GENERATIONAL DIFFERENCES IN THE WORKPLACE: PERCEIVED VS.
ACTUAL
A THESIS
Presented to
The Faculty of the Department of Economics and Business
The Colorado College
In Partial Fulfillment of the Requirements for the Degree
Bachelor of Arts
By
James Rajasingh
May 2017
GENERATIONAL DIFFERENCES IN THE WORKPLACE: PERCEIVED VS.
ACTUAL
James Rajasingh
May 2017
Economics
Abstract
Generational interactions have been discussed in both popular literature and previous
research; yet they predominantly focus on differences that arise between different
generations. This paper focuses on generational interactions in the workplace by
assessing the presence of actual differences and differences based off of incorrect
perceptions. The study finds that while actual differences exist, they are outnumbered by
incorrect perception-based differences. Of the ten tested workplace characteristics, the
study finds actual differences in teamwork and collaboration, challenging assignments,
and involvement in decision making, while differences within perception are present in
work-life balance, flexible work arrangements, challenging assignments, teamwork and
collaboration, and a financially rewarding job. The implications of these findings show
that incorrect perceptions are present within the workplace across generations.
KEYWORDS: (Generations, Workplace, Perceptions)
ON MY HONOR, I HAVE NEITHER GIVEN NOR RECEIVED
UNAUTHORIZED AID ON THIS THESIS
James Rajasingh
Signature
TABLE OF CONTENTS
ABSTRACT
INTRODUCTION………………………………………………………… 1
LITERATURE REVIEW…………………………………………………. 3
Expected Actual and Perceived Differences……………………… 6
Differences in Actuality…………………………………... 7
Expected Areas for Possible Differences in Perception….. 10
METHOD…………………………………………………………………. 14
RESULTS…………………………………………………………………. 15
Actual Differences………………………………………………… 17
Perceptions Across Generations…………………………………... 18
Perceptions within Generations…………………………………… 24
DISCUSSION……………………………………………………………... 27
Limitations………………………………………………………… 30
Implications……………………………………………………….. 31
Directions for Future Research……………………………………. 31
CONCLUSION……………………………………………………………. 32
REFERENCES…………………………………………………………….. 33
1
Introduction
Everyday in the workforce interactions take place between workers to educate or
collaborate in ways that increase an organization’s productivity. These interactions are
the bases of transmitting knowledge, skills, and resources to other workers for future use.
Workers from all sides bring different attitudes and behaviors to the workplace that
define how they interact in these instances. Understanding these attitudes and behaviors
is essential for management within firms to maximize the potential of each interaction.
Research on race and gender has proven to be a valuable indicator for adjusting
management in order to create productive, positive interactions. However, research on the
influence of workers’ age has been developed and presented in a confusing variety of
forms, methods, and perspectives. Another indicator of management adjustments is the
impact of age on workplace interactions. This study seeks to increase the knowledge of
generational beliefs within the workplace. The workforce currently comprises of three
generations, Baby Boomers, Generation X, and Millennials. Each of these generations
was formed from different economic, social, and historical events and shifts that
prompted reactions from people to process and embrace the severity of the event or
shift’s impact on their respective lives. These reactions served to create skills, new
patterns of social organization, and alterations in values and life styles (Eyerman &
Turner, 1998).
Interpretation of generational characteristics has skewed towards a cohort
perspective, which describes generations as collections of people born in a given time
period (Foster, 2013). However, this perspective serves to fence generations into
stereotypes by using simplistic characterizations. This often leads to an “us versus them”
2
mentality amongst different generations, which can lead to resistant interactions (Joshi,
Dencker, Franz, & Martocchio, 2010). New theory seeks to move the field toward an
alternative perspective called the social forces perspective. Here, generations are viewed
as interrelated and multi dimensional social groups that take shape within the flow of
history (Lyons & Huron, 2013). This transition requires research on two fronts: research
into repealing and discrediting stereotypes based on generational differences and then
researching into finding empirical data that supports the theory.
My research seeks to do the former and uncover false stereotypes formed from
generational differences. By comparing actual and perceived ratings of workplace
characteristics this research tests the presence of generational differences and
commonalities in the workplace. Examining categories pertaining to work ethic, altruistic
values, extrinsic versus intrinsic values, social values, and job satisfaction, this study
provides management divisions with a clearer view of the actual work characteristics at
play during interactions between workers.
Comparing actual versus perceived beliefs is carried out through survey responses
of subjects across various industries using scales to value different workplace
characteristics. This study empirically tests the validity of perception versus actuality by
comparing values given by one generation on work characteristics with the values that
other generations believe the initial generation would provide on those same
characteristics. Further, respondents’ perception of their own generation is compared with
their actual response, in order to test for incorrect perceptions within individual
generations. By asking for age, responses can be associated with different generations
3
and used to compare cross-generational perceptions on characteristics with the actual
characteristics reported.
Next, I review previous literature on generational theory. I then discuss the
expected results in both actual and perceived characteristics. From there I move into a
discussion on where differences in perception and reality manifest, and why such
differences outweigh commonalities. I finish by proposing ways in which management
can create greater transparency in workplace interactions in order to uncover these
commonalities.
Literature Review
To begin the literature review I will explain why the workforce provides a
lucrative location to study generational interactions and how stereotypes form between
these interactions. Then I will discuss the role of workplace interactions in transferring
human capital. Finally, I will discuss different approaches to generational theory and the
ways this study incorporates previous generational theory.
