Generations in the Workplace Different Motivations Different Perspectives.

Generations in the Generations in the WorkplaWorkplacece

Different MotivationsDifferent Motivations

Different PerspectivesDifferent Perspectives

Workplace TrendsWorkplace Trends Incentives other than salary are motivators (Herzberg)Incentives other than salary are motivators (Herzberg) Different concepts of career and successDifferent concepts of career and success Global economy and potential outsourcingGlobal economy and potential outsourcing Virtual workplace and technological revolutionVirtual workplace and technological revolution Return of the retired workerReturn of the retired worker Decline in unionized workforceDecline in unionized workforce Entering a workforce that is more demographically Entering a workforce that is more demographically

diversediverse– WomenWomen– MinoritiesMinorities– ImmigrantsImmigrants– Workers with disabilitiesWorkers with disabilities

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Various Generations in the United Various Generations in the United StatesStates

Generation Category

Birth Years

Population in the USA

Common Characteristic

Traditionalists 1900s-1945 75 million Stability and security

Baby Boomers 1946-1964 80 million Teamwork and human rights

Generation X 1965-1976 46 million Empowerment and social responsibility

Generation Y 1977-1994 70 million Technology and personal growth

Cyberspace Gen.

1995-Present 20 million Globalization and internet

Total 290 million

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Generational Exercise / IcebreaGenerational Exercise / Icebreakerker

ExerciseExercise: Team up in generational groups, and discuss : Team up in generational groups, and discuss the question below: What key national and the question below: What key national and international events, trends, and people do you international events, trends, and people do you remember from your first 15 to 20 years?remember from your first 15 to 20 years?

ComplaintsComplaints What We AppreciateWhat We Appreciate

TraditionalistsTraditionalistsBaby Boomers:Baby Boomers:Gen XersGen XersGeneration Y:Generation Y:

..

Four Different GenerationsFour Different Generations

Traditionalists (1922-1945)Traditionalists (1922-1945) Boomers (1946-1964)Boomers (1946-1964) Xers (1965 – 1979)Xers (1965 – 1979) Gen Y - Millennials (1980-2000)Gen Y - Millennials (1980-2000)

Traditionalists Values Traditionalists Values (1909 – 1945)(1909 – 1945)

DutyDuty SacrificeSacrifice

Formative EvenFormative Eventsts

The Great DepressionThe Great Depression Pearl HarborPearl Harbor WW IIWW II HiroshimaHiroshima

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Traditionalists Traditionalists

Traditionalists were born between the turn of last Traditionalists were born between the turn of last century and the end of World War II and they century and the end of World War II and they make up about 75 million individuals in the make up about 75 million individuals in the United States.United States.

Traditionalists, because of their experience, have Traditionalists, because of their experience, have learned to do without technology; and the learned to do without technology; and the management style they learned mostly originated management style they learned mostly originated from the military.from the military.

They expect career security of life-long They expect career security of life-long employment and do not appreciate job-hoping or employment and do not appreciate job-hoping or downsizing jobs.downsizing jobs.

This generation prefers a learning environment This generation prefers a learning environment that offers predictability, stability and security. that offers predictability, stability and security.

Boomers 1946-1964Boomers 1946-1964

Individuality, "Me" GenerationIndividuality, "Me" Generation

Boomer Formative Boomer Formative EventsEvents

The Civil Rights MovementThe Civil Rights Movement John F. Kennedy assassinationJohn F. Kennedy assassination Robert Kennedy assassinationRobert Kennedy assassination Martin Luther King assassinationMartin Luther King assassination Vietnam WarVietnam War Woodstock Woodstock The Cold WarThe Cold War Roe vs. WadeRoe vs. Wade

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Baby BoomersBaby Boomers

The baby boomers were born around 1946-1964 and make The baby boomers were born around 1946-1964 and make about 80 million individuals in the United States. about 80 million individuals in the United States.

They grew up in suburbs, had educational opportunities They grew up in suburbs, had educational opportunities above their parents, saw lots of consumer products hit the above their parents, saw lots of consumer products hit the market and the television had a significant impact on their market and the television had a significant impact on their views of the world regarding equal opportunities and other views of the world regarding equal opportunities and other human rights. human rights.

Many members of this generation served in the military Many members of this generation served in the military throughout the United States and around the globe.throughout the United States and around the globe.

The preferred learning environment of the Boomers is The preferred learning environment of the Boomers is interactive and team activities. interactive and team activities.

