Generational Differences in the Workplace - Essay Example

Research paper – Generational Differences in the workplace Influence of generational issues in American work settings Thecontemporary business world has been facing diverse issues especially those concerned with generational differences in the workplace. The behaviours exhibited by each generation are influenced by the period’s political, economic as well as social occurrences (Dittmann 54). While the older generations are characterised by following the established rules, the younger technological generations question the existing protocols. Due to the issues that may arise as a result of differences in generations in the workplace, it is of great importance for organizations to manage them appropriately to eliminate the possibility of conflicts arising and affecting the performance of the organization. Generational issues may bring either positive or negative outcomes in the workplace. For instance, one of the most innovative generations is the millennial (Agan). The main reason why they are innovative is that they do not prefer following already established routines but instead develop better and more effective ones. This is the reason why this generation has been referred to as the generation why. This may lead to an improvement in the organization. At times, due to generational differences, conflicts are bound to happen between the young and the older generations, which may lead to negative outcomes since organizations require healthy relationships to be developed between various employees for optimal coordination and the subsequent performance. Participation rates for various generations and why they should get along Participation is also different for these generations. The baby boomer generation mostly prefer working individually while the millennial generation likes working in groups. Therefore, with regard to participation rates, the millennial generation is more participating and prefers to have a flat organization where they do not take much interest in the hierarchy structure of an organization (Schawbel). On the other hand, the participation rate of the baby boomers is low. As was the case with their periods, participation was not a key aspect of the organization and they have carried this issue forward the modern organization, which is highly conflicting when considering the preferences of the millennial generation (Hammill). With respect to the future, the millennial generation will have a higher participation rate as compared to the baby boomers. However, since the performance of an organization depends on the coordination that is inherent in the organization as well as the relationships established in the organization, it is of critical importance that these generations get along with each other (Steele and Gordon). This requires the organization to devise ways of managing the differences that they present. Difference between Millennials and other generations and sources for these differences The youngest generation is different as compared to other generations in the workplace through many ways. First, this generation works when it wants to work. This implies that, in contrast to other generations such as the baby boomers, the millennial generation prefer a workplace that is flexible enough. The baby boomers maintain that the standard 9 to 5 workday is the most effective work approach (Schawbel). The millennials feel that they should be given the opportunity to define their own working hours. Second, the millennials are not money oriented when they seek for employment opportunities. According to research, a high percentage of the millennials want a job that values their creativity and a job that they love engaging in. These individuals even work harder when they want the supervisors and manager to listen to the ideas that they propose. Research also indicates that a significant percentage, 76%, of the millennials believe that their boss can learn a lot from them as compared to at most 50% of the baby boomers who have a similar view. The millennials want to feel that their opinions mater in the organization more than they prefer money. Third, millennials like a transparent workplace. At least 9 in 10 millennials want a workplace within which they feel comfortable to socialize (Schawbel). This includes a desire to listen to the strategy session established by the organization. This would make the millennials to feel that they are part of the organizational community. They also prefer to have adequate information regarding the vision of the organization as well as the objectives. This is in contrast to the baby boomers who prefer following the established rules without questioning the protocols. Lastly, a major difference between the millennials and other generations such as the baby boomers is the preferred structure of the organization. The millennials prefer a flat workplace. A flat work environment is one that does not have much interest in hierarchy. In addition, the millennials are not particularly impressed by positions and titles that are present in the typical pyramid structure of the organization. The main social reasons behind these differences include transparency exhibited by their parents in communication. When growing up, the millennials were used to having parents who would listen to them before making certain family related decision. This brought the issue of preferring a flat organization. Strengths and weaknesses of millennials There are specific weaknesses and strengths that are specific to the millennials. First, the key strengths include being tech-savvy (Giang). Since the millennials were brought up during the implosion of technology, they are more versed to use technology in almost all aspects of their lives from smartphones to high computer literacy. This is a benefit for the organization since organizations depend heavily on technology. They even use social media to add advantage to the marketing strategies of the organization. Due to extensive knowledge of computer technology, the millennials gained the strength of being good multi-taskers and have a lot of confidence when using technology as compared to other generations. Second, the millennials establish very strong teams in the organizations. While other generations prefer individualistic decision-making styles, the millennials prefer making a decision as a group. This improves the possibility that the decision will favour the development of the organization since it has been discussed by a group. Third, the millennials establish very strong relationships in the organization. Since they like functioning within groups, this leads to the establishment of very strong relationships as they attempt to improve contribution and coordination for better performance in the organization. This ensures that the millennials are both highly innovative and resourceful in the organization (Agan). On the other hand, there are several weaknesses exhibited by this group. The millennials may be viewed as having poor commitment because of the increased urge to have a flexible workplace. These individuals are very impatient especially when considering the idea that they require timely and constant feedback concerning their work. This is also because they require immediate attention from the supervisors while the other generations are patient (Schawbel). Moreover, it may be hard for an organization to motivate the millennials since they do not view money as a motivation to do something. This becomes hard because most organizations use money in the quest to motivate their employees. After having been accustomed to technological modes of communication, the millennials can be very poor in face-to-face communication which is essential