Generational research in the workplace is a popular place of study due to the
dispersion of ages across the labor force. Along with diverse ages, the workplace allows
generational identities to grow from collective memories that workers share within their
generation (Dencker, Joshi, & Martocchio, 2008). Further, by identifying with a
generation, workers begin to create work-related expectations that draw from the
stereotypes associated with their generation. Previous literature refers to these
expectations as psychological contracts (Dencker et al., 2008). The formation of
psychological contracts highlights differences between generations within the workplace.
Violations of these contracts represent moments in which workers do not act within the
4
mold of their generational identity. Such violations can lead to dissatisfaction, a lack of
commitment, and an intention to quit (Dencker et al., 2008). Previous literature asserts
that tensions and conflicts arise between generations when differences in values,
cognitions, and behaviors lead to resistive interactions. Within an organization, such
interactions can negatively affect working dynamics (Lester, Standifer, Schultz, &
Windsor, 2012; Twenge & Campbell, 2008).
Companies that can facilitate transmittable interactions and deter resistive ones
will gain an advantage in workplace communications. Interactions between generational
identities are essential to an organization hoping for a transmission of values, skills, and
resources across generations (Joshi et al., 2011). Interactions between workers of
different age groups are referred to as chronological interdependencies between
generations (Joshi et al., 2010). Interdependencies represent an essential phenomenon in
the workplace where knowledge bases, skills, and resources are passed across generations
within organizations. Organizations can access higher levels of talent and performance by
implementing human resource and management mechanisms that promote transmitive
interactions, rather than resistive (Petroulas, Brown, & Sundin, 2010).
Understanding the effects of age on the interdependencies has required extensive
research into generational theory. Research on generations has predominantly been
approached from two distinct perspectives: a cohort perspective and social forces
perspective (Lyons and Kuron, 2014). Cohort perspective, developed by Laufer and
Bengston (1977), sees generations as collections of people born in a given time interval.
The implied time barriers used within a cohort perspective bring empirical precision to
the “ambiguous construct of generation” (Lyons & Huron, 2013). Three different
5
generations currently comprise the labor market, those born after World War II up until
the mid 1960s referred to as Baby Boomers; those born from the mid 1960s to the 1980s
referred to as Generation X; And finally those born in the mid 1980s until the late 1990s
referred to as Millennials. By creating generations through time boundaries, the cohort
perspective expects homogeneous attitudes and behaviors within generations (Ryder,
1965).
Research using the cohort perspective assumes generational differences are
manifested within psychological and behavioral differences. Therefore, findings focus on
establishing differences between generations’ values and traits (Lyons & Huron, 2013).
However, evidence concerning generational differences in work values is mixed. Many
studies find no differences, while several find contradicting evidence (Parry & Urwin,
2011). Overall roughly half (52.5%) of the items used in US cross-sectional studies show
significant differences (Lyons & Kuron, 2013). Another complication of evidence
supporting generational differences is whether such differences will hold as generations
begin to age. Previous research shows that work values are under constant change during
the transition from adolescence to adulthood (Jin & Rounds, 2012; Johnson, 2001).
Lyons and Huron (2013) state that “whether observed differences will remain stable or
shift over time as generations move through their respective life courses and career stages
is therefore an open question.”
The cohort perspective loses validity if the values of a generation evolve over
time. If values associated with a generation are changing then it should be presumed that
apparent differences are also changing. In order to account for the constant evolution of a
generation and consequently the evolving differences, some researchers have adopted the
6
social forces perspective. This perspective observes generations as inter-related and
multi-dimensional. Within the workplace, this perspective allows research to focus on the
interactions between old and new ideas that catalyze change within organizations (Lyons
& Huron, 2013). Using the social forces perspective allows researchers to assume that
generations are evolving and thus are constantly forming and breaking stereotypes.
This study challenges the cohort perspective while enforcing the social forces
perspective by providing empirical evidence of generational commonalities, especially in
regards to neighboring generations (Generation X & Baby Boomers, Millennials &
Generation X). Generations consist of members that vary in terms of how they identify
with generational stereotypes on a scale of strong identification to relative indifference
and even strong opposition (Lyons & Huron, 2013). Within a generation, the leading unit
does not need to be the largest in terms of size but merely the loudest such that its
attitudes and behaviors become prototypical of the generation as a whole. For managers
and leaders of organizations it is essential to not just see through these stereotypes, but
also eliminate false perceptions that may be prevalent throughout the organization.
Previous research has sought to detect the severity of false perceptions across
generational differences and has noted that perceptions of generational differences do in
fact exist, and are not always empirically supported (Foster, 2013; Lester et al., 2012).
Next I review the literature that has examined the characteristics used in the study.
Expected Actual and Perceived Differences
While there is a plethora of evidence for changing attitudes and behaviors
amongst generations, much of that evidence lacks empirical evidence to show how it
transitions to the workplace. (Macky, Gardner, & Forsyth, 2008). Backing up the
7
perceptions and assumptions about generations will require further empirical research
into those very interactions. The purpose of this study is to gather data in the form of
human responses and test it across generations. The findings will help show where
previous research is valid and where it is not, based upon whether perception matches
reality.
In order to test for differences in generational characteristics the study will use 10
workplace characteristics that are all assumed to be desirable, however may vary on level
of desirability. Using previous literature, inferences can be made on characteristics that
will show actual differences amongst generations compared to those that are merely
perceived. Three interactions are observed in the study, Baby Boomers and Generation X,
Generation X and Millennials, and Baby Boomers and Millennials, I expect less than half
of the characteristics to show significant differences in value.
