Presentation on theme: "Generations in the Workplace"— Presentation transcript:
1 Generations in the Workplace Different MotivationsDifferent Perspectives
2 Workplace TrendsIncentives other than salary are motivators (Herzberg)Different concepts of career and successGlobal economy and potential outsourcingVirtual workplace and technological revolutionReturn of the retired workerDecline in unionized workforceEntering a workforce that is more demographically diverseWomenMinoritiesImmigrantsWorkers with disabilities
3 Various Generations in the United States Generation CategoryBirth YearsPopulation in the USACommon CharacteristicTraditionalists1900s-194575 millionStability and securityBaby Boomers80 millionTeamwork and human rightsGeneration X46 millionEmpowerment and social responsibilityGeneration Y70 millionTechnology and personal growthCyberspace Gen.1995-Present20 millionGlobalization and internetTotal290 million
4 Generational Exercise / Icebreaker Exercise: Team up in generational groups, and discuss the question below: What key national and international events, trends, and people do you remember from your first 15 to 20 years?Complaints What We AppreciateTraditionalistsBaby Boomers:Gen XersGeneration Y:.
5 Four Different Generations Traditionalists ( )Boomers ( )Xers (1965 – 1979)Gen Y - Millennials ( )
7 Formative EventsThe Great DepressionPearl HarborWW IIHiroshima
8 TraditionalistsTraditionalists were born between the turn of last century and the end of World War II and they make up about 75 million individuals in the United States.Traditionalists, because of their experience, have learned to do without technology; and the management style they learned mostly originated from the military.They expect career security of life-long employment and do not appreciate job-hoping or downsizing jobs.This generation prefers a learning environment that offers predictability, stability and security.
10 Boomer Formative Events The Civil Rights MovementJohn F. Kennedy assassinationRobert Kennedy assassinationMartin Luther King assassinationVietnam WarWoodstockThe Cold WarRoe vs. Wade
11 Baby BoomersThe baby boomers were born around and make about 80 million individuals in the United States.They grew up in suburbs, had educational opportunities above their parents, saw lots of consumer products hit the market and the television had a significant impact on their views of the world regarding equal opportunities and other human rights.Many members of this generation served in the military throughout the United States and around the globe.The preferred learning environment of the Boomers is interactive and team activities.
12 Xers 1965-1979 Skeptical Reluctant Self Sufficient the most loyal consumerthe most loyal employees
13 Xer EventsWatergate Fall of the Berlin Wall Challenger explosion The Gulf War The PC boom The Reagan Presidency
14 Generation XThe Generation X, making up about 46 million individuals in the Unites States, transitioned into work environment during 1990s.They are technology-savvy.They detest micro-management in the work environment and want constant feedback on how they are performing.They are making a difference in society by expecting firms to be socially responsible.This generation believes as long as the job gets done, it isn’t important where or when it occurs.
15 Understanding the Generation X Population Gen X employees are self-reliant, they want a balance, they do not like to commit, they are skeptical, and they embrace diversity in the culture.GenX employees are said to be the “work to live” generation, whereas the baby boomers are considered to be the “live to work” population.The Gen Xers are usually not motivated by long term rewards or the use of fear.GenX workers do not want to be micromanaged and don’t want managers to waste their time with lectures and boring meetings.
16 Generation X WorkersOne reason for understanding the expectations of workers is to effectively maximize recruiting and retention efforts of qualified employees.The Gen X workers expect managers to:Invest in their employeesBe able and willing to provide effective feedbackUnderstand work issues and be able to respond to their needs and concernsProvide them empowerment and access to the needed information and resources.
17 Gen Y - Millenials (1980-2000) Well Cared For Idealistic Group OrientedShelteredConfidentTeam OrientedConventionalPressuredAchieving
18 Gen Y - Millenial Events Oklahoma City Bombing9/11 Terrorist AttackThe Internet boom
19 Gen Y – Millenials Generation Y makes up about 70 million individuals. They are technology savvy, generally good at multi-tasking and have had access to cell phones, personal pagers, computers and concern for personal safety most of their life.It is predicted that this generation will be more loyal to organizations than the Gen Xers provided they are stimulated and have learning opportunities.They are likely to challenge ‘why’ systems and how things operate, and futurists feel this generation will make the greatest contributions.
