Understanding generational differences for competitive success

Abstract

PurposeThe largest diversity of generations is represented in today's workplace than at any other time in history. With this diversity comes new challenges. The purpose of this article is to analyze the specific challenges, and also opportunities, inherent in managing – and working in – a multigenerational workforce. By focusing on research about the character traits of workers in each generation, and identifying the types of conflict that can result, managers can better understand these characteristics and work styles, and can leverage them to enhance both team and organizational success.Design/methodology/approachA wide range of studies and research was reviewed, and all revealed the methods to recognize the key motivators for each generation. By understanding and appreciating each age group's work style and personality traits, existing friction can be minimized and the assets of managing – and coexisting within – a multigenerational workforce is maximized.FindingsThree primary generations exist in the business world: baby boomers, generation X, and generation Y (known as millennials). Each possesses unique characteristics that affect work ethic and relationships, how change is managed, and perception of organizational hierarchy: defining events in each generation's life all occurred between the ages of 5 to 18, the developmental years. The different backgrounds and life experiences result in five areas of potential workplace strife surrounding their differing expectations, distinct work ethics, deep‐seated attitudes, opposing perspectives and diverse motivators.Research limitations/implicationsMore research on generation X and millennials and their role in the workplace in developing countries is needed. Another area that needs future research is how increasing globalization impacts generational cohorts in different countries.Practical implicationsThe existence of a multigenerational workforce affects two areas of human resources policy and employee development efforts: retention and motivation. Employees of diverse age groups react differently to programs designed to address these two areas, and also have differing expectations. Companies may need to rethink their existing practices.Originality/valueThe article will deepen understanding of the differences that can divide generations and explore the benefits – and necessity – of creating and leveraging a multigenerational workforce.

Motivating Foodservice Employees to Follow Safe Food Handling Practices: Perspectives From a Multigenerational Workforce

“…According to ten quick-service restaurant executives, their industry requires multi-unit managers to have leadership and organization/time management skills; attainment of these skills is often challenging for managers transitioning from management of a single unit to multiple units (Umbreit, 2001). The importance of understanding generational differences as well as the impact of them on the workplace has been investigated (Chen & Choi, 2008;Deal, Altman, & Rogelberg, 2010;Glass, 2007;Hershatter & Epstein, 2010).…”

Striving to Diversify the Geosciences Workforce

“…Although not everyone carries the exact values and ideas of his or her respective cohort, general characteristics outlined by Glass [2007] and Trzesniewski and Donnellan [2010] can be identified. Normally, members of Gen X and Gen Y are perceived as lazy by older cohorts because "working hard" as a means to achieve success carries less weight for younger generations.…”

“…According to Glass [2007], these cohorts can clash in an educational or work environment because values and ideas about work ethics, management, and organizational hierarchy are different.…”

O desafio das lideranças: assegurar a produtividade com pessoas de diferentes gerações

“…Alguns dos acontecimentos marcantes como o rock na droll, a corrida espacial e a independência das mulheres no mercado de trabalho marcaram a geração Baby Boomer, moldando sua personalidade com traços de otimismo e idealismo. Para essa geração, trabalho e sacrifício são os geradores de bons resultados financeiros (GLASS, 2007;OSAJIMA, STERNQUIST E MANJESHWAR, 2010).…”

“…Adultos desta geração presenciaram a recessão da década de 1980, em que ocorreram demissões em massa nas empresas ocidentais. Por isto, uma de suas características é o consumo consciente de produtos e serviços aliados a um comportamento mais céptico, menos fiel, e mais independente que a geração anterior (GLASS, 2007).…”