Differences in actuality. Across literature it is still widely accepted that
fundamental differences do exist between generations in regards to preferred workplace
characteristics. Specifically, previous research has identified two prevalent determinants
in creating these differences, technology (Lester et al., 2012) and personality (Twenge &
Campbell, 2008). Each of these determinants has shown linear increases with successive
generations, reinforcing the social forces perspective that all generations are part of a
social change over time (Twenge, 2010). The majority of Boomers grew up without
much exposure to technology, while Generation X experienced gradual integration, and
Millennials have lived a life completely integrated with technology. Likewise previous
studies have shown that younger generations score higher in both positive and negative
personality characteristics, such as self-esteem and assertiveness, (Gentile, Twenge, &
8
Campbell, 2010) and narcissism and neuroticism (Twenge & Campbell, 2008),
respectively. I predict that the importance of these factors within the workplace has
created significant differences between generations in continuous learning, career
advancement, immediate feedback and recognition, and diversity.
Continuous learning. Continuous learning refers to the training and educational
programs companies offer employees to further develop skills and knowledge. Such
programs are seen as opportunities to ensure employability, while potentially opening
doors for future positions. Millennials have grown up believing education is the strongest
source of success and have thus adopted a mentality of life long learners (Lancaster &
Stillman, 2002). Conversely, Baby Boomers, while understanding of the role education
plays in success, are farther down their careers timeline and therefore have already
satisfied many of the promotions and trainings needed for growth (Mencl & Lester,
2014). Narcissistic tendencies and higher self-esteem increase the likely hood that
Generation X and Millennials view continuous learning as a way to improve future
earnings. Further, given these personality shifts, I predict younger generations to be more
responsive to motivations that are intrinsically based, such as increasing the level of ones
human capital. Therefore, I predict that Generation X and Millennials will assign more
value to continuous learning than will Baby Boomers.
Career advancement. Prior research has shown that promotions and speed of
promotions provide greater career satisfaction amongst all generations (Dries,
Pepermans, & De Kerpel, 2008). However, larger increases of satisfaction have been
shown in younger generations. Generation X and especially Millennials are driven by
high-level expectations that translate to a need for quicker, more meaningful promotions
9
(Twenge & Campbell, 2008). Again, given the position that Baby Boomers find
themselves on the career timeline, the importance of promotions is lessened and thus their
value of career advancements will be less important (Mencl & Lester, 2014). Thus, I
predict that Generation X and Millennials will value career advancement to a larger
extent than Baby Boomers.
Immediate feedback and recognition. Millennials have grown up in an era where
instant feedback and gratification is normal due to technology increasing the speed of
communication (Lester et al., 2012). In contrast, Boomers did not have the same
exposure to technology when they were young and are therefore not as dependent on
frequent feedback from superiors (Mencl et al., 2014). Generation X will likely fall in the
middle, meaning they prefer feedback in a timely manner while trusting transparent
management techniques that make self-assessment through measurement controls valid
(Petroulas et al., 2010). I hypothesize to see differences between Baby Boomers and
Millennials in immediate feedback and recognition, due to the technology gap between
the two being the largest.
An organization that values diversity. Over the course of time the workforce has
incurred increases in diversity. Specifically, women and minorities have seen surges in
their makeup of labor forces. Of women between the ages of 25 and 54, 25% more were
participating in the workforce in 2005 compared to 1970 (Mosisa & Hipple, 2006).
Similarly in 2005, 77% of African American women, 70% of Asian women, and 65% of
Hispanic women were part of the labor force within the United States (Mosisa & Hipple,
2006). Over time, these gradual increases have translated to younger generations
expecting diversity within the workplace compared to older generations viewing it as one
10
of the many transitions labor has undertaken. Prior research shows that generations differ
in regards to comfort with diversity, 78% of Millennials showed comfort compared to
27% of Baby Boomers (Hewlett, Sherbin, & Sumberg, 2009). Further, I expect to see
Millennials place a significantly greater importance on diversity than Baby Boomers,
while Generation X will show no significant differences between either.
Expected areas for possible differences in perception. While the study expects
to find empirical evidence supporting actual differences between generations in the
workplace, it also expects to find a greater amount of perceived differences between
generations. Recent research shows that perceptions of generational differences are
prevalent in the workplace even though these perceptions lack empirical support (Foster,
2013). Perceptions can be inhibitors to inter-generation interactions if they work to create
negative views amongst other generations. The essence of perceived differences stems
from attribution theory that states individuals are always searching for explanations for
other people’s behavior (Heider, 1958). Another source of resistive interactions is
discriminative stereotyping (Lester et al., 2012) that creates defensive strategies amongst
conflicting groups such as maximizing benefits for fellow group members at the
detriment of out-group members (Joshi et al., 2010).
Thus, generational interactions can become based on popular generational
stereotypes rather than personal observation. Popular opinion does not even need a
majority but rather can manifest from the loudest and most profound part of a generation,
such that its attitudes and behaviors come to be prototypical of the generation as a whole
(Lyons et al., 2013). Examples of these incorrect perceptions can be seen when “older”
workers are described as rigid and inflexible, while “younger” workers are seen as
11
irresponsible and entitled, and the middle generation is left misunderstood by both
(Lester et al., 2012). Many of these perceived differences could be traced back to linear
changes of technology and personalities across time. The influence of new technologies
and changing personalities on workplace factors have been described above, however
those influences may effect perceptions in other areas (Lester et al., 2012).
