Towards a model of human resource solutions for achieving intergenerational interaction in organisations

Abstract

PurposeAchieving intergenerational interaction and avoiding conflict is becoming increasingly difficult in a workplace populated by three generations – Baby Boomers, Generation X‐ers and Generation Y‐ers. This paper presents a model and proposes HR solutions towards achieving co‐operative generational interaction.Design/methodology/approachThis paper adapts Park's theory of race relations to explain the distinctiveness of generational work groups and the challenges and opportunities that these groups present when interacting in organisations. Rashford and Coghlan's cycle of organisational change, based on the Kübler‐Ross grief cycle, is then mapped onto Park's race relations cycle in order to link generational interaction to emotional reactions to change over time.FindingsThe paper sets out a research agenda for examining how generations interact in the workplace. It acknowledges the limitations of using Park's theory of race relations, in particular the criticisms levelled at assimilationist approaches.Originality/valueThe paper provides an alternative viewpoint for examining how generations co‐exist and interact and shows how HR solutions can respond to the needs of different generations.

Understanding Generational Diversity in the Workplace: What Resorts Can and are Doing

“…Suggestions to manage this generation include stressing you want them to have a life, stressing upcoming dramatic organizational changes, encouraging a learning inventory at the end of each day, and stressing the importance of training (Lewis, 2005). The values of Generation X may be considered to be teamwork, collaboration, quality of life and developing human relationships (McGuire et al, 2007).…”

“…He maintains that generational values and preferences are life-long effects, which remain stable over time and are resistant to change, despite social and cultural advances (McGuire et al, 2007). Generational cohort theory is highly debated in the literature.…”

“…Understanding generational diversity in the workplace is an important challenge to management. Studies have shown that not only do different generational groups possess unique value sets (Bogdanowicz and Bailey, 2002), but heterogeneity in age can affect performance ratings (Judge and Ferris, 1993), team turnover (Jackson et al, 1991), and social integration (McGuire et al, 2007). Because of differing attitudes, preferences and values, generational differences can create incongruence in the supervisor-subordinate dyad (Collins et al, 2009).…”

“…Macky et al, (2008) agree, suggesting there may be more variation among members within a generation then there is between generations. Recent work by McGuire et al, (2007) suggests intergenerational diversity is a result of group-level beliefs and values, and are observable demographic attributes. The source of intergenerational diversity lays in economic, political, and social events that impact upon individuals of a similar age at a particular point in time (Patota et al, 2007).…”

The Millennial graduate student: implications for educators in the fashion discipline

“…Boomers report the highest levels of work ethic, including self-reliance, morality/ethics, hard work, centrality of work, and delay of gratification. Boomers are often characterized as 'workaholics,' critical of those that do not mimic these same behaviours (McGuire et al 2007). On the other hand, Gen Xers loath group work, meetings, and maintain a desire to work autonomously and individually Strauss 2003, Martin 2005).…”