“…‘The challenge with Gen Xers is to provide them with growth opportunities because they are building a resume and a skill set for their future. The goal is to keep them in the system and not necessarily in an individual department’ (McNamara 2005, p. 1151).…”
Section: The Multigenerational Workforcementioning
As part of an overall strategy to increase organizational commitment, consideration of generational differences in nurses can be helpful in leading to increased job satisfaction, increased productivity and decreased turnover among staff. In the face of the global nursing shortage, managers should increase their knowledge of generational diversity just as they have with ethnic and cultural diversity in the past. Understanding how to relate to the different generations and tap into their individual strengths can lead to improved nursing work environments.
“…‘The challenge with Gen Xers is to provide them with growth opportunities because they are building a resume and a skill set for their future. The goal is to keep them in the system and not necessarily in an individual department’ (McNamara 2005, p. 1151).…”
Section: The Multigenerational Workforcementioning
As part of an overall strategy to increase organizational commitment, consideration of generational differences in nurses can be helpful in leading to increased job satisfaction, increased productivity and decreased turnover among staff. In the face of the global nursing shortage, managers should increase their knowledge of generational diversity just as they have with ethnic and cultural diversity in the past. Understanding how to relate to the different generations and tap into their individual strengths can lead to improved nursing work environments.
“…Baby Boomers are the most senior of the generations discussed in this article, with the oldest members of this generation having reached the age of 70. The Baby‐Boomer generation has historically been recorded as focused intently on work in order to achieve goals (Glass, ; McNamara, ). Baby Boomers that were brought up during the 1950s and 1960s would have seen their early lives shaped by the space race, the transistor radio, and the first television set in the 1950s (Electronic Design, ).…”
Section: Literaturementioning
confidence: 99%
“…Designing learner‐centered instruction for the multigenerational workforce requires that we think of the modern workplace as a shared community, with groups that may approach the same situation in very different ways (Brette, ; Dwyer & Azevedo, ; Glass, ; Twenge & Campbell, ). The heart of learner‐centered guidance for multigenerational training is in finding a balanced approach that aligns the needs of a multigenerational workforce with the needs of the organization (McNamara, ). Some strategies can prove effective for more than one generation in a given context, but it is vital to remember that there is no “one size fits all” training for the multigenerational workforce.…”
A multigenerational workforce is now commonplace, and research has shown that historical context and generational experiences affect the values, attitudes, and working and learning preferences of each generation. Therefore, organizations' awareness of the demographic profile of their internal talent and external talent from which they may recruit is needed to ensure they are cognizant of their employees' needs. Training leaders can serve as a valuable resource for businesses and their employees by offering support in learning and technology. To assist with the needs of this changing employee workforce, training leaders will need to consider generational attitudes and preferences regarding learning and technology to develop effective training that serves both the business and the employee. In this narrative review, the authors discuss generational attitudes towards learning and technology to assist training leaders in understanding the needs of the current multigenerational workforce and to provide actionable guidance for training multigenerational learners.
“…Translating generational differences into the workplace requires understanding into what each cohort identifies as important. As explained by McNamara (2005), multigenerational leaders are required to be masters at matching the diverse needs of workers with the diverse needs of the workplace. Hahn (2009) offers five strategies for nurse managers dealing with multigenerational staff: (a) self‐assessment of your own managerial style and generational cohort; (b) educate yourself about the generational characteristics and core values of each generational cohort on your staff; (c) embrace commonalities; (d) create and maintain a culture of respect; and (e) bridge the generational gap.…”
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