...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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...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), Howe, Strauss...
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...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 oriented. They place a high value on their work ethic while also seeking personal gratification and growth. Generation X. This is the group born between 1965 and 1980. They are self-reliant, global thinkers who value fun, balance and informality. Millennials. This group was...
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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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...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 As with any situation, when there are misunderstandings...
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...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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...Why Is the Scholarly Style So Different? Raluca S. Buciuc Glion Institute of Higher Education September 14, 2014 Why Is the Scholarly Style So Different? This work paper has the main purpose to analyze an academic article on a management topic and identify the way the author represents its ideas in a scholarly style. The chosen article is “Understanding and 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...
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...Workforce 3 Researchers have tried to categorize employees into contemporary work cohorts based on the eras in which they started working (Robbins & Judge, 2009, p. 119). Robbins and Judge (2009) observed that since the average age to enter the workforce is between 18 and 23, the cohorts are loosely based on the chronological age of their demographic and ostensibly 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...
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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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... the multi-generational workforce will influence the organizational work ethic, perceptions of organizational hierarchy, work relationships and ways of managing change. The literature suggests that as a result of differing experiences and perspectives, strongly held attitudes and diverse motivators, there will be an impact on two specific areas of human resource policy and employee development: retention and motivation. To successfully retain and leverage talent of all generations, the following studies represent the growing foundation of evidence to make changes in company culture, HR policies, benefits and programs. No matter which generation, the work environment tends to either attract or repel individuals. An exploratory study examined dimensions of employee fit with work environments and the impact of employee job satisfaction and turnover intention among different generations. The findings suggest that employees in the Baby Boom generation value work relationships as a contributor to employee satisfaction, whereas for Generations X and Y, the work environment fit (potential for career growth, decision-making opportunities, autonomy and job challenge) is a primary retention factor. Work/life balance is a key commonality among the four generations. A recent study that explored generational effects on work-family conflict in the United States suggests that changes reflect family and career stage differences. For example, “family interfering with work” has changed...
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...Generational differences in work values: A study of hospitality management. Evgeny Strokov Glion Institute of Higher Education, Switzerland Success Strategies for the Hospitality and Service Industries (MGMT - M900 - 201360 - 1) Wednesday, 12 June 2013 Word Count: 1519 ------------------------------------------------- ------------------------------------------------- Statement of Authorship ------------------------------------------------- ------------------------------------------------- I certify that this assignment is my own work and contains no material which has been accepted for the award of any degree or diploma in any institute, college or university. Moreover, to the best of my knowledge and belief, it contains no material previously published or written by another person, except where due reference is made in the text of the work. I also understand that under no circumstances should any part of this assignment be published, including on the internet, or publicly displayed without receiving written permission from the University. ------------------------------------------------- ------------------------------------------------- Signed ------------------------------------------------- ------------------------------------------------- Student number E00032823 Name: Evgeny Strokov ------------------------------------------------- * Generational differences in work values This essay is based on the extensive...
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...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 barely “technologically literate” yet they’re never open to suggestions on how to improve a process with technology. What’s up with this attitude ? “Don’t they want the home at night ?! They act as if I should want to work 60-70 hours a week...
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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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...21 meals will be consumed on a weekly basis, and the data has been changed to 20. **The calculation with statements are computed as follows (using youngest – 5b answer as a sample) The statement are assigned values from 0 – 3 (note that regardless of the numebr of statement, the rating always starts at 0) . 0 represents the least affirmative response (I do not believe in God), while 3 represents the most affirmative response (I storngly believe in God). The numerical represents the assignment of values, and the weighted value is the product of numerical and # of people. The sum of weighted value is provided after Total, and the AVERAGE is obtained by dividing 117 with the number of count. Statement Numerical # of people Weighted Value 1 3 27 81 73 Count 2 2 12 24 3 1 12 12 4 0 22 0 AVERAGE Total 117 1.602739726 1. You need to compare the responses for the three different targets. The best way to compare groups of responses is to calculate the average for your class’s data for each of the targets, and then compare the averages between the three different targets. You do not need to calculate statistical tests, but you should discuss whether the averages appear different. a. Are there generational differences in terms of the amount of TV that people watch, the amount of fun time they spend on the computer, or the amount of total...
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...Generational Differences in the Workplace Composition II—Eng 102 Generational Differences in the Workplace The workplace of today involves interactions among people from four different generations often causing much conflict for leaders and organizations. Each generation represented has its own set of different values and beliefs. These differences can easily lead to conflicting barriers within the workplace. This can pose a significant problem for those in leadership. In order to combat this issue, leaders and organizations can effectively deal with these issues by offering different programs such as executive mentoring, town hall meetings, and leadership seminars for those in leadership. The workplace of today is composed of the intermingling of four different generations all working together towards a common goal. This combination of interactions can often cause much conflict for leaders and create challenges for organizations. Warner and Sandberg (2010) states, “people from different generations and age groups have rather different attitudes, values, beliefs and motivations from one another. These differences can easily lead to misunderstanding, miscommunication and even outright conflict in the workplace.” This can ultimately lead to a loss of productivity amongst fellow employees. The key to success for any leader or organization is learning to effectively deal with these challenges. Leaders and organizations must understand these...
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