For instance, someone that places less importance on email may reply to emails in
a slower, less detailed manner than in person. A lessened importance on electronic
communication may lead others to question that person’s willingness to work with a
team, be adaptable, and/or embrace technology (Lester et al., 2012). Thus it is apparent
how actual differences in feedback or communication influences how others perceive
ones value of teamwork, adaptability, and technology. These mistaken conclusions only
serve to reinforce generational stereotypes.
I expect to uncover that many of the stereotypes discussed lead to incorrect
perceptions among generations. Next I explain why I expect to not find actual differences
in work-life balance, flexible work arrangements, involvement in decision-making,
teamwork and collaboration, and a financially rewarding job, and thus view these
characteristics as potential areas for perceived differences.
Work-life balance and flexible work arrangements. Evidence that asserts work-
life balance or flexible work arrangements are valued differently between generations is
mixed. For instance, four North American studies have shown increased values in
successive generations, including two time-lag studies (Twenge et al., 2010; Wray-Lake,
Syvertsen, & Briddell, 2011) and 2 cross-sectional studies (Gursoy, Chi, & Karadag,
2013; Lyons et al., 2012). However, the time-lag studies drop out the age variable and
12
thus do not provide an accurate scope of the current work force. Meanwhile, impacts on
perception are evident from assumptions that Baby Boomers are driven by a strong work
ethic (Fogg, 2009), while Generation X and Millennials are presumed to place a high
value on work-life balance (Cennamo & Gardner, 2008). Thus perception may lead
younger generations to expect differences in work-life balance, even though Boomers
also face non-work demands in the shape of elder care responsibilities. Further, recent
research has shown similar results between Boomers and Millennials for the importance
of work-life balance and flexible work arrangements (Mencl et al., 2014). Therefore, I
predict generations will value work-life and flexible work arrangements similarly, even if
the reasoning for having balance may be different.
Further, I predict stereotypes involving work ethic and work-life balance will
cause older respondents to over estimate the value younger respondents place on these
characteristics and younger respondents to under estimate older respondents.
Involvement in decision-making and a challenging job. Increased employment
involvement in decision making is often tied to higher performance (Evans & Davis,
2005). Due to this, organizations are often seeking ways to increase employee
participation. Decentralized decision-making practices can be an effective ways of
incorporating employees, while also giving employees a higher level of importance.
Given that growing narcissistic and self-entitled personalities are often associated with
Millennials and Generation X, stereotypes are created that link them to needing value and
importance. However previous studies in the 1980s, using Baby Boomers, have shown
autonomy, or self-governance, as strongly correlated to job satisfaction (Loher, Noe,
Moeller, & Fitzgerald, 1985). Evidence of higher job satisfaction when autonomy is
13
provided is also evident amongst Millennials and Generation X (Kim, Knight, &
Crutsinger, 2009). Thus, I predict employees from each generation will enjoy and desire
increased decision-making and challenges in the workplace, even though their perception
may be altered due to previous stereotypes.
Teamwork and collaboration. The role of teamwork and collaboration can aid
companies in achieving more with less. A popular notion in non-academic literature
theorizes that younger generations have less preference for teamwork when compared to
older generations. This difference is believed to lead to conflict in multi-generational
teamwork settings (Johnson & Johnson, 2010). However, theoretical and empirical
evidence do not support such notions (Lyons et al., 2013). While the experiences
different generations have in collaboration settings may differ, I propose all generations
understand the competitive advantage acquired in teamwork and collaboration. Previous
research shows that perceptions underestimate the value of teamwork across all
generations (Lester et al., 2012). I expect to reproduce these results by showing no
significant differences between how generations value teamwork and collaboration.
Financially rewarding job. Non-empirical research has stated financial rewards
are losing effectiveness in motivating younger generations of employees. This research
states Baby Boomers clearly view money as a sign of achievement, while younger
generations find incentives such as commendation, more annual leave, and interesting
work just as attractive (Petroulas et al., 2010). While new, attractive incentives are
entering the work force, the value of financial rewards is still high among all generations.
Previous studies performed on generation specific salary incentives have shown nearly
identical effects of salary to career success (Dries et al., 2008). I predict that employees
14
will value adequate financial rewards equally regardless of age, and therefore believe any
perceived differences are false.
Method
In order to collect data a survey was created via Qualtrics and administered via
Amazon Mechanical Turk. All data was collected from the survey, which took subjects
an average time of two minutes and thirty seconds. The survey consisted of questions
pertaining to both demographic data and data consisting of responses to statements on a
6-point Likert scale. Demographic data was requested after statement questions to
decrease bias.
The survey was completed by 239 respondents, however only 201 responses were
used due to incomplete questions. Of the 201 respondents, 52.48% were male and
47.52% were female. Further, roughly 85% of respondents were White with African
American, American Indian, Asian, and other races making up the remaining 15%.
In order to designate a generation to each respondent, the survey asked for age. After
obtaining this information respondents were organized into three groups, Baby Boomers
for respondents born between 1946 and 1964, Generation X for respondents born
between 1965 and 1981, and Millennials for respondents born after 1982. Age ranges
used to separate generations vary across literature, however the ranges used in this study
replicate Lester et al., 2012 in order to allow for comparison in results.