Xers 1965-1979Xers 1965-1979

SkepticalSkeptical ReluctantReluctant Self SufficientSelf Sufficient the most loyal consumerthe most loyal consumer the most loyal employeesthe most loyal employees

Xer EventsXer Events

WatergateWatergateFall of the Berlin WallFall of the Berlin WallChallenger explosionChallenger explosionThe Gulf WarThe Gulf WarThe PC boomThe PC boomThe Reagan PresidencyThe Reagan Presidency

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Generation XGeneration X The Generation X, making up about 46 The Generation X, making up about 46

million individuals in the Unites States, million individuals in the Unites States, transitioned into work environment during transitioned into work environment during 1990s. 1990s. – They are technology-savvy. They are technology-savvy. – They detest micro-management in the work They detest micro-management in the work

environment and want constant feedback on how they environment and want constant feedback on how they are performing. are performing.

– They are making a difference in society by expecting They are making a difference in society by expecting firms to be socially responsible. firms to be socially responsible.

This generation believes as long as the job This generation believes as long as the job gets done, it isn’t important where or gets done, it isn’t important where or when it occurswhen it occurs. .

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Understanding the Generation X Understanding the Generation X Population Population

Gen X employees are self-reliant, they want a Gen X employees are self-reliant, they want a balance, they do not like to commit, they are balance, they do not like to commit, they are skeptical, and they embrace diversity in the skeptical, and they embrace diversity in the culture.culture.

GenX employees are said to be the “work to live” GenX employees are said to be the “work to live” generation, whereas the baby boomers are generation, whereas the baby boomers are considered to be the “live to work” population. considered to be the “live to work” population.

The Gen Xers are usually not motivated by long The Gen Xers are usually not motivated by long term rewards or the use of fear. term rewards or the use of fear.

GenX workers do not want to be micromanaged GenX workers do not want to be micromanaged and don’t want managers to waste their time with and don’t want managers to waste their time with lectures and boring meetings. lectures and boring meetings.

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Generation X WorkersGeneration X Workers

One reason for understanding the expectations One reason for understanding the expectations of workers is to effectively maximize recruiting of workers is to effectively maximize recruiting and retention efforts of qualified employees. and retention efforts of qualified employees.

The Gen X workers expect managers to:The Gen X workers expect managers to:– Invest in their employeesInvest in their employees– Be able and willing to provide effective Be able and willing to provide effective

feedbackfeedback– Understand work issues and be able to Understand work issues and be able to

respond to their needs and concerns respond to their needs and concerns – Provide them empowerment and access to Provide them empowerment and access to

the needed information and resources.the needed information and resources.

Gen Y - Millenials Gen Y - Millenials (1980-2000)(1980-2000)

Well Cared ForWell Cared For IdealisticIdealistic Group OrientedGroup Oriented ShelteredSheltered ConfidentConfident Team OrientedTeam Oriented ConventionalConventional PressuredPressured AchievingAchieving

Gen Y - Millenial EventsGen Y - Millenial Events

Oklahoma City BombingOklahoma City Bombing 9/11 Terrorist Attack9/11 Terrorist Attack The Internet boomThe Internet boom

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Gen Y – Gen Y – Millenials Millenials

Generation Y makes up about 70 million Generation Y makes up about 70 million individuals.individuals.

They are technology savvy, generally good at They are technology savvy, generally good at multi-tasking and have had access to cell phones, multi-tasking and have had access to cell phones, personal pagers, computers and concern for personal pagers, computers and concern for personal safety most of their life. personal safety most of their life.

It is predicted that this generation will be more It is predicted that this generation will be more loyal to organizations than the Gen Xers provided loyal to organizations than the Gen Xers provided they are stimulated and have learning they are stimulated and have learning opportunities. opportunities.

They are likely to challenge ‘why’ systems and They are likely to challenge ‘why’ systems and how things operate, and futurists feel this how things operate, and futurists feel this generation will make the greatest contributions. generation will make the greatest contributions.

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Understanding Generation Y Understanding Generation Y WorkersWorkers

Generation Y individuals are more technologically savvy Generation Y individuals are more technologically savvy and more interactive than any other generations prior to and more interactive than any other generations prior to them. them.

Generation Y employees tend to be open to diversity of Generation Y employees tend to be open to diversity of ideas, cultures, music, and points of view. ideas, cultures, music, and points of view.

They are able to adapt quickly to new life styles and They are able to adapt quickly to new life styles and cultures compared to their parents. cultures compared to their parents.

They tend to be very interactive and they value learning, They tend to be very interactive and they value learning, flexibility, and mutual trust.flexibility, and mutual trust.

They follow the rules of their organizations and professions They follow the rules of their organizations and professions and they tend to be good team players with challenging and they tend to be good team players with challenging assignments. assignments.

In order to be successful, it is essential that leaders make In order to be successful, it is essential that leaders make effective connections with all generations. effective connections with all generations.