20 Understanding Generation Y Workers Generation Y individuals are more technologically savvy and more interactive than any other generations prior to them.Generation Y employees tend to be open to diversity of ideas, cultures, music, and points of view.They are able to adapt quickly to new life styles and cultures compared to their parents.They tend to be very interactive and they value learning, flexibility, and mutual trust.They follow the rules of their organizations and professions and they tend to be good team players with challenging assignments.In order to be successful, it is essential that leaders make effective connections with all generations.
21 Generational Perspectives Traditionalists (& Veterans)Baby BoomersGeneration XWorkRight thing to doCreative self-expressionPays the billsBossTo be respectedTo be correctedTo learn fromLeisureReward for hard work“Improves my karma”Relief from stressEducationA dreamThe point of lifeA means to an endFutureRainy day to work for“Now” is more importantUncertain at bestMoneySaveA birthrightInvestFuture Work Institute 2004: Boom vs. Bust: Managing Generational Diversity
22 Traditionalists (& Veterans) Generational IssuesTraditionalists (& Veterans)Baby BoomersXersGen YsWork EthicDedicatedDrivenBalancedDeterminedLeadership by…HierarchyConsensusCompetencePulling togetherOutlookPracticalOptimisticSkepticalHopefulCompany LoyaltyLoyal to the companyLoyal to the workLoyal to themselvesAlways have a resume readyAttitude to workJust do it!Work should be meaningfulWork pay the billsWork must be funWork styleFormal; chain of commandTeam-orientedCasualPractical whatever worksFuture Work Institute 2004: Boom vs. Bust: Managing Generational Diversity
23 Generational Issues (cont’d) Traditionalists (& Veterans)Baby BoomersXersGen YsListening to managersListen respectfullyListen for the hidden meaningListen while composing anAsking a pointed questionWorking with othersQuietly, in a supportive roleEnjoys team interactionsOK, if people are compatibleEnjoy it as long as I’m learningAttitude toward authority“He’s the boss”“I wish she’d listen more to our ideas”“He’s OK as long as he knows what he’s doing”“How do you spell ‘authority’”?“What I like most”Clear, defined expectationsImportant work vital to the company’s successBeing left alone to get my work doneHaving fun; chance to learn“What I’d like to be appreciated forMy experienceMy creativityMy technical skillsAll I know“The best manager is a …”Person with long-range planPerson who listens to usSomeone who trust me and leaves me aloneA mentor and coachFuture Work Institute 2004: Boom vs. Bust: Managing Generational Diversity
24 Organizational Commitment more than just a passive loyalty to an organization.entails active involvement within the organization whereby one wants to achieve goals.Previous research has linked organizational commitment to work behaviors such as turnover, absenteeism, and job performance (Mowday, et al., 1982).The process through which an individual enters the organization through the recruitment process may shape his/her commitment to the organization.
25 Organizational Commitment Tulgan (1996) concluded that GenX employees look for organizations that recognize employees for the daily value they bring in return for the reward.Porter, et al., (1974), considered to be core theorists defined organizational commitment as: The relative strength of an individual’s identification with an involvement in a particular organization. Such commitment can generally be characterized by at least three factors:A strong belief in and acceptance of the organization’s goals and valuesA willingness to exert considerable effort on behalf of the organizationA definite desire to maintain organizational membership
26 Organizational Commitment Meyer and Allen (1991) combined the behavioral and attitudinal approaches, and the concept of three-component model of organizational commitment was born:“Affective” commitment reflects a desire to maintain membership in an organization.“Continuance” commitment reflects a need to remain with an organization.““Normative” commitment reflects an obligation to remain with an organizationOne of the greatest needs a good Leader or Mentor can benefit from is having an employee who is committed and such commitment is in terms of behavior and attitude.These employees are individuals who forgo alternative courses of action and choose to connect with the organization.
