Managing A Multicultural Workforce

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