Managing Gen Y Poses Significant Challenges for the Gen X Manager - Literature review Example

MANAGING GEN Y POSES SIGNIFICANT CHALLENGES FOR THE GEN X MANAGER Name Institution Professor Course Date The Argument Today’s workplace spans numerous generations where each generation hold its own style and attitude which lead to regular misunderstandings in the workplace. As a result, the generational trend trigger numerous intricate organizational challenges linked to workforce management. Managing diversity is an organisational imperative. However, most firms accept race, gender and ethnicity as the justifiable forms of workplace diversity. While traditional perspectives to diversity studies focus on these discernible disparities, modern organisational leaders acknowledge that firms are increasingly becoming diverse along observable dimensions of attitudes, preferences, behaviours, values and beliefs. Diverse generational groups bring these dimensions in workplace and HR practices and policies must recognise these generational disparities. Generational diversity in modern workplaces instigates leadership challenges. Generational X value greater freedom and autonomy and prefer to work independently. On the contrary, generation Y exhibits a superior inclination for seeking guidance, supervision and structure from their superiors. Generation Y value teamwork and collaboration and are less independent. Given the different preferences, values, beliefs, conducts, characteristics and of the two generations, it is true that managing generation Y poses significant challenges for a generation X manager. The Situation Surrounding the Aging Gen X Workforce and Its Managerial Interaction with Gen Y Generation X include individuals born between 1964 and 1979 while generation Y include persons born between 1980 and 1994 (Giesecke & McNeil 2010:162). Mhatre and Conger (2011: 73) assert that there are numerous preferences, characteristics and attitudes that create the foundation of distinction amid generations Y and X. For instance, people in generation X are seen to be less optimistic, less bound to conventional values systems, less idealistic and more cynical. Generation Y, on the other hand, tends to be more optimistic and self-confident and t hold a more positive outlook toward their future and life (Mhatre and Conger 2011: 73). Generation X is more risk averse compared to generation Y. Generation Y are more predisposed to take more chances and less predisposed to prevent dangerous propositions. Generation X demonstrates a tendency to prefer safer action paths compared to generation Y. With respect to technology, generation X is technologically adept, but uses technology to humanize and personalise everything (Kristin, Toulson &Legg 2011:478). Generation Y is more conversant with technology and uses it as collaborative tools which to connect with others. Generation Y is more technology dependent than generation Y (Mhatre and Conger 2011: 73). According to Aluvala (2011: 87), generation Y employees hold a higher normative devotion to firms and they feel they must remain in their firms. Normative devotion stresses on employee’s beliefs regarding obligations in tenure and career states. Generation Y is newer to the firm and the firm spends its resources and facilities generously in recruitment, motivation, orienting and training of the generation. Generation Y employees are cognizant of the efforts of the firm and reciprocate the same through demonstrating increased normative commitment to the firms. According to Ferri-Reed (2014: 16), while they were higher expectations when the well –educated millennial generation started filtering into the workforce for the past ten years, there was real concern by managers as to whether or not the novel generation of workers would prove to be liabilities or assets for firms. While generation Y had attained a given reputation for strong collaborative skills, extreme self-confidence and technological savvy which could make them a vibrant workforce portion, the generation employees have also attained a reputation for lack of initiative, poor work habits, low respect for authority and unrealistic expectations. However, generation Y is characterised as success driven, ambitious, community-minded, self-reliant, ethically diverse and global in their perspective (Debevec et al 2013: 20). Social forces which entail cultural aspects that direct and influence relationship among individuals affect the modern workplace. Daft (2008: 1) claims that these forces style social contract that involves the unwritten, general rules and perceptions regarding relationship between employees and management. A crucial social force in the modern workplace includes the shift in ideas, values and attitudes of generation X and generation Y workers. Generation Y hold greater impacts in workplace. This generation comprises of young workers and the most educated who are globally conscious. Generation Y employees are not hesitant to challenge and question their superiors. They fancy a work setting that is supportive and challenging with access to cutting-edge technology, prospect to learn and advance their personal goals and careers. Mathias and Jackson (2012: 113) confirms that generation Y anticipate to rewarded quickly , utilise more technology and often ask questions why firms and managers make some decisions. Generation Y employees are less devoted to long-term career opportunities and are less willing to adapt to a corporate attitude that stresses uniformity and conformity ( Griffin 2012: 21). Therefore, X generation managers face the challenge of creating a work atmosphere that is attractive to generation Y employees. As a result, X generation managers must handle this challenge through offering novel and diverse incentives to keep Y generation employees interested and motivated in their work. According to Joshi et al. (2010: 399), a distinguishing component of intergenerational interactions depends on the potential of transmitting knowledge, resources, skills and experiences. The successful transfer of these resources cannot be ignored and comes with challenges and bonding amid generations. Inter-generational interactions linked to a given generational identity can be positioned on a scale ranging from resistive to transitive. Resistive intergenerational interactions mirror unsuccessful transfer of skills, resources and knowledge from one generation to another (Joshi et al. 2010: 399). Management Theories Applicable Gen X Manager for