27 Xers: Myth Vs Fact PERCEPTION REALITY Xers are lazy Xers are disloyal In a Readers Digest survey of 1,050 Americans, 74 percent of Xers agreed with the statement: “Hard work is the key to getting ahead.” Just 66 percent of respondents age 49 to 62 felt that wayXers are disloyalTheir seeming restlessness and disloyalty indicate an ability to adapt to change. “Paying one’s dues” means little to Xers, who value “self-building” jobs that contribute to their marketabilityXers are arrogantThey aren’t arrogant; they’re self-reliant. With working moms, they learned early on how to solve problems on their ownXers have short attention spansTheir way of learning was shaped by computer technology. That engendered a knack for innovation and ability to connect seemingly unrelated pieces of information. They prefer to jump around, assimilating data from multiple sourcesFuture Work Institute 2004: Boom vs. Bust: Managing Generational Diversity
28 Interesting, Fulfilling Work Employee of the FutureFromToJobSecurityInteresting, Fulfilling WorkAuthorityAcceptanceChallengeParticipationAppropriateA RightWorkPrimary ActivityA Component of LifeFamilySecond to WorkEqual to WorkLeisureLuxuryEntitlementSource: U.S. Department of Labor
29 Systemic Impact of Disparate Generations In the Twenty First Century, organizations need to embrace change as a constant motivating force that provides both opportunities as well as challenges.The major thoughts of organization theory do change overtime and through ages because of new paradigms and new knowledge.It is important that managers study their workforce and understand the impact of having a multi-generation workforce in the organization.
30 Decision MakingDecision making is one of the most interesting and pervasive concept in all organizations.Today, the ability to learn faster than one’s competitors for making effective decisions might be the only true competitive advantage for twenty first century managers and organizations.One can always think and reflect upon the importance of decision making and the consequence of making both good and bad decisions.
31 Learning Organization In order to create a learning organization, senior leaders and managers must integrate creativity and brainstorming in the organization and allow every person in the organization to develop a personal mastery (Senge, 1990).Peter Senge stated that such organizations also need to encourage employees of all generations to develop and use complex mental models.Leaders and managers must do everything they can to promote group creativity and team learning.Leaders and managers must emphasize the importance of building a shared vision.
32 Organizational Culture Most organizational leaders understand that their firms need to stay efficient, effective, and sensitive to their environments in order to remain successful and socially responsible.Because of cultural and technological changes, organizations are required to make internal changes periodically in order to continue to be sustainable.Organizational leaders should understand the needs, desires and work habits of various generations in the workforce before planning or implementing major changes.
33 Employee Motivation and Satisfaction Employee motivation and satisfaction are important elements in the effective management of employees from different cultures and generations.Motivational strategies can differ with each generation; it can also differ according to one’s culture.In some cultures and generations, non-monetary rewards and recognition can be appropriate strategies to motivate employees. In other cultures and generations monetary bonuses can be very motivational.When international managers decide to appreciate their employees with rewards and recognition; they need to assure that the appreciation will motivate employees.
34 Training ProgramsCorporate training programs are one of the main methods to bring international employees to come together and share the knowledge and practices and to gain knowledge regarding the company.In training programs, it is beneficial for employees from all generations to attend. This provides an opportunity for employees and employers to understand each other and their cultural and generational differences.When companies conduct ethical training, they need to ensure that the content of the training is not only appropriate for a specific generation or culture but also for other cultures and generations.Overall, managers should act according to the cultural and generational norms of the group or country where they are conducting business.
35 Recommendations / Conclusions The findings establish that a relationship exist between leadership style and the GenX employee affective commitment.This finding is consistent with the framework provided in path-goal theory, which indicates that leaders should choose an appropriate leadership style based on the various demands of the task and type of subordinate.The Situational Leadership model clearly states that it is useful to keep in mind that there is no “one best way” to influence others.The challenge leaders have is to use leadership style or mentoring that best meets subordinates’ motivational needs. Nonetheless, employees tend to be committed when their immediate boss demonstrates concern and empathy.The overarching purpose of leadership or mentoring is to guide and coach subordinates as they move along the path to achieve a goal, which may eventually lead to commitment in the workplace.