Subjects were asked the extent to which they valued 10 different workplace factors.
These items included (a) teamwork and collaboration, (b) flexible work arrangements, (c)
challenging job, (d) involvement in decision making, (e) a financially rewarding job, (f)
work-life balance, (g) continuous learning, (h) career advancement, (i) immediate
15
feedback and recognition, and (j) a company that values diversity. Participants were
directed to specify the degree to which they valued each factor on a Likert scale of 1 =
not important at all to 6 = a must have. The ten items were taken from a list of work-
related factors pertaining to best places to work (Fulmer, Gerhart, & Scott, 2003).
After rating the 10 factors based on personal preference, respondents were then asked
to rate the same factors based on how they felt the other generations valued each factor.
For example, Baby Boomers would evaluate their own preferences on each factor and
then would repeat the process for how they perceived Generation X and Millennials
preferred each factor. The survey then differed from Lester et al. (2012) by asking
respondents to value the 10 characteristics based on how they perceived their own
generation would value them.
Lastly, respondents were asked various demographic questions. These questions
consisted of industry of work, gender, education level, race and ethnicity, and position
and status within their current organization.
Results
Table 1 provides means, standard deviations, and correlations for work
characteristics that respondents valued on a 1 to 6 Likert scale. Significant correlations at
p < .05 are denoted by *.
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Table 1.
Correlations , Means, and Standard Deviations of Work Variables
M SD 1 2 3 4 5 6 7 8 9 10
1 - Teamwork and Collaboration 4.59 1.26 1.00
2 - Flexible Work Arrangements 4.38 1.27 0.16* 1.00
3 - Challenging Assignments 3.71 1.38 0.29* 0.18* 1.00
4 - Involvement in decision making 4.15 1.42 0.28* 0.25* 0.45* 1.00
5 - A finiancially rewarding job 4.85 1.09 0.21* 0.23* 0.15* 0.23* 1.00
6 - Work-life balance 5.00 1.22 0.29* 0.33* 0.10 0.29* 0.44* 1.00
7 - Continuous learning 4.14 1.36 0.30* 0.14 0.59* 0.31* 0.14* 0.12 1.00
8 - Career Advancement 4.40 1.29 0.40* 0.23* 0.52* 0.42* 0.33* 0.26* 0.61* 1.00
9 - Immediate feedback and recognition 3.86 1.30 0.21* 0.25* 0.36* 0.26* 0.03 0.02 0.36* 0.42* 1.00
10 - An organization that values diversity 4.10 1.45 0.34* 0.20* 0.42* 0.34* 0.17* 0.12 0.49* 0.40* 0.48* 1.00
NOTE: N = 201. * denotes correlations are significant at p < .05.
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Actual Differences
To begin, I assess differences across generations of how they actually valued
workplace characteristics. In Table 2a mean values are provided for the ten-workplace
characteristics within each generation. Table 2b tests for the significance of each
difference between the three generations: Millennials and Generation X, Millennials and
Boomers, and Generation X and Boomers. Two-sample t-tests are conducted to test for
significant differences between means. It is important to note the data here is subject to
multiple comparisons and therefore the threshold for rejecting the null hypothesis should
be more stringent. While I note differences within the 90% and 95% confidence intervals
here, the discussion section focuses on the highest confidence intervals (99%) where
differences are clear so to avoid multiple comparison issues.
Within Table 2b Millennials and Generation X show no significant differences in
any characteristics. Millennials and Baby Boomers show significant differences in three
categories, teamwork and collaboration, challenging assignments, and involvement in
decision making. Baby Boomers and Generation X show one significant difference,
teamwork and collaboration. These findings lend support to the hypothesis that few
actual differences exist as only 4 of the 30 differences reveal significance. However, only
one of these differences, teamwork and collaboration between Generation X and Baby
Boomers, align with the hypothesis on where actual differences were predicted to occur.
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Table 2a.
Actual Differences Between Generations in Workplace Characteristics
Workplace Characteristics
Means
Millennials(M) Generation X(GX) Boomers(BB)
1 - Teamwork and
Collaboration 4.36 4.63 5.10
2 - Flexible Work
Arrangements 4.33 4.36 4.45
3 - Challenging
Assignments 3.45 3.84 4.10
4 - Involvement in decision
making 3.90 4.27 4.54
5 - A financially rewarding
job 4.76 4.98 4.93
6 - Work-life balance 4.89 5.00 5.29
7 - Continuous learning 4.08 4.00 4.40
8 - Career Advancement 4.36 4.38 4.33
9 - Immediate feedback and
recognition 3.89 3.59 4.00
10 - An organization that
values diversity 4.03 3.93 4.40
Table 2b.
Absolute Value Differences
M v GX M v BB BB v GX
1 - Teamwork and Collaboration 0.27 0.74** 0.47*
2 - Flexible Work Arrangements 0.02 0.12 0.1
3 - Challenging Assignments 0.39 0.65** 0.26
4 - Involvement in decision making 0.37 0.63* 0.26
5 - A financially rewarding job 0.22 0.17 0.05
6 - Work-life balance 0.11 0.39 0.29
7 - Continuous learning 0.08 0.33 0.4
8 - Career Advancement 0.02 0.03 0.04
9 - Immediate feedback and recognition 0.3 0.11 0.41
10 - An organization that values diversity 0.1 0.38 0.48
p≤.05 = * p≤.01 = ** p≤.001 = ***
Perceptions Across Generations
19
In order to assess the validity of other generations’ perceptions of Baby Boomers
Table 3a displays the variables means for perceptions by Millennials and Generation X,
and the actual Baby Boomer values. Table 3b tests for significance in mean differences.