Effective Management of a Gen Y Workforce Patalano (2008: 20) ascertains generation X and Y shares distinctive set of values, attitudes and beliefs due to the strong influence of historical conditions and influences that every individual experiences as they grow into adulthood. Generation Y employees are different from generation X employees. Motivation processes and behaviour modification of these generations are distinct and individualistic (Larry & Johnson 2011:37). Managers who hold experience with generation X and Baby Boomers may have to rejuvenate their motivation skills when it comes to motivating generation Y ( Amar 2009: 166). According to Giesecke & McNeil (2010: 162), shifts in the workforce demographics complicate reward structure; conventional rewards no longer inspire all employees. However, understanding and appreciating generational disparities help managers in offering meaningful nonmonetary and monetary rewards. Comprehending disparities amid the generations is crucial in developing successful multigenerational workplace. For each generation there are certain experiences that mould specific work style, beliefs, expectations and preferences (Gardner & Grace 2013). According to Ferri-Reed (2014: 18), leaders having challenges in managing generation Y employees must put aside assumptions, stereotypes and myths to be successful in engaging and motivating their young workforce. Managers must recognise that every generation Y employee is an individual with distinct perceptions, unique needs and singular ambitions (Larry & Johnson 2011:37). Developing a rapport with generation Y employees and involving them at work calls for a strategic approach. Managers should withhold assumptions, set aside stereotypes, provide sincere and direct feedback, and inspire open communication. Most generation X managers’ scratch their heads while attempting to find out the best manner to get generation Y employees full integrated and engaged in their work and firms. Generation Y employees are searching for something to satisfy their need to give back. They hold an explicit drive to support paths that are valuable to them and volunteer their time. In this regard, generation X managers should exploit Abraham Maslow’s theory which states that physiological needs are satisfied first, followed by safety and security, social, esteem and self-actualisation needs. According to Daft (2011: 476), generation Y employees are the most disengaged of all employees and sixty two percent of employees under 25 years are unhappy with their jobs. Managers must look after the well-being and needs of their employees to keep them engaged and productive. Although most generation Y employees have grown with physiological needs, they require attaining a higher set of needs such as self esteem and self-actualisation needs. Generation Y employees are motivated by salary, growth, personal life, responsibility, achievement and advancement to mention but a few (Baldonado 2008:13). With respect to McGregor’s theory X and Y, managers must use two different motivational strategies to inspire their employees. Theory X claims that employees do not really want to work but are pushed and closely monitored while Theory Y claims that people want to work and are willing to seek and accept responsibility if they are well rewarded ( Reece, Brandt and Howie 2010: 158). Generation Y employees contribute more and cooperate with others when they feel valued by their employers. According to (McDonald 2011: 803) generation X managers must understand that the Y generation work to live. This generation value work-life balance, crave autonomy and resent authority. The generation Y job satisfaction entails a function of growth and achievement prospects, work-life balance, trust, comfortable and fun work environment. This generation resent high control management. Managers should not manage the Y generation employees based fully on Max Weber’s bureaucracy theory that distinguishes the authority level within organisations and management by regulations and rules. However, X managers can employee this theory in division of labour and work specialisation where every employee works on the section or things he has skills and experience on (McDonald 2011: 803). Give that generation Y hold technological knowledge, want a balance between work and life besides collaboration and teamwork, X managers should employ Fredrick Taylor theory of management that states that employees are motivated through money. Taylor’s theory also stresses on simplifying and optimizing jobs, and cooperation between employers and their employees (Montana & Charnov 2008: 15). Given that generation Y employees question and challenge the decisions made by their managers, the managers should espouse Chester Barnard acceptance theory to manage the Y generation employees in order for them to be efficient and effective. With respect to Barnard’s theory, the authority of managers rests on employees’ acceptance of the right to provide orders and anticipate compliance (Barrett 2012: 21). Generation Y employees have to accept as true that their X managers can justifiably provide orders and there is a reasonable anticipation that the orders will be fulfilled. The managers should reward employees for conformity and discipline non-compliance. Chester’s theory stresses on the power link that exists amid managers and employees where he confirms that subordinates have to power to refuse or accept orders from their superiors. To increase generation Y engagement in workplace, generation X managers must provide acceptable quantity and quality of incentives to keep the employee’s participation to their workplace at high level (Barrett 2012: 21). Reference List Aluvala, Ravi (2014) Managing human resources in global era: Prospects & Challenges. UK: Zenon Academic Publishing. Amar, Amar (2002) Managing knowledge workers: Unleashing innovation and productivity. UK: Greenwood Publishing Group. Baldonado, Arthur (2008) 25 ways to motivate generation Y: A pocketbook guide. USA: iUniverse. Barrett, Ina (2012). Administration and management theory and techniques: A guide for practising managers. Bloomington: Author House Daft, Richard (2008) The new era of management. UK: Cengage Learning. Daft, Richard (2011) Management. UK: Cengage Learning. Debevec, Kathleen, Schewe, Charles, Madden, Thomas and Diamond, William (2013) Are today’s Millennials splintering into a new generational cohort? Maybe. 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