Generations In Today’s Workforce
It is difficult at best to describe what organizations across the countries are experiencing as markets expand globally. The task of recruiting, training, and retaining employees is a maze of intricate transactions has now been exacerbated in the last 15 years or more by what popular media and self-help authors call out as generational separation.
There are 5 generations in today’s workforce. Multigenerations working side by side in the workplace is not a new problem. It has been studied for years in various ways (Lub, (2016), p. 653). There are, however differing opinions as to what role generational separation plays in the workplace. Most researchers have studied factors such as job satisfaction, work outcomes, work attitudes, and the like. However, there are few patterns indicate such factors provide significant evidence that generational separation is causing workplace conflict. (Costanza, Badger, Fraser, Severt, & Gade, 2012, p. 375).
Popular media exploits differences While organizations are struggling to keep up with technology and lay out yearly strategic plans, popular media claims that organizations should rush to meet such issues by creating new policies promoting more engaging work, flexible schedules, and the like. Promoting rushed decisions could cause detrimental results. However, few experts are suggesting that organizations should contend with transformational issues that appear between employees with different value sets. (Twenge, & Campbell, S. 2008 p. 863).
Operational Risks
Operational success is determined by how well organizational leadership communicates strategic objectives. Allowing conflict to interfere with how people carry out those initiatives will lower morale, which will eventually lower productivity. Not to mention that if those issues can continue without finding a reasonable solution, people may leave the organization, thus costing the company money in recruiting and training areas. Multi-generations will continue to work together, i.e. “Gen Mix" (Cekada, 2012, p. 40) however, it is important that organizational leaders are taking the necessary steps to ensure that structures, policies and programs are aimed in the right direction.
It would be costly for organizations to change structures when the issues may resonate from something completely outside what is being suggested. Thesis This paper will explore factors that have been credited for creating generational differences in the workplace. The most common factors that have been identified are expectations, work ethics, poor communications, poor leadership (Hill, 2014, p. 242).
This paper will review the empirical literature to determine if specific patterns emerge that may give a deeper understanding of these factors, thus allowing people to communicate across generations despite these differences. Equally, this paper will seek to discover if their other contributing factors that have not been identified, or identified but not fully explored. Discuss General cohort theory and the different types of research thought. Main Point II: Multi-generational workforce Generational Cohorts There are five generational cohorts in the workplace. Most researchers have generally accepted the following empirically tested descriptions. Among those are
Traditionalists who were born between 1922 and 1946 with representing 2 percent of the population; Baby Boomers who were born between 1946 and 1964, representing 29 percent of the population; Generation X who were born between 1964 and 1980 by whom represent 34 percent of the population ; Generation Y/ Millennials , born between 1980 and 2000 by whom represent 34 percent of the population and Generation Z who were born after 2000 representing 1 percent of the population (Hill, 2014, p.242).
Relative Theories
The most prominent theory related to multigenerational differences is the General Cohort Theory. The theory states, according to (Costanza, 2014. p, 377) a generation is a group of individuals who are similar in age, experience and are influenced by the same historical events, during key developmental periods in their lives. Examples of those key periods are late childhood, adolescences and early adulthood. Thus, creating a predisposition to certain thoughts and actions (Sessa, 20 ). It is a direct contradiction to the idea that people development throughout their lives by age. Neither of these ideas support a much more specific psychological idea that development changes through experiences. (cite)
The Congruence
Theory suggests development aligns with the needs, demands, goals, objectives, and structures within an organization when such factors are consistent with the needs, demands, goals, objectives and structures of another component (Cogin, 20 ), According to congruence theory, the greater the alignment between the various components, the more effective the organization will be overall. If components are misaligned, it interferes with each other and cause neither to function properly. If components are aligned, they operate synergistically to enhance organization performance. The components within organizational tasks, the employees undertaking these tasks, and organizational arrangements.
In this study, researchers rely on congruence between individuals (specifically in terms of their work values) and organizationally to show that the relationship can lead to greater employee productivity, hence increase performance (Cogin, ). Generational characteristics Equally, most researchers agree that there are generally accepted descriptions that characterize each of the groups represented.
It is, however noteworthy that the Congruence Theory will contradict some of these findings in later sections. Traditionalists, or the Silent generation as they are often referred, were children during WWI. Hailing from a generation known as the “The Greatest Generation” cite Bentley Report 2017. This cohort reaped the benefit of having nuclear family, they were raised with consequences far greater than most of the younger generations would ever experience. As employees they reflect the customary work ethic of that time—loyal, disciplined and knowledgeable. As managers they are often seen as hardliners.