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Generational PerspectivesGenerational Perspectives

Traditionalists (& Veterans)

Baby Boomers Generation X

Work Right thing to do Creative self-expression

Pays the bills

Boss To be respected

To be corrected To learn from

Leisure Reward for hard work

“Improves my karma”

Relief from stress

Education A dream The point of life A means to an end

Future Rainy day to work for

“Now” is more important

Uncertain at best

Money Save A birthright Invest

Future Work Institute 2004: Boom vs. Bust: Managing Generational Diversity

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Generational IssuesGenerational IssuesTraditionalist

s (& Veterans)

Baby Boomers

Xers Gen Ys

Work Ethic Dedicated Driven Balanced Determined

Leadership by…

Hierarchy Consensus Competence Pulling together

Outlook Practical Optimistic Skeptical Hopeful

Company Loyalty

Loyal to the company

Loyal to the work Loyal to themselves

Always have a resume ready

Attitude to work

Just do it! Work should be meaningful

Work pay the bills

Work must be fun

Work style Formal; chain of command

Team-oriented Casual Practical whatever works


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Generational Issues (cont’d)Generational Issues (cont’d)Traditionalists (& Veterans)

Baby Boomers Xers Gen Ys

Listening to managers

Listen respectfully Listen for the hidden meaning

Listen while composing an email

Asking a pointed question

Working with others

Quietly, in a supportive role

Enjoys team interactions

OK, if people are compatible

Enjoy it as long as I’m learning

Attitude 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 expectations

Important work vital to the company’s

success

Being left alone to get my work done

Having fun; chance to learn

“What I’d like to be appreciated

for

My experience My creativity My technical skills All I know

“The best manager is a

…”

Person with long-range plan

Person who listens to us

Someone who trust me and leaves me

alone

A mentor and coach


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Organizational CommitmentOrganizational Commitment

CommitmentCommitment more than just a passive loyalty to an more than just a passive loyalty to an

organization. organization. entails active involvement within the entails active involvement within the

organization whereby one wants to achieve organization whereby one wants to achieve goals. goals. – Previous research has linked organizational Previous research has linked organizational

commitment to work behaviors such as turnover, commitment to work behaviors such as turnover, absenteeism, and job performance (Mowday, et absenteeism, and job performance (Mowday, et al., 1982). al., 1982).

– The process through which an individual enters The process through which an individual enters the organization through the recruitment the organization through the recruitment process may shape his/her commitment to the process may shape his/her commitment to the organization.organization.

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TulganTulgan (1996) concluded that GenX (1996) concluded that GenX employees look for organizations that employees look for organizations that recognize employees for the daily value they recognize employees for the daily value they bring in return for the reward.bring in return for the reward.

PorterPorter, et al., (1974), considered to be core , et al., (1974), considered to be core theorists defined organizational commitment theorists defined organizational commitment as: The relative strength of an individual’s as: The relative strength of an individual’s identification with an involvement in a identification with an involvement in a particular organization. Such commitment particular organization. Such commitment can generally be characterized by at least can generally be characterized by at least three factors: three factors:

A strong belief in and acceptance of the A strong belief in and acceptance of the organization’s goals and values organization’s goals and values

A willingness to exert considerable effort on behalf of A willingness to exert considerable effort on behalf of the organization the organization

A definite desire to maintain organizational A definite desire to maintain organizational membershipmembership

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Meyer and Allen Meyer and Allen (1991) combined the behavioral and (1991) combined the behavioral and attitudinal approaches, and the concept of three-attitudinal approaches, and the concept of three-component model of organizational commitment was born:component model of organizational commitment was born: ““AffectiveAffective” commitment reflects a desire to maintain ” commitment reflects a desire to maintain

membership in an organization.membership in an organization. ““ContinuanceContinuance” commitment reflects a need to remain with an ” commitment reflects a need to remain with an

organization.“ organization.“ ““NormativeNormative” commitment reflects an obligation to remain ” commitment reflects an obligation to remain

with an organizationwith an organization

One of the greatest needs a good Leader or Mentor can One of the greatest needs a good Leader or Mentor can benefit from is having an employee who is committed and benefit from is having an employee who is committed and such commitment is in terms of behavior and attitude.such commitment is in terms of behavior and attitude.

These employees are individuals who forgo alternative These employees are individuals who forgo alternative courses of action and choose to connect with the courses of action and choose to connect with the organizationorganization..

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Xers: Myth Vs FactXers: Myth Vs Fact

PERCEPTION REALITY

Xers are lazy 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 way

Xers are disloyal Their 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 marketability

Xers are arrogant

They aren’t arrogant; they’re self-reliant. With working moms, they learned early on how to solve problems on their own

Xers have short attention spans

Their 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 sources


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Employee of the FutureEmployee of the Future

From To

Job Security Interesting, Fulfilling Work

Authority Acceptance Challenge

Participation Appropriate A Right

Work Primary Activity A Component of Life

Family Second to Work Equal to Work

Leisure Luxury Entitlement

Source: U.S. Department of Labor

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Systemic Impact of Systemic Impact of Disparate GenerationsDisparate Generations

In the Twenty First Century, organizations need to embrace In the Twenty First Century, organizations need to embrace change as a constant motivating force that provides both change as a constant motivating force that provides both opportunities as well as challenges. opportunities as well as challenges.

