The paper 'Generational Dissimilarities in Work Ethics' is a great example of a human resources case study. Being aware of employee behavior and inspiration and hence work values is of vital importance for managers and organizational development experts in their attempt to maximize human potential while minimizing related risk. Of greater importance is how to control and work with employees from differing generational groups since their work values and hence attitude may greatly differ according to Grossman (2005). Workplace generation group has been termed as a distinct group that shares years of birth and hence age, location as well as momentous life occasions at critical stages of development as stated by Kuperschmidt (2000).
The differing experiences distinguish a generation from the other while helping define their feeling toward work and value towards work (Kuperschmidt, 2000). Fvock (1990) states that owing to the generational differences in work ethics, interaction between different generations in the workplace can frequently lead to misapprehensions and difficulties in communication. This is the essence of studying generational work values in a bid to develop an understanding of how to deal with different generations in the workplace thus improving communication and hence output and job satisfaction.
This paper is a literature review on generational differences in the workplace with an aim of getting a better understanding of how different generational groups in the workplace view work. According to Kessler et al (2005), the contemporary organization’ s workforce may consist of individuals from four generations including the silent generation, the boomers, generation X, and generation me (millennials). The groups exhibit varying generational dissimilarities in character traits, mental health, attitudes, and behavior and hence work values with generation X and Millennials being more individualistic and self-focused (Wells and Twenge, 2005).
The dissimilarities in work ethics among the various generations can be clustered along with attitudes regarding work, employee-employer loyalty, respect, and authority, training styles, and needs, need for work/life balance, and supervision among others as stated by Needleman (2008). These differences are clearly analyzed in this paper.
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