...Ambition, Altruism, Affiliation and Anxiety in the workplace: A review of generational differences in work attitudes. Madeleine Fogarty Melbourne University Abstract Popular books and articles claim that there are significant differences between the generations in attitudes to work. However, there are relatively few empirical studies that support this claim. This review examines the reasons for the dearth of empirical work, reports on the US and Australasian findings published in the past decade, and suggests a taxonomy of ambition, altruism, affiliation and anxiety to synthesise the diversity of previous research and reach a coherent conclusion: all are on the rise for Gen Y. Directions for future research and recommendations for organisations are discussed. News articles regularly demand that we pay attention to the different needs of the next generation and their attitudes towards work. Last week the Sydney Morning Herald claimed that “Generation Y . . . has high expectations of their employers, seek out new challenges, are not afraid to question authority, value teamwork, seek the affirmation of others, crave attention and want to be included and involved” (Zavos, 2010). Other stereotypes of Gen Y, including Myers & Sadaghiani (2010), pitch them as self-centred, unmotivated, disrespectful and disloyal. There have been many articles and books in “popular literature” that describe differences between the generations, including Strauss & Howe (1991),...
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...Generational Conflict in the Workplace Tara Scott University of North Alabama MG-340 July 20, 2015 I declare and affirm that the work submitted herein is my own work product from my own labor, efforts, and endeavors, and that I did not receive seek, receive, offer, or accept unauthorized aid or assistance or use of the work product of another, unless otherwise so stated fully and completely herein. The workplace can be filled with many conflicts and negotiation situations daily. One of these types of situations occurs due to the fact that there are four generations present for the first time in America’s History. Generational differences can affect many aspects at work. In order to be able to work in such a diversified environment, management needs to identify the most effective methods for identifying potential conflicts and the best practice for resolution of the conflict. In order to grasp the most accurate and respectable feedback for each generation, a little background on each of the four generations characteristics is needed. The first generation, the traditionalist (born prior to 1946), are typically either retired or at retirement age but choose to continue working for various reasons. Traditionalist, also known as veterans or the silent generation, are typically hard working and loyal but are technologically challenged in most areas. Veterans tend to prefer class room style education and face-to-face contact for communication. They have been raised to...
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...Negative impacts of generational differences in the workplace of China The past decades have witnessed a dramatic transformation in China. With the development of modern society, the generational differences are becoming growingly deep and complex. Although it is normal that people have diverse personalities and lifestyles, the disparity between generations is quite evident. Working age Chinese fell into two main generations, “a generation being defined as an identifiable group that shares birth years, age, location, and significant life events at critical developmental stages”(Kupperschmidt, 2000, p.65), divided by the year when the reform and opening up was implemented. As an increasing number of young people have graduated from schools and start their careers, concern about the generational difference in the workplace is raised. Since different generation internally share different value and culture, communication problems and interpersonal conflict are almost inevitable, which may result in negative impact in workplace, like inefficiency and low productivity. In this essay, the causes and effects of these problems will be examined before continuing suggesting solutions. The essay will then be concluded by presenting personal opinion on this topic. The first and perhaps most common problem emerges from generational differences in the workplace is communication difficulty. The young generation and old generation both have their unique languages due to different culture background...
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...A Facilitator's Conundrum: Facilitating in a Multi-generational Learning Environment Michele Hickman Sullivan University Managing Organizational Conflict CMM521X Dr. Susan Raines May 7, 2014 A Facilitator's Conundrum: Facilitating in a Multi-generational Learning Environment Introduction Learning and development are essential tools in talent management for the American workforce. The ability to learn and grow helps an organization recruit and retain top talent, as well as grow existing talent. These learning opportunities are presented to various individuals at various times. When new talent is hired, individuals with a variety knowledge, skills, and experiences are pulled together in one learning environment, a classroom, to learn the essential tasks required to perform their new role. These individuals are guided on their learning path by a facilitator. The facilitator’s role is to ensure knowledge transfer occurs to each individual in their classroom audience while maintaining an environment conducive to learning. Today’s classroom audience makes this responsibility even more challenging. The facilitator not only has to find the common denominator in knowledge, skills, and experiences; he/she also has to deliver the content simultaneously to a multi-generational audience. An audience with participants who has only heard of a typewriter or seen one in “historical” pictures to others who remember the major family purchase of a colored television and each...
