Generation Gap in Workplace - Essay Example

?Generation Gap in Workplace Introduction This part of the project would deal with the topic of effective management. The topic that has been chosen is generation gap in the work place. There are various challenges faced by Generation X managers for managing Generation Y. The project would reflect the situation surrounding the workforce environment of generation X and the theories that should be adopted by Generation Y for effectively managing Generation Y. With the entry of a new generation in the workforce, the concern of the existing managers related to the recruitment, management, development and retention of the young workers increases. There are evidences regarding the differences in the attitudes and interests across these two generations, which would be found throughout the workplace. In today’s world most of the organizations face severe problems. But these problems does not relate to downsizing, foreign competition, change etc. They are having difficulty in handling various generations, which constitute the entire workforce. The generation conflict within the workforce is found to be one of the common problems for most of the organizations. This is not a minor problem and lack of attention in the generation difference would result in reduced efficiencies of the organizations. Thus, a good understanding about the generation differences for strengthening the work relationship between different employees is highly crucial. At first it becomes necessary to understand generation X and generation Y. Generation X: Individuals falling in this category are born in between 1965 to 1980. The people belong to this age group work very hard for the betterment of the overall performance of the organization. But at the same time, if better opportunity knocks at their door then they do not hesitate in switching their jobs. The work-life balance is an important factor for this generation. This generation also believes that people would be giving their best output if they are offered the freedom to be innovative and creative in life. People belonging to this particular generation like to explain in details the reason behind any decision making within the organization and they motivate the employees in such manner that they can easily understand all the decisions adapted and have an idea about the reason behind them as well. This generation believes in strengthening of communication within the workplace by means of email. Generation Y: Individuals belonging to this generation are born in between 1981 to 2000. The people belonging to this age group believe that they possess some brilliant ideas and as a result they just want to do give their best (Eisner, 2005; Sujansky, 2004). They believe that the results would follow the performance automatically. They like working in their respective workplaces and enjoy meeting their responsibilities until they get bored out of it. They believe that working from home is equally good like working from office as long as the work is getting completed (Allen, 2004; Johns, 2003). Texting is the best mode of remaining in touch with the generation Y member in the work place. Main problem arising in the work place Generation Y takes more time taking direction for completing their work as compared to Generation X. The Generation Y employees possess a high sense of morality, are sociable and ready to fight for independence. These individuals have high values for their friends and family. These individuals prefer taking intellectual challenges and strive for making differences in themselves (Martin and Tulgan, 2006). They prefer their employers to have such skills, which would help them in their professional development (Brown, 2004). This generation does not get highly motivated by the objective of making good deal of money (Francis-Smith, 2004). They believe in doing meaningful work and want to be appreciated for their performances (Zemke Raines and Filipczak, 2000). Setting personal goals as well as achieving those matters to a great extent to these generation individuals. Moreover, the additional features in Generation Y, which separates them from the generation X people in the workplace, are: Entitlement: The people belonging to this generation demand for praises and rewards even for their meaningless tasks. They feel that they deserve praises for their performances in every turn. High flexibility: The individuals belonging to this generation are also agreeable to work at home for completion of their work; they remain prepared to come in flexible hours for completing their work. High value for relationships: Although the individuals belonging to this generation believe in loyalty and care for the company but they are ready to work even harder for people whom they consider to be ‘friends’. The managers belonging to generation X should try to bridge the gap between friend and boss. Over sharing: It has been found that the gap between personal relationship and professionalism is almost negligible in Websites such as Facebook and twitter. The generation Y workers do not hesitate in giving work related information on social networking websites as well. Bridging the generation gap Every organization should take effective measures in order to bridge the gap between the employees within the workforce by taking various steps to their differences. In order to increase the communication level, the organizations should conduct training programs for the employees. This would result in the avoidance of misunderstandings in between the employees belonging to different generations. Moreover, conduction of regular seminars and other special events can serve the purpose in much better way. If all the employees in the workforce start understanding each other, then it would help in bringing them together