The differences tested for are between Millennials and Baby Boomers, and Generation X
and Baby Boomers. Table 3b shows significant differences between Millennials and
Baby Boomers in teamwork and collaboration, work-life balance, continuous learning,
and an organization that values diversity. Generation X and Baby Boomers show
significant differences in teamwork and collaboration, work-life balance, and diversity.
Table 3a.
Comparisons Between Actual Baby Boomers and Other Generations Perceptions Baby
Boomers
Workplace
Characteristics Means
Millennials’
Perceptions
Generation X’s
Perceptions
Baby
Boomers’
Actual
1 - Teamwork and
Collaboration 4.17 4.44 5.10
2 - Flexible Work
Arrangements
4.09 4.32 4.45
3 - Challenging
Assignments
3.86 4.11 4.10
4 - Involvement in
decision making 4.18 4.20 4.54
5 - A financially
rewarding job
4.78 4.95 4.93
6 - Work-life
balance
4.28 4.46 5.29
7 - Continuous
learning
3.68 4.02 4.40
8 - Career
Advancement
4.54 4.43 4.33
9 - Immediate feedback
and recognition 3.91 3.96 4.00
10 - An organization that
values diversity 3.40 3.69 4.40
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Table 3b.
Absolute Differences
M v BB BB v GX
1 - Teamwork and Collaboration 0.93*** 0.66**
2 - Flexible Work Arrangements 0.37 0.13
3 - Challenging Assignments 0.23 0.01
4 - Involvement in decision making 0.36 0.34
5 - A financially rewarding job 0.15 0.02
6 - Work-life balance 1.00*** 0.82***
7 - Continuous learning 0.73** 0.39
8 - Career Advancement 0.21 0.10
9 - Immediate feedback and
recognition 0.09 0.04
10 - An organization that values
diversity 1.01*** 0.71*
p≤.05 = * p≤.01 = ** p≤.001 = ***
To continue evaluating the strength of perceptions, Table 4a provides comparison
between actual Generation X ratings and perception ratings of Generation X from
Millennials and Baby Boomers. Table 4b tests for significant differences between means.
Millennials and Generation X report only one significant difference, immediate feedback
and recognition. Baby Boomers and Generation X report five significant differences in
flexible work arrangements, challenging assignments, career advancement, immediate
feedback and recognition, and an organization that values diversity.
21
Table 4a.
Comparisons Between Actual Generation X and Other Generations Perceptions of
Generation X
Workplace
Characteristics Means
Millennials’
Perception
Generation X’s
Actual
Baby
Boomers’
Perception
1 - Teamwork and
Collaboration 4.51 4.63 4.76
2 - Flexible Work
Arrangements
4.62 4.36 5.12
3 - Challenging
Assignments
4.05 3.84 4.41
4 - Involvement in decision
making 4.56 4.27 4.71
5 - A financially
rewarding job
4.90 4.98 5.40
6 - Work-life
balance
4.63 5.00 5.05
7 - Continuous
learning
4.26 4.00 4.24
8 - Career
Advancement
4.73 4.38 5.19
9 - Immediate feedback and
recognition 4.31 3.59 4.64
10 - An organization that
values diversity 4.24 3.93 4.60
22
Table 4b.
Absolute Differences
M v GX BB v GX
1 - Teamwork and Collaboration 0.11 0.14
2 - Flexible Work Arrangements 0.26 0.76**
3 - Challenging Assignments 0.21 0.58*
4 - Involvement in decision making 0.29 0.44
5 - A financially rewarding job 0.08 0.42
6 - Work-life balance 0.37 0.05
7 - Continuous learning 0.26 0.24
8 - Career Advancement 0.35 0.82***
9 - Immediate feedback and
recognition 0.72*** 1.05***
10 - An organization that values
diversity 0.31 0.67*
p≤.05 = * p≤.01 = ** p≤.001 = ***
Table 5a and Table5 b are the last data tables that compare perceptions across
generations. These tables show the means and significant differences of actual Millennial
workplace characteristic values and the perceived Millennial values from Generation X
and Baby Boomers. Millennials and Generation X show four significant differences in
workplace characteristics flexible work arrangements, career advancement, immediate
feedback and recognition, and an organization that values diversity. Millennials and Baby
Boomers show six significant differences in workplace characteristics, flexible work
arrangements, career advancement, immediate feedback and recognition, an organization
that values diversity, challenging assignments and a financially rewarding job.
23
Table 5a.
Comparisons Between Actual Millennials and Other Generations Perceptions of
Millennials
Workplace
Characteristics Means
Millennials’
Actual
Generation X’s
Perception
Baby
Boomers’
Perception
1 - Teamwork and
Collaboration 4.36 4.68 4.71
2 - Flexible Work
Arrangements
4.33 5.09 5.21
3 - Challenging
Assignments
3.45 3.84 3.98
4 - Involvement in
decision making 3.90 4.21 4.36
5 - A financially
rewarding job
4.76 4.80 5.24
6 - Work-life
balance
4.89 4.89 5.05
7 - Continuous
learning
4.08 4.16 3.93
8 - Career
Advancement
4.36 4.84 5.00
9 - Immediate feedback
and recognition 3.89 4.87 4.83
10 - An organization that
values diversity 4.03 4.75 5.02
24
Table 5b.