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... G eneration Y (and Generation Z) Working Together WHAT MATTERS AND HOW THEY LEARN? h ow different are they? fact and fiction Executive Office, Talent Management Team United Nations Joint Staff Pension Fund New York Secretariat Headquarters Overcoming Generational Gap in the Workplace Rational for Introducing the Generational Communication Gap into the Workplace Casey Carlson!& Deloitte & Touche Study ! Fundamental Questions! Where does your personal view fall in the following generational change spectrum? Level 5: “The generation of people in the top boxes is the only one that matters…the rest just need to grow up or shut up.” Level 3: “The generational change is an emerging issue within our organization but we haven’t done much about it.” Level 2: “We view generational change as an emerging opportunity.” Level 1: “We’re actively changing the work culture to harness! the power of generational change.” Differences in Opinion and Attitude “This generational stuff is just socially acceptable stereotyping…politically correct rationale offered for immature behavior” “When is someone going to ask me what I need?” “Doesn’t everyone want the same thing anyway?” “Even if this generational stuff were true, this is still planet earth and we know how our business needs to be run for it to be a success” “Can we go back to work now? These kids will either get with the program or they’ll leave just like they always have” “I don’t get it! My managers are...
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...Generational Diversity in the Workplace Managerial Communications 10/14/2011 Today, the workplace environment is comprised of people, both males and females from all different cultures and generations. For the first time in U.S. history there are four different generations out in the workforce. A generation can be defined as a group of individuals born within a term years having similar ideas, goals, attitudes and experiences. It can also be defined as the average period between the birth of parents and the birth of their children. Resources differ as to when some generations start and end; a generation is usually around 20 years long. generational differences are based on broad variations in values that develop based on the contrasting environment and social dynamics each generation experiences as they come of age. In the workplace, these differences seem to be generating clashes around work-life balance, employee loyalty, authority, and other important issues.Generational differences are based on broad variations in values that develop based on the contrasting environment and social dynamics each generation experiences as they come of age. In the workplace, these differences seem to be generating clashes around work-life balance, employee loyalty, authority, interpersonal relationships and other important issues (Notter, 2007). Sometimes contradictions and problems arise when identifying the characteristics of a generation. Some studies in the 1980’s described...
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...hired this year can expect to find that they working with colleagues who are older than they are by fifty or more years. The reason for this is primarily due to labor shortages for trained personnel in many industries. In addition, many older workers are now delaying retirement due for economic or other reasons. Many of the baby boomer generation can now be expected to delay retirement into their seventies. (Randstad USA) As you will learn, an inter-generational workforce provides many opportunities and challenges. While generational differences can and do lead to frustration, conflicts and poor morale, they do not have to. This section of the handbook will help you to better understand effective methods for leading and working with intergenerational teams. You will see that the differences brought to the mix by different generations can lead to increased productivity, creativity and success. In addition, you will understand the programs and benefits offered to enhance and optimize the benefits of maintaining an inter-generational workforce. Defining the Generations In an article published in the Journal for Quality and Participation, Gesell provides the following definitions of the generations. The Silent Generation. Born between 1925 and 1945, this group values hard work, conformity, dedication, sacrifice and patience. They are comfortable with delayed recognition and reward. The Baby Boomer Generation. Born between 1946 and 1964, this group are optimistic and team...