The Baby Boomers have been attributed as being the largest generation in the workforce until recently, and the Millennials have taken their place. The generation of the seventies is socially conscious and would have been set to retire in the coming years were it not for the recession of 2008. Consequently, leaving many of this generation to stay in the workforce long past the scheduled time they would have retired. Generation X grew up during the energy crisis, Watergate, and saw the fall of the Berlin Wall. Most are credited with traits such as adaptability, but are also seen as independent, and who are not afraid to question authority. The Millennials are the most educated generation. Socially conscious, and full of energy. These tech savvy people are diverse and are known to be willing to make a commitment. Albeit, that may mean only a year, but committed to it none the less.
Generation Z are the linkers. These are the people who do not know life without smartphones and Facebook. Interestingly, they are the most entrepreneurial. They have been marketing themselves since birth. They are credited with being the tech natives and are very ambitious as well as innovative. (Bently report). All these general characteristics are hinged by predictions made in relation to the path in which these characteristics may lead them. Many of the generations have proven that to be false. (Cogin,)
For example, Cogin describes an empirical study performed where considerations regarding cultural, political, and economic events that occurred during different generations lifetimes during periods where they may have most impressionable. Although it is a widely accepted practice spanning many years, general characterizations are not the best way to measure human behavior. “For example, generations growing up during periods of war or insecurity learn modernist survival values such as economic determinism, rationality, materialism, and respect for authority.
Alternatively, generations growing up during periods of socioeconomic security learn postmodern values such as egalitarianism, tolerance of diversity, and self-transcendence (Egri and Ralston 2004). Inglehart (1997) and Smith and Clurman (1997) argue that, despite changes in life stage, attitudes and behaviors cultivated in one’s formative years persist. Smith and Clurman (1997, p. 7) state: ‘Life stage is not everything. When Baby Boomers began to turn thirty-five predictions were rife that they would begin to save and become more conservative, politically and socially, just like their parents. It didn’t happen. The Baby Boomers rolled right on past thirty-five remaining true to their free spending, free spirited ways” (Cogin).
Corporate Implications
Most multigenerational research points to factors such as job satisfaction or work-related values. It is reasonable to believe people desire to find meaning work that will sustain them during the earning years of their lives. It is equally important to employers to provide that type of work experience for the people they employ. In most of the studies reviewed corporate mission, vision, and values are missing as a component in the methodology. Relying on the Cogan’s work related to the Congruent Theory; it is necessary to provide the organizations culture to achieve alignment between the two. For example, when one begins a new position with any organization there will a period of discovery.
Most organizations provide a path for that discovery in the form of New Hire Orientation. Equally, most people seeking a new experience in a different environment has sought out some information on their own. Typically, they speak to friends, or family who may have some personal experience, or knowledge regarding the culture, benefits, hours, etc. Once the paperwork is finalized the period of discovery begins. Employers/Employees alike are beginning the process. Each are evaluating the experience, surveying the environment searching for alignment, synergy. They are to a degree entering into a psychological contract. Lub’s study on the psychological contract shows that there are numerous ways to assist organizations while they experience challenging times as new generations make an entrance into the workplace.
Equally, challenging as a generation of older workers retire, continue working due to unstable financial realities. Offering organizations empirical evidence that there is a reciprocal nature within the components of the psychological contract will provide some evidence that the Congruence Theories alignment component could be used to achieve reciprocity. The results from this study suggest that all generations respond well to multifaried , less monotonous, and challenging work with a balanced workload.
The millennials particularly well to career development options such as promotions, training, coaching and broad professional development, whereas Generation X seems to respond particularly well to organizations and managers that adhere to clear and fair organization policies. Generation X and Baby Boomers also seem to be more motivated by a good working atmosphere with cooperative and supportive colleagues and superiors, whereas Generation Y seems to be more individualistic.
Lastly, rewards seem to be a hygiene factor for all generations (but in particular for Generation Y) with fulfillment of rewards obligations having little impact on work outcomes. Finally, different studies on generations are showing mixed results and limited effect sizes on generational differences (Costanza et al., 2012). Organizations therefore need to be careful in adopting stereotypical approaches to managing different generations. (Lub et al. 2016)