to work in an efficient manner and share a common goal for the organization. In an ideal workplace, every team member approaches with the best qualities of their generation in order to improve the overall productivity, by increasing the creativity and boosting each other. It is impossible to expect that the generation gap in a workplace would close overnight, but implementation of various managerial techniques would help in building bridges and reducing the generation gap. One such proven managerial technique is the launch of official mentoring programs throughout all the generations (Wolken and Good, 1995). It has been found that Generation Y people have high value for relationships. Development of strong bonding with people of Generation Y would enable generation X managers to reduce the generation gap. As the generation Y people prefer to remain surrounded with ‘friends’, they would help in bringing in new ideas and constant feedbacks within the workplace by interacting with different people whom they trust. The successful integration of workplace needs to have a balance between an efficient leadership structure and independence. The leadership structure should be organized in such manner that it would help in providing a feeling of authority to both Generation X and generation Y workers. The Generation X managers should try to reduce the hesitation, which Generation Y workers face while interacting with them. They should try to increase the level of interaction, so that Generation Y workers feel free to get continuous feedbacks from the managers. This would rather bring a change in the working attitude of the generation Y employees automatically (Sullivan et al., 2009). Another rule for bridging the generation gap is elimination of all the old rules. The aged or older workers require forgetting the old rules that have been followed as stepping stones earlier. This is necessary in order to maintain peace within the workplace. Building successful relationship within the workplace should be the primary objective of all the organizations where generation X managers require concentrating on the fulfillment of this objective by bringing in new ideas, rules and leadership structure. However, it is not only the responsibility of Generation X managers to bridge the generation gap. The generation Y employees need to participate in these attempts and make equal efforts for bridging the gap between the two generations. Fairness in all the functions performed by both the generation employees and meeting all their responsibilities towards each other, as a part of the organization, would help in reaching the objective in a successful manner. The managers face challenges in gaining the trust and commitment of the young employees belonging to Generation Y. The Generation Y employees have new set of expectations and values while they come to work in an organization. The managers need to adjust the human resource strategies in order to make them more flexible and potential enough to match with the expectations and values of this new generation employees in the organization (Lowe and Schellenberg, 2002; McCrindle, n. d.). In order to adjust the human resource strategies, the mangers require recognizing the generational differences, which distinguish the individuals who have been recruited earlier from the new employee pool. Conclusion With the entry of a new generation in the workforce, the concern of the existing managers related to the recruitment, management, development and retention of the young workers increase. There are evidences of difference in the attitudes and interests across these two generations, which would be found throughout the workplace. There are major challenges faced by Generation X managers in handling the Generation Y employees within the organization. The managers should conduct various training programs in order to develop a good level of communication with the Generation Y employees. Moreover, there should be a change in the human resource strategies in order to match with the values and expectations of these young employees. A better level of understanding in between the two generation would bridge the gap and improve the level of efficiency of the organization. Reference List Allen, P., 2004.Welcoming Y. Benefits Canada, 28(9), September, pp. 51-3. Brown, S.C., 2004. Where this path may lead: understanding career decision-making for post college life. Journal of College Student Development, 45(4), pp. 375-90. Eisner, S.P., 2005. Managing generation Y. SAM Advanced Management Journal, 70(4), pp. 4-15. Francis-Smith, J., 2004. Surviving and thriving in the multigenerational workplace. Journal Record, 1. Johns, K., 2003. Managing generational diversity in the workforce. [online] Available at: [Accessed 3 October 2013]. Lowe, G.S. and Schellenberg, G., 2002. Employees’ basic value proposition: strong HR strategies must address work values. Canadian HR Reporter, 15, pp. 18-23. Martin, C. and Tulgan, B., 2006. Managing the generation mix. Amherst, MA: HRD Press. McCrindle, M., n. d. New generations at work: Attracting, recruiting, retaining and training generation Y. New South Wales: The ABC of XYZ. Sujansky, J., 2004. Leading a multi-generational workforce. Occupational Health & Safety, 73(4), pp. 16-18. Sullivan, S.E., Forret, M.L., Carraher, S.M. and Mainiero, L.A., 2009. Using the kaleidoscope career model to examine generational differences in work attitudes. Career Development Journal, 14(3), pp. 284-302. Wolken, W.S. and Good, L.K., 1995. The retail environment: relationship of tension and social support. Clothing and Textiles Research Journal, 13(4), pp. 280-8. Zemke, R., Raines, C. and Filipczak, B., 2000. Generations at work: Managing the clash of veterans, boomers, xers, and nexters in your workplace. New York, NY: AMACOM. Read More