The major thoughts of organization theory do change The major thoughts of organization theory do change overtime and through ages because of new paradigms and overtime and through ages because of new paradigms and new knowledge. new knowledge.

It is important that managers study their workforce and It is important that managers study their workforce and understand the impact of having a multi-generation understand the impact of having a multi-generation workforce in the organization. workforce in the organization.

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Decision MakingDecision Making

Decision making is one of the most interesting Decision making is one of the most interesting and pervasive concept in all organizations. and pervasive concept in all organizations.

Today, the ability to learn faster than one’s Today, the ability to learn faster than one’s competitors for making effective decisions might competitors for making effective decisions might be the only true competitive advantage for be the only true competitive advantage for twenty first century managers and organizations. twenty first century managers and organizations.

One can always think and reflect upon the One can always think and reflect upon the importance of decision making and the importance of decision making and the consequence of making both good and bad consequence of making both good and bad decisions.decisions.

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Learning OrganizationLearning Organization

In order to create a learning organization, In order to create a learning organization, senior leaders and managers must senior leaders and managers must integrate creativity and brainstorming in integrate creativity and brainstorming in the organization and allow every person in the organization and allow every person in the organization to develop a personal the organization to develop a personal masterymastery (Senge, 1990). (Senge, 1990). – Peter Senge stated that such organizations also need to Peter Senge stated that such organizations also need to

encourage employees of all generations to develop and encourage employees of all generations to develop and use complex mental models. use complex mental models.

– Leaders and managers must do everything they can to Leaders and managers must do everything they can to promote group creativity and team learning.promote group creativity and team learning.

– Leaders and managers must emphasize the importance Leaders and managers must emphasize the importance of building a shared vision. of building a shared vision.

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Organizational CultureOrganizational Culture

Most organizational leaders understand that their firms Most organizational leaders understand that their firms need to stay efficient, effective, and sensitive to their need to stay efficient, effective, and sensitive to their environmentsenvironments in order to remain successful and socially in order to remain successful and socially responsible.responsible.

Because of cultural and technological changes, Because of cultural and technological changes, organizations are required to make internal changes organizations are required to make internal changes periodically in order to continue to be sustainable. periodically in order to continue to be sustainable.

Organizational leaders should understand the needs, Organizational leaders should understand the needs, desires and work habits of various generations in the desires and work habits of various generations in the workforce before planning or implementing major changes. workforce before planning or implementing major changes.

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Employee Motivation and Employee Motivation and Satisfaction Satisfaction

Employee motivation and satisfaction are important Employee motivation and satisfaction are important elements in the effective management of employees from elements in the effective management of employees from different cultures and generations.different cultures and generations.

Motivational strategies can differ with each generation; it Motivational strategies can differ with each generation; it can also differ according to one’s culture. can also differ according to one’s culture.

In some cultures and generations, non-monetary rewards In some cultures and generations, non-monetary rewards and recognition can be appropriate strategies to motivate and recognition can be appropriate strategies to motivate employees. In other cultures and generations monetary employees. In other cultures and generations monetary bonuses can be very motivational. bonuses can be very motivational.

When international managers decide to appreciate their When international managers decide to appreciate their employees with rewards and recognition; they need to employees with rewards and recognition; they need to assure that the appreciation will motivate employees. assure that the appreciation will motivate employees.

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Training ProgramsTraining Programs Corporate training programs are one of the main methods Corporate training programs are one of the main methods

to bring international employees to come together and to bring international employees to come together and share the knowledge and practices and to gain knowledge share the knowledge and practices and to gain knowledge regarding the company. regarding the company.

In training programs, it is beneficial for employees from all In training programs, it is beneficial for employees from all generations to attend. This provides an opportunity for generations to attend. This provides an opportunity for employees and employers to understand each other and employees and employers to understand each other and their cultural and generational differences. their cultural and generational differences.

When companies conduct ethical training, they need to When companies conduct ethical training, they need to ensure that the content of the training is not only ensure that the content of the training is not only appropriate for a specific generation or culture but also for appropriate for a specific generation or culture but also for other cultures and generations.other cultures and generations.

Overall, managers should act according to the cultural and Overall, managers should act according to the cultural and generational norms of the group or country where they are generational norms of the group or country where they are conducting business. conducting business.

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Recommendations / ConclusionsRecommendations / Conclusions

1. The findings establish that a relationship exist between leadership

style and the GenX employee affective commitment. 2. 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.

3. The Situational Leadership model clearly states that it is useful to keep in mind that there is no “one best way” to influence others.

4. 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.

5. 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.

Generations in the Workplace Different Motivations Different Perspectives.

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