Absolute Differences
M v GX M v BB
1 - Teamwork and Collaboration 0.32 0.36
2 - Flexible Work Arrangements 0.76*** 0.88***
3 - Challenging Assignments 0.39 0.53*
4 - Involvement in decision
making 0.31 0.45
5 - A financially rewarding job 0.05 0.48*
6 - Work-life balance 0.00 0.16
7 - Continuous learning 0.08 0.15
8 - Career Advancement 0.48* 0.64*
9 - Immediate feedback and
recognition 0.98*** 0.94***
10 - An organization that values
diversity 0.72** 0.99***
p≤.05 = * p≤.01 = ** p≤.001 = ***
Perceptions within Generations
This section of the results compares respondents’ perceptions of their own
generation with their actual responses. This is done by averaging respondents’ perception
of their generation and then taking the differences between the respondent’s actual mean
values for each characteristic. By testing perceptions within generations, the study is able
to assess whether members of a generation actually align with the stereotypes they
believe lie within their generation.
Tables 6, 7, and 8 provide comparisons between actual and perception values
within each generation. Table 6 assesses Millennials and finds significant differences in
flexible work arrangements, challenging assignments, career advancement, immediate
feedback and recognition, and an organization that values diversity. Table 7 and 8, which
evaluate Generation X and Baby Boomers respectively, show a combined three
significant differences. Generation X has one significant difference in immediate
25
feedback and recognition. Baby Boomers show two significant differences in a
financially rewarding job and work-life balance.
Table 6
Comparisons between Millennials responses: Actual and Perceived
Actual Perceived Difference
1 - Teamwork and
Collaboration 4.36 4.56 0.20
2 - Flexible Work
Arrangements 4.33 4.83 0.49**
3 - Challenging
Assignments 3.45 3.95 0.50*
4 - Involvement in
decision making 3.90 4.25 0.35
5 - A financially
rewarding job 4.76 4.62 0.14
6 - Work-life balance 4.89 4.87 0.02
7 - Continuous learning 4.08 4.26 0.18
8 - Career Advancement 4.36 4.78 0.43*
9 - Immediate feedback
and recognition 3.89 4.64 0.75***
10 - An organization that
values diversity 4.03 4.83 0.80***
p≤.05 = * p≤.01 = ** p≤.001 = ***
26
Table 7
Comparisons between Generation X responses: Actual and Perceived
Actual Perceived Difference
1 - Teamwork and
Collaboration 4.63 4.82 0.20
2 - Flexible Work
Arrangements 4.36 4.75 0.39
3 - Challenging
Assignments 3.84 4.27 0.43
4 - Involvement in
decision making 4.27 4.66 0.39
5 - A financially
rewarding job 4.98 5.02 0.04
6 - Work-life balance 5.00 4.79 0.21
7 - Continuous learning 4.00 4.31 0.31
8 - Career Advancement 4.38 4.73 0.36
9 - Immediate feedback
and recognition 3.59 4.39 0.80**
10 - An organization that
values diversity 3.93 4.44 0.51
p≤.05 = * p≤.01 = ** p≤.001 = ***
27
Table 8
Comparisons between Millennials responses: Actual and Perceived
Actual Perceived Difference
1 - Teamwork and
Collaboration 5.10 4.93 0.17
2 - Flexible Work
Arrangements 4.45 4.29 0.17
3 - Challenging
Assignments 4.10 4.33 0.24
4 - Involvement in
decision making 4.54 4.50 0.04
5 - A financially
rewarding job 4.93 5.33 0.40*
6 - Work-life balance 5.29 4.83 0.45**
7 - Continuous learning 4.40 4.10 0.31
8 - Career Advancement 4.33 4.79 0.45
9 - Immediate feedback
and recognition 4.00 3.93 0.07
10 - An organization that
values diversity 4.40 3.86 0.55
The significant differences found here are interesting due to Millennials (5) nearly
doubling that of Generation X and Baby Boomers (3) combined. The results imply that
there is a higher disassociation among Millennials from their generation compared to the
other two generations. However, it is key to note that the sample sizes amongst
generations were not consistent. Millennials made up 103 of the respondents, while Baby
Boomers and Generation X made up 42 and 56, respectively.
Discussion
Interactions between workers are the bases of transfers in knowledge, skills, and
experience within a company. Added transparency to these interactions can improve
efficiency within workplaces and fuel more productive outputs. The results of this study
add to that transparency by uncovering false perceptions held across different generations
p≤.05 = * p≤.01 = ** p≤.001 = ***
28
in relation to workplace preference. The study not only shows where false perceptions lie,
but also reveals actual generational differences and how generations align with
stereotypes.
The study began with predictions in differences in actuality. Using previous
literature, I predicted actual differences between generations in continuous learning,
career advancement, and immediate feedback and recognition. The results of the tested
data show that none of these expected differences showed any significance. Rather, actual
differences were present in teamwork and collaboration, challenging assignments, and
involvement in decision making. While actual differences showed up in these three
workplace characteristics, there were four total differences across all of the generation
comparisons. Teamwork and collaboration showed significant differences between
Millennials and Baby Boomers, and Generation X and Baby Boomers. Challenging
assignments and involvement in decision-making showed significant differences between
Millennials and Baby Boomers. These results yield two insights, first differences between
generations are scarce as only four of thirty interactions showed significant differences,
and second that time could be a factor in changing preferences as three of four
differences were between the most separated of ages.
