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MANAGING DIFFERENT GENERATIONS IN TODAY’S WORKFORCE
Managing Different Generations in Today’s Workforce
Prepared for
Dr. Marcel Robles
CCT 850 Business Research & Communications
Eastern Kentucky University
Prepared by
Jenna Castle
B.A. Accounting
MBA Student
Eastern Kentucky University
November 17, 2016
244 Wayne Dr. Richmond, KY 40475 • jenna_castle24@mymail.eku.edu • (606) 7931461
November 17, 2016
Dr. Marcel Robles
Eastern Kentucky University
BTC 022
Richmond, KY 40475
Dear Dr. Robles:
I am enclosing the report on ‘Managing Different Generations in Today’s Workforce’
assigned by Dr. Marcel Robles on August 22, 2016. This report was written because
of the growing number of generations in today’s workforce. Where trends such as
delayed retirements, second careers, and increased longevity create a wider age
spectrum of workers than ever before. This has presented managers with a problem
that they have never experienced; they must learn how to successfully manage this
diverse group of employees to ensure organization success.
This report uses the generational theory and Vroom’s expectancy theory to study
what makes each generation different from the other and what they prefer in a
workplace setting. In order for these generations to work in harmony, managers
must implement: cross-generational mentoring, lessons on perspective taking skills,
and the necessity for informal learning. Cross-generational mentoring allows
Millennials to learn from their predecessors and allows older generations to learn
from tech savvy Millennials. It is important for each generation to utilize
perspective-taking, which help to bridge cultural divides within the workplace,
including divides between younger and older worker. It allows employees to put
themselves in the position of their co-workers and understand why they believe the
things they believe in. Informal learning is a process that occurs everyday, whether
employees realize it or not. Informal learning helps employees learn from one
another in informal settings, such as having conversations in the break room, or
from across their cubicle.
Thank you for the opportunity to conduct this study and to learn more about
generational differences. If you would like to discuss this report further or have any
questions, please contact me.
Sincerely,
Jenna M. Castle
B.A. Accounting
MBA Student
Eastern Kentucky University
CONTENTS
Executive Summary ..................................................................................................................................... vi
Introduction ..................................................................................................................................................... 1
The Problem ...................................................................................................................................... 2
Purpose of the Study ...................................................................................................................... 2
Methods and Procedures Used ................................................................................................... 3
Theoretical Framework ................................................................................................................ 3
Generational Characteristics ..................................................................................................................... 4
Generational Theory: Fact or Fiction? ..................................................................................... 7
Work Values .....................................................................................................................................10
Responsibility Leads to Success .............................................................................................................13
Human Resource Professional’s Responsibility ..............................................................13
Executive Leader’s Responsibility .......................................................................................14
Management’s Responsibility ...............................................................................................15
Millennials’ Responsibility .....................................................................................................16
Methods Used to Create and Sustain a Harmonic Environment in a Multigenerational
Workplace .......................................................................................................................................................16
Cross-Generational Mentoring .................................................................................................18
Perspective Taking Skills ............................................................................................................19
Informal Learning ..........................................................................................................................21
Summary .........................................................................................................................................................22
Conclusions and Recommendations .....................................................................................................24
References ......................................................................................................................................................27
Appendix
Survey Questions ..........................................................................................................................29
FIGURES
1. Top Reasons Participants Believe They Work Best with their Own Generation .............. 7
2. Top Reasons Participants Believe They Do Not Work Best with their Own
Generation ........................................................................................................................................................ 9
3. What is Valued in the Workplace? ....................................................................................................11
4. Team Building Activities Used in the Workplace........................................................................17
vi
Executive Summary
A significant demographic shift is projected in the composition of the
workforce in the United States over the next decade. For the first time in U.S. history
there are five generations in the workforce. Where trends such as delayed
retirements, second careers, and increased longevity create a wider age spectrum of
workers than ever before. This shift in workplace culture is purported to be the
largest since women and members of minority groups began entering the workforce
in significant numbers several decades ago (Lowe, Levitt, & Wilson, 2008). Two
theories form the basis of this study: generational theory and expectancy theory.
The generational theory states that events in history helps catalyze people into
generations occurring every 40 to 45 years. This theory resulting in five generations
with each having their own “peer personality”. Peer personality revolves around the
idea that each generation has different values regarding work and organizational
life. The expectancy theory postulates that people choose behaviors that they feel
will lead to a particular reward or outcome of their work.
In order to motivate employees it is important to examine what they value in
the workplace and in return, what motivates them to do their best work possible.
This study concludes there are four categories of work values in which people are
motivated by. The first of which being intrinsic work values, which are those
pertaining to the inherent psychological satisfactions of working, such as interesting
work, challenge, variety, and intellectual stimulation. Next are extrinsic work values,
which are those that relate to the material aspects of work, such as salary, benefits
and job security. Following are social or altruistic work values, which pertain to the
relations with coworkers, supervisors, and others, along with the desire to help
other make a contribution to society. Lastly are prestige or status values, which
relate to status, influence and power.
In order for an organization to be completely successful while operating as a
multigenerational workforce, responsibility does not lie solely with management.
Human Resource professionals have a responsibility to attend college job fairs to
recruit potential candidates and to invite college professors into their workplace to
introduce them to hiring managers. This will foster a discussion regarding skill sets
sought after by organizations and in return allow professors to adjust their
coursework to better prepare students for the job market. Executive leaders must
create an organizational culture that minimizes conflict created by five generations