when addressing most clients to the organization. This implies that physical communication may be a weakness for a significant portion of them. On the other hand, the millennials may be inexperienced in organizational matters. This is true when compared to the older generations who have spent much time working as compared to the younger ones. Criticisms on the millennials The millennial generation has been criticised by the society and the older generations. One of the key reasons behind the criticisms is being self-centred and self-absorbed (Raphelson). In fact, some researchers have given them the name ‘me me me generation’. Others have criticized them stating that they are lazy and not ready for career opportunities in the workplace (Linn). From the perspective of the overall society, the millennials take everything for granted and are never serious even in personal issues. Most of these criticisms stand ground, as a significant portion of the millennials does not take most issues seriously. This is also because the parenting that the millennials received was by far very different from other generations. The millennials were brought up by parents who were very devoted to them and that who gave them more attention. The older generations maintains that the millennials were brought up by parents who did not want any form of disappointment to befall them. In spite of these criticisms, it is undeniable that the millennials form one of the highly productive workgroups for modern organizations mostly because they have characteristics that are absent in other generations (|LaMagna). Motivating the millennials Being aware of the nature of the millennials, an organization must develop strategic ways of motivating them since the motivational strategies that work for the older generations mostly do not apply to the millennials. To ensure that the millennials are motivated and that they remain loyal to the organization, the following strategies must be used: Make sure that they are aware of the vision of the organization as well as the organizational values. This provides adequate meaning to the employees since the millennials want to take pride both in their work as well as the company that they work with. In addition, providing information on how the organization undertakes its corporate social responsibility can keep these individuals engaged and motivated. Expectations should be clarified. The millennials like a communicative organization. When they are aware of the expectations that the organization has on them, they work as anticipated. This requires the manager to explain the underlying issues on the outlined expectations. They should be given the tools that they need so as to contribute effectively. In spite of the fact that they may be talented and highly innovative, they require the most updated tools to use in completing their tasks. This may also incorporate adequate training on how to operate some equipment especially the complex ones. Show the millennials that their work has high value. This is because they need information on how their effort contributes towards the long-term goal of the organization (Rainer and Jess 104-106). They may be highly motivated when they are aware of the critical role that they play and when they understand how important their contribution is. Provide regular feedback. This is one of the most critical aspects as it relates to the millennials. This group needs to know how they are progressing (Klass and Lindernberger). This may motivate them since they look forward to accomplishing the next goal after having realized one. Flexibility is essential in retention of millennials. The organization should acknowledge that these individuals could work from anywhere through Internet connection. Sitting at an office desk for the whole day is not appealing to this group. In fact, these individuals can sacrifice pay increase for working outside the office. Organizations should allow this as long as the performance remains consistent. Provision of professional development is critical in their careers. The organization should understand that the millennials view development as a key priority. This is because they want constant improvement and a way to guarantee their career future. This motivates them more since they get the idea that the organization is taking care of their future. Other strategies include treating them like adults and be friendly. First two years at work As the head of the Human Resources in my organization, I will attempt to connect with employees of different organizations by usage of the most appropriate leadership styles such as the participative style so as to encourage participation and encourage the usage of technology for better communication between organizations. To ensure that I have a work life balance, I will set some time aside that I will spend with my family members and take a break from office work. The five most important things with respect to work include: 1) Relationships 2) Communication 3) Vision 4) Promotion 5) Planning Some of the challenges that I face when entering the workforce include differences in interests as I may have different interests as compared to those that I work with. As a result of this, the other challenge that comes up is that of conflicts due to inherent differences. The other challenge is meeting different people especially those that have socialization issues making it difficult to build good relationships in the organization. The opportunities include a chance to develop my career through not only gaining experience but also training. I also get an opportunity to prove that my ideas can be used to advance an organization. Most of these challenges are different from those faced by the older generations in that the younger ones are the ones with socializing issues and with conflicting interests. Works Cited Agan, Tom. Embracing the Millennials’ Mind-set at Work. 9 Nov. 2013. Web. 30 Oct. 2014. http://www.nytimes.com/2013/11/10/jobs/embracing-the-millennials-mind-set-at-work.html Dittmann, Melissa. “Generational Differences at Work.” Monitor Staff 36.5 (2005): 54. Print. Giang, Vivian. Here are the Strengths and Weaknesses of Millennials, Gen X, and Boomers. 9 Sep. 2013. Web. 30 Oct. 2014. http://www.businessinsider.com/how-millennials-gen-x-and-boomers-shape-the-workplace-2013-9 Hammill, Greg. Mixing and Managing Four Generations of Employees. 2005. Web. 30 Oct. 2014. http://www.fdu.edu/newspubs/magazine/05ws/generations.htm Klass, Terri and Lindernberger, Judy. Characteristics of Millennials in the Workplace. 2014. Web. 30 Oct. 2014. http://www.businessknowhow.com/manage/millenials.htm LaMagna, Maria. A Millennial says: Stop trashing us! 26 Oct. 2012. Web. 30 Oct. 2014. http://edition.cnn.com/2012/10/26/living/millennials-lazy-coddled/ Linn, Allison. Millennials: Lazy, Entitled – or Maybe Just Young. 15 May. 2014. Web. 30 Oct. 2014. http://www.today.com/money/millennials-lazy-entitled-or-maybe-just-young-2D79664367 Rainer, Thom S, and Jess W. Rainer. The Millennials: Connecting to Americas Largest Generation. Nashville, Tenn: B&H Pub. Group, 2011. Print. Raphelson, Samantha. Getting some ‘Me’ Time: Why Millennials are so Individualistic.14 Oct. 2014. Web. 30 Oct. 2014. http://www.npr.org/2014/10/14/352979540/getting-some-me-time-why-millennials-are-so-individualistic Schawbel, Dan. Millennials vs. Baby Boomers: Who would you Rather Hire? 29 Mar. 2012. Web. 30 Oct. 2014. http://business.time.com/2012/03/29/millennials-vs-baby-boomers-who-would-you-rather-hire/ Steele, Margaret J. and Gordon, Virginia N. Generational Issues in the Workplace. Web. 30 Oct. 2014. http://www.nacada.ksu.edu/Resources/Clearinghouse/View-Articles/Generational-issues-in-the-workplace.aspx Read More