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...role in the workplace. There are issues with different races and gender, but one that does not seem as talked about is the difference in age. What many do not realize is that assuming all ages work the same way can be detrimental for not only the manager but the worker and company as well. When different age groups are combined to work, without proper accommodation, intergenerational conflict will occur. This is why understanding the different generations, including their values, attitudes and beliefs is important so that this conflict can be avoided. Once the different generations are understood, there are a few things a manager can do to ensure that their team will be able to work effectively. A Diverse Workplace; Creating Effective Cross-Generational Work Teams Generation gaps within the workplace are common and can create serious problems. According to Gregg Hammill, “This is the first time in American history that we have had four different generations working side-by-side in the workplace”. To create an effective cross generational work team, one must first understand the conflict that occurs and why when they are all put together without accommodation. After that, it is important to separately analyze each generation and their values, beliefs, and how they work. It is at that point, that a manager can effectively put together a cross generational team together by understanding and accommodating for each generation. Differences in Generations ...
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...(Harwell) Another significant challenge that managers face is motivating their employees. Motivating employees is a key element to a positive work environment and a successful business. Over the past 50 years many things have changed in the workforce, including the types of challenges managers face in motivating their workers. Generational differences, technology, and cultural differences are three challenges that managers face in motivating employees today. Veterans, Baby Boomers, and Generations X and Y, are all working side-by-side in the workplace as opposed to 50 years ago. With four different generations in today’s workplace there are individuals with different ways of communicating, different ways of getting things accomplished, and different morals and values. In an online article its said that each generation had distinct attitudes, behaviors, expectations, habits and motivational buttons.(Hammill) These generational differences play a significant role in managers motivating their employees. The following is a workplace scenario in which a manager tries to use the motivational approach of monetary incentives and encounters a generational difference. At annual appraisal time, a manager from the Veteran generation gives out a nice bonus for a well-developed project completed months ago. The employee from Generation X is unappreciative and says, “Why didn’t I get this six months ago when the project was done?” Generation X wants instant gratification, while an individual...
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...Managing the Generational Differences in the Workplace” written by Kapoor C. and Solomon N and published in Worldwide Hospitality and Tourism Themes journal in 2011. In order to complete the analysis, the work paper resume the article and its findings, identify its value and main purpose and analyses its writing manner from the point of view of the scholarly style requirements, in comparison with other writing styles. Summary and Findings In “Understanding and Managing the Generational Differences in the Workplace” article Kapoor and Solomon (2011) treat one of the most sensitive issues of today managers: how to understand, treat and motivate their employees in order to maximize their productivity. In doing so, the authors of the paper advise the managers to pay attention to the individuality of their employees starting from the generational differences. They identify four different generations in most of the demographic structures of the companies today: Traditionalists, Baby Boomers, Generation X and Generation Y. Simon (as cited by Kapoor & Simon, 2011) states that “every generation is influenced by the economic, political and social events of its time” (p. 313). Thus, “each generation is shaped by its experiences, which brings a variety of strengths to the workforce” (Kapoor & Solomon, 2011, p 315). The different characteristics of each generation make them have different perspective on work and this is a source of potential conflicts in the workplace, fact that must...
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...The Multi-Generational Workplace Dawn Butler Org 415 - Summary Paper September 17, 2011 Today’s workplace is more diverse than that of any other time in history. With four different generations actively in the workplace, the way people work together is more important than ever, as is the role of today’s manager. Many organizations have a wide range of employees within several different age groups, each with different work ethics and all must be managed in various ways. Today’s problem in the workplace is no longer the effects of downsizing, competition, stress or greed but rather the four generations of people working together and often colliding. (Hammill, 2005) These four generations; the Veterans, the Baby Boomers, Gen X and Gen Y, make up today’s workforce and each bring different values, ideas, communication styles and ways of getting things done to their organization. (Hammill, 2005) This is the first time in American history that we have had a wide range of ages in the workplace. With such an assorted group of people working together, the traditional roles in the workplace have changed. “There were definite rules as to how the boss was treated and how younger workers treated older workers. No longer: Roles today are all over the place and the rules are being rewritten daily.” (Hammill, 2005, p.1) First, it is important to identify the different generations and who make them up. The Veterans were born between 1922-1945. This...
