouts. The management should also ensure that information is regularly passed onto to employees through the easily accessible methods such as emails, team meetings and voicemails (Toblize 2008). Furthermore, the management should teach the importance of employees being respectful of one another despite their age. For example, the boomers can be encouraged to respect their young supervisors and not to take things personal. Training and learning Employee training is an important practice of any company since it ensures that all employees are well skilled for the job (Kunze, Boehm and Bruch, 2011). However, different generations prefer different methods of learning where for instance the younger generations prefers practical methods as opposed to the classroom method that is usually preferred by the boomers (Toblize 2008). It is therefore important that the management come up with the best training tools for each generation so as to avoid conflict in the workplace. It is through training that different generations learn about their diversity and how to embrace such diversity (Johnson and Lopes, 2008). The training packages can be modified so as to accommodate intergenerational diversity training. Recommendations Gursoy, Maier & Chi (2008) have given several recommendations for all generations on how to manage both the employees and mangers from different generations. For Boomers when managing younger employees, it is recommended that they should understand that the young generations are energetic and hence need time to be with friends and family so as to engage in other activities outside work (Nancy, Catherine, Charlsena and Hammond, 2010). In addition, they should understand that young people want autonomy and therefore controlling them will only brew conflict. In managing the boomers, it is recommended that companies come up with programs that will give this generation an opportunity to earn the respect that they yearn for (Gursoy, Maier & Chi 2008). Companies can also put in place mentorship programs where the boomers mentor the younger generations and act as their role models. Moreover, companies should introduce training programs where younger generations are taught on the importance of respecting and dealing with older employees. Gursoy, Maier & Chi (2008) suggest that these training packages should have techniques on how to deal with intergenerational differences and conflicts. Young mangers should strive to learn from their older counterparts so as to be more equipped with knowledge and skills. Conclusion The contemporary workforce is characterized by a workforce that is diverse in terms of age, gender, race, ethnicity and nationality. Intergenerational diversity has been a crucial part in the management of employees aimed at improving employees’ productivity and better service delivery to customers. From the above discussion, it is evident that the workforce is composed of three generational groups namely; the Baby Boomers (born 1943-60), Generation X (born 1961-1980) and Generation Y (born 1981-2000). Each of this generation displays different opinions, attitudes and behaviours about work and their workmates in other generations. The boomers respect authority and are loyal to the company since they live to work. They are also rigid to change and prefer doing things the same way as before. Additionally, they are very competitive and are hard working and view the younger employees as slackers who are inconsistent and unreliable. On the other hand, Generation X is not loyal and does not trust big institutions. This generation also works to live and values their personal life with friends and family. Generation Y is a very independent generation that is technologically advanced. It is also composed of people who are confident and question authority as they believe that rules are made to be broken. it is therefore important that the management invest more in the management of these intergenerational differences so as to avoid conflict among workers. Strategies that can be put in place include employee training, effective workplace communication, promotion of teamwork and appreciative inquiry. It is through these strategies that all generations will understand each other and learn to appreciate their differences. This understanding will result into information sharing and teamwork towards achieving the company’s goals and objectives. References Arthur, J. 2003. Mastering motivation in the workplace. Denver: KnowWare International Inc. Banks, L. 1997. Motivation in the workplace: Inspiring your employees. Virginia: Coastal Training Technologies Corp. Columbia, K n.d. Addressing generational diversity. New York: Newspaper Association of America. Dulye, L.M & Co. n.d, Guide to effective 2-way communications in the workplace: Motivating team members during tough times. New York. Gursoy, D, Maier, T.A & Chi, C.G. 2008. Generational differences: an examination of work values and generational gaps in the hospitality workforce. International Journal of Hospitality Management, vol. 27, pp. 448-458. Johnson, J., and Lopes, J. 2008. The Intergenerational Workforce, Revisited. Organization Development Journal, vol. 26, no. 1, pp. 31-36 Kunze, F., Boehm, S., and Bruch, H. 2011. Generational leadership – How to manage five different generations in the workforce. From Grey to Silver, vol. 3, pp. 87-100 Nancy J., Catherine E., Charlsena F., and Hammond, C. 2010. Importance of and Satisfaction with Organizational Benefits for a Multigenerational Workforce. Journal of Park and Recreation Administration, vol. 28, no. 2 Serrat, O. 2010. Engaging staff in the workplace. Manila: Asian Development Bank. Sirota, D. 2002. Human motivation in the workplace: What workers want. Sirota: Sirota Consulting Corp. The Incentive Research Foundation and the International Society for Performance Improvement. 2002. Incentives, motivation and workplace performance: Research & bets practices. New York. Tolbize, A. 2008. Generational differences in the workplace. Minnesota: University of Minnesota, Minnesota. Workinfo. 2003. Healthy work: Managing stress in the workplace. viewed January 12 2012, www.workinfo.govt.nz Read More