The study also predicted where differences only supported by perception could
arise. Work-life balance, flexible work arrangements, involvement in decision-making,
challenging job, teamwork and collaboration, and financially rewarding job were all
predicted to not show significant differences in actuality and thus possibly show
differences through perception. All of these characteristics, except for involvement in
decision-making, showed a significant difference in at least one generational comparison.
29
The lack of a significant difference in involvement in decision-making could be due to
the positive association with making decisions. While other characteristics may provide
more extrinsic motives, such as teamwork and collaboration, or intrinsic motives, such as
a financially rewarding job, decision-making is an attribute of power that does not reflect
selfishness, thus landing between the two motives. Otherwise, the predictions align well
with the results, reinforcing the proposed effects of stereotyping and resistive interactions
that occur in the workplace.
Interestingly, two characteristics that are incorrectly predicted to show only actual
differences did show significant differences in perception, these were immediate
feedback and recognition and an organization that values diversity. For immediate
feedback and recognition, both Millennials and Generation X showed differences at the
99% confidence interval when compared to the perceptions of the other two generations.
In each of these instances the two perception values were greater than the actual values.
When compared to Baby Boomers, who showed no significant differences in immediate
feedback and recognition, this finding suggests that younger generations are being
stereotyped in regards to valuing different types of feedback that improve future
performance. While this finding does not imply that younger generations are resistant to
feedback and recognition in the workplace, it does reveal that the use of recognition and
feedback in driving younger generations is overstated.
Additionally, diversity within a company is a characteristic that was predicted to
show an actual difference but actually shows significant differences in perception. An
organization that values diversity was significantly different at the 99% confidence
interval for both Baby Boomers’ perception of Millennials, and conversely Millennials’
30
perception of Baby Boomers. Added to the significance of mean differences is the fact
that Baby Boomers over estimated Millennials, while Millennials underestimated Baby
Boomers. This is particularly interesting as Baby Boomers’ actual mean value for
diversity (4.40) was greater than Millennials’ actual mean value (4.03). This shows that
diversity stereotypes are working in opposite directions to overinflate perceptions for
both Millennials and Baby Boomers.
Differences between perception and actual values within generations, as seen in
Table 6, 7, and 8, shed light on actual identities within generations that members might
be aware of. For instances, due to older ages Baby Boomers and Generation X could be
assumed to have already formed identities within their generation that they are both
aware of and comfortable with. This assumption is shown as Baby Boomers only
significantly differed on two characteristic means, while Generation X significantly
differed on only one mean. However, Millennials showed significant differences in how
they actually felt and what they believed was perceived of them five times. This
disassociation can be interpreted in two ways, first a strong belief in being falsely
perceived, or second a lack of formation in generational identity due to young age.
Limitations
The limitations of this research include unequal generation response sizes.
Responses totals were skewed towards younger people as Millennials made up 103 of the
respondents, Generation X made up 56, and Baby Boomers 42.
Additionally rejected hypothesis should be observed with caution, as the data
could be victim to multiple comparisons. Due to multiple comparisons between the same
data, rejected hypothesis should be analyzed with a more stringent threshold.
31
Finally, it is important to note that the survey consisted of a dummy question that
was used to assess the attentiveness of respondents. Of the responses, 55% of respondents
failed to correctly answer the dummy question. Thus the authenticity of responses is
unclear.
Implications
The finding in this study infer that more research is required in the field, while
workplaces should also seek to put into practice educational seminars to inform workers
of the noted false perceptions. Further, organizations should also inform workers of the
actual differences between generations and work on solutions to create better
understanding in these areas.
Specifically the study uncovers interesting and notable implications in immediate
feedback and recognition as well as a company that values diversity. In each of these
work characteristics perceptions both over and understated the actual preference of
Millennials and Generation X for immediate feedback and recognition, and Millennials
and Baby Boomers for diversity. These characteristics show stereotypes are at play
within the workplace and are causing generations to misinterpret their fellow workers’
motives.
Lastly, the research points to younger people (Millennials) having less awareness
of the actual motives and interests within their generation. Conversely, older generations
(Baby Boomers and Generation X) appear to have a stronger consensus over
characteristics that make up their generation.
Directions for Future Research
32
Future research should focus on ensuring thoughtful responses from respondents.
This can be done through thorough administration of a survey through a professional
company that can properly ensure that respondents are putting time and care into
responses.
This study focuses on identifying where misperceptions lie, however future
research should attempt to examine what are the actual effects of these false perceptions
on workplace productivity and morale.
Further research may also benefit from separating characteristics in
distinguishable extrinsic and intrinsic groups. By doing this, future studies can account
for extrinsic or intrinsic work biases that may be prevalent in values placed on
characteristics.
Conclusion
The diverse nature of our world and more specifically the workplace can make
overcoming differences an impossible goal. Organizations should seek to embrace
differences between workers as these differences provide diverse ways of thinking and
skills. This study uncovers highly significant valuing differences in teamwork and
collaboration and challenging assignments between the workforces most age separated
generations, Millennials and Baby Boomers. However, organizations should also seek to
clarify commonalities between workers in order to create common ground and a better
understanding between coworkers. Generations hold incorrect beliefs about the
importance of diversity, feedback, and recognition to other generations within the
workplace. By correcting these perceptions and eliminating false stereotypes,
33
organizations have the potential to create more productive and efficient interactions
between coworkers.
34
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