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... Generation Y 5 2.0 The Challenge 2.1 Characteristics of each generation 6 2.2 Perception of other generations 7 3.0 Leadership Styles for Different Generational Groups 9 4.0 Recommendation 11 Conclusion 13 References 14 ABSTRACT Generation Y (born 1981 and 2000) is young worker, Generation X (born 1965-1980) is middle generation and Baby Boomers (Born 1946-1964) is older employers. Usually young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don’t like ambivalence. It is important organization to take time and build the trusting relationship where each generation brings ahead their potentials and works towards the organization goal. The leaders should recognize the different work characteristics between generational groups and apply leadership styles that will positively contribute to employee motivation. As a result, due to the shifting nature of the job/task itself and the changing nature of subordinate characteristics and behavior. Leadership styles have also had to make changes. Accordingly, a task-oriented leadership style is more acceptable to Baby boomers but Generation X and Generation Y prefer to be managed under a relationship-oriented leadership style. Introduction The workplace has changed dramatically in recent years. Today’s workforce can be divided into three distinct groups of people. There are the Baby boomers (Born 1946 and 1964), Generation X (...
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...reflect the dominant values and job attitudes of their representative generations (p.119). This paper is a systematic discussion of three topics related to contemporary work cohorts: (a) the reality and specifics of the management issues associated with having a multigenerational employee base, (b) the profiles of each of the four generations that compose the workforce today, and (c) advice for company leadership on turning the diverse perspectives of a cross-generational workforce from challenge into advantage. The Significance of the Generational Gap at the Workplace The fact that the phrase “generational gap” is part of everyday vocabulary, suggest that the phrase denotes something real, which makes the theory appear prima facie true. Furthermore, in light of the amount of literature concerning the theory of contemporary work cohorts, it becomes easy to take the validity of the theory for granted. Some critics, however, argue that due to the theory’s limitations, which include lack of rigorous research on generational values, limited intercultural application, and the imprecision of the categories that tend to ignore individual...
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...Discussion 6.2 Generational diversity in the workplace refers to the extent to which the workforce population of an organization represents or is influenced by people of different age groups available in the general workforce. Each generation shares similar experience growing up and views the world through their own generational experiences, influences and social values. Accordingly, each group has different approach around work life balance, employer loyalty, authority and other important issues related to the organization, all of which have a significant impact in the workplace. To be successful in maximizing the variety of needs, experiences, values and approaches based on generation and develop effective strategies as organizations continue to grow, the first step is to understand the differences among generations. The benefits of the generational diversity in the workplace are numerous. For organization whose goal are to seek growth and sustainability in the long term, leveraging and capitalizing on the value of generational diversity in the workplace can contribute to improve talent attraction, retention and engagement. Group | Characteristics | Traditionalists | Privacy | | Hard Work | | Trust | | Formality | | Authority | | Social Order | | Material Things | Baby Boomer | Competition | | Change | | Hard Work | | Success | | Teamwork | | Anti-rules and Regulations | | Inclusion | | Fight for a Cause | Generation X |...
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...by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Post-print of: Yu, HC & Miller, P 2003, 'The generation gap and cultural influence: a Taiwan empirical investigation', Cross Cultural Management: An International Journal, vol.10, no. 3, pp. 23-41. The authors Hui-Chun, Yu is a DBA (Doctor of Business Administration) candidate in the Graduate College of Management of Southern Cross University, New South Wales, Australia. Dr Peter Miller is a senior lecturer in the School of Social and Workplace Development at Southern Cross University, New South Wales, Australia. Contact details: Southern Cross University Division of Business PO Box 42 Tweed Heads NSW 2485 Australia Phone Fax +61 7 55 06 9311 +61 7 55 06 9301 Email: fayyu@hotmail.com hyu10@scu.edu.au Email: pmiller@scu.edu.au 1 The generation gap and cultural influence – A Taiwan empirical investigation Key words: Generation gap, Culture, Work characteristics, X Generation, Baby Boomers, Taiwan, Abstract It is well researched and reported that the culture of a nation has a major impact...
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