MANAGING GENERATIONAL DIVERSITY


MANAGING GENERATIONAL DIVERSITY AT THE WORKPLACE

Today’s labor market is consist of 5 different generations as; silent generations, Baby boomers, generation X, generation Y and generation Z.  According to Tay, 2011 Silent generation has practically abandoned the labor market, Baby Boomers are diminishing, generation X is prevailing, the  Generation Y is hardening its positions in the industry, and generation Z are now in-flowing to the industry. The generation Y is gradually captivating stronger position in labor market. They are significantly different from baby boomers and generation Xers in terms of traits, values, behaviors and the essential approach of work.


An organization which consists of different generations are facing numerous issues which is a great barrier to organizational success. According to Gursoy, Maier and Chi, 2008 the gap between expectations and perception of individuals from diverse generations is the major cause of inter-generational diversity misunderstandings. However, it is the challenge for HR professionals to manage them and narrow the gap between generations in order to achieve organizations goals effectively and efficiently.  

An organization can take different measures to diminish the conflicts among generations.
Gursoy, Maier and Chi, 2008 says, systematically designed campaigns and training session should be held to educate all employees regarding idiosyncratic norms and values of each generation. Moreover, the manager must have a better understanding of different generations in order to deal with each other.

According to The National Conference of Bar Foundations (2015), Generation Y employees are willing to work with consultative/ transformational leaders than autocratic leaders. Therefore managers should be educated on different leadership style. As boomers have more experience and, the knowledge they can mentor their younger subordinates as Motorola engages their experienced boomers in training and coaching their junior employees. (Glass, 2007). In return, management could also encourage Gen X and Gen Y employees to support their Boomer coworkers to elucidate their technology-related work complications. These mutual exchange or shared measures could reinforce the bond, trust, and respect for each other.

Moreover, Boomer managers treat generation Y employees as kids and their voice is rarely recognized. As mentioned by Cennamo and Gardner, 2008 generation Y employees voice should be heard and involve them in strategic planning where they can share their creative ideas. Eventually, they will be motivated and remain loyal and retain for a long time.

As mentioned by Tay, 2011 Management could also create cross-generational teams to enable Gen Y employees to work together than compete with their co-workers and superiors. Such
Intergenerational collaboration and interactional opportunities between employees would create a more unified work environment. In conclusion, managers should find out ways to minimize the generational gap and create intergenerational harmony to well come generation Z employees to the new workforce by 2020!



REFERENCES
Tay, A. (2011). Managing generational diversity at the workplace: expectations and perceptions of different generations of employees. African Journal of Business Management, [online] 5(2), pp.249-255. Available at: http://www.academicjournals.org/article/article1380532841_Tay.pdf [Accessed 28 Jun. 2018].

Gursoy, D., Maier, T. and Chi, C. (2008). Generational differences. An examination of work values and generational gaps in the hospitality workforce. Int.J.Hosp, pp.448-458.

Glass,A.(2007). Understanding generational differences for competitive
success. J. Ind. Comm. Train., 39 (2): 98-103.

National Conference of Bar Foundations (February 2015). Managing Generational Differences. Retrieved from http://www.ncbf.org/members/default.cfm?action=meeting_materials. [Accessed 28 Jun. 2018].

Statnicke, G. (2016). MANAGING GENERATIONAL DIVERSITY IN THE ORGANIZATION. Global Academic Society Journal, [online] 8(18), pp.9-19. Available at: http://scholararticles.net/wp-content/uploads/2016/09/18_9_19_Statnicke.pdf [Accessed 27 Jun. 2018].

Cennamo, L. and Gardner, D. (2008). Generational differences in work values, outcomes, and person-organization values fit. 23(8), pp.891-906.

Comments

  1. Good references and nicely elaborated

    ReplyDelete
  2. Seems that you have gathered more information from various sources. Good job Safra. Keep continuing!

    ReplyDelete
    Replies
    1. Please have a look on your in text citation.

      Delete
  3. Very collective information. Good sources of references.

    ReplyDelete
  4. well researched content and good referencing

    ReplyDelete
  5. Well written with vast references. Keep up the good work

    ReplyDelete
  6. Lot of information.Thank you for the hard work done.Please keep a look at in-text citation, it should be corrected.

    ReplyDelete
  7. Looks like you have researched more,, you should list down references according to alphabetical order & follow the Harvard referencing style (In intext citation, published year should be within brackets)

    ReplyDelete

Post a Comment

Popular posts from this blog

GLOBAL ISSUES AND CHALLENGES IN HRM

EMPLOYER BRANDING

WORKPLACE DIVERSITY