Multigenerational Workforce Research Articles

Definitions of Meaningful Work for Generation X and Millennial Cuspers

<i>Objective</i>: In today’s multigenerational workforce, organizational leaders continuously seek methods to retain valued employees. Employees who perceive their work-related values are in alignment with their employer is central to intentions to quit. In this study, generational differences in definitions of meaningful work among the Gen X and Millennials cusp cohorts and between genders were investigated. <i>Method</i>: A quantitative nonexperimental survey approach was applied using self-reported measures of the Comprehensive Meaningful Work Scale (CMWS). Two hundred eleven US-based employees in various professional, semi-professional, and non-professional occupations provided their perceptions of meaningful work. An ANOVA was used as the method of analysis. <i>Results</i>: The results indicated no significant differences in definitions of meaningful work between individuals of Gen X and Millennials on the cusp of their generation. Furthermore, there were no significant differences in definitions of meaningful work between gender of Gen X and Millennial cusp cohorts. The results revealed similarities in definitions of meaningful work among Gen X and Millennial Cuspers and between genders. <i>Conclusions</i>: Employees of all generations pursue meaningful work. Recommendations include the use of qualitative methodological approaches, longitudinal studies, and multiple data points to explore intergenerational differences to analyze how generations effect change in the workplace.

Mixed method research on lifelong learning: capturing its dynamics in a multi-generational workforce in the wake of COVID 19

The coronavirus outbreak has ignited significant disruptions across industries. An agile mindset to assimilate learning into life is mandatory to be able to perform in the redesigned workplace. The pandemic is disrupting the workforce of all the generations. The present mixed-method study seeks to examine the differences in lifelong learning attribute of the prominent generations in the Indian workforce through qualitative, in-depth interviews followed by a more generalisable, quantitative survey. The qualitative interview data of the Phase 1 was analysed using text mining and topic modelling. Based on the topics identified, the quantitative data related to lifelong learning and self-efficacy was gathered in the Phase 2 from the respondents of different generations by questionnaire. The lifelong learning trait differences and drivers of self-efficacy across generational cohorts were analysed by MANOVA followed by a regression analysis. The results suggest that there are major differences across generations.

Mixed method research on lifelong learning: capturing its dynamics in a multi-generational workforce in the wake of COVID 19

Mixed method research on lifelong learning: capturing its dynamics in a multi-generational workforce in the wake of COVID 19

Big Five Personality and Employee Adaptability: A Study on Multigenerational Workforce in Banking Industry

Resilient banking sector is crucial for the development of economy. Developing adaptive and agile employees to navigate changes in technology, job roles, and job location so forth are the contemporary challenges faced by banking sector. Increasing employee adaptability is a highly concerned subject due to the personality differences of different generational workforce. The impact of big five personality traits on employee adaptability is slackly addressed phenomenon. Thus, study was done with the intention of investigating how big five personality traits impact on employee adaptability among targeted multiple generations; generation X, Y and Z. A deductive, cross sectional investigation was carried out. Conceptual model was developed through critical review of literature comprised neuroticism, extraversion, openness, agreeableness and conscientiousness as independent variables and employee adaptability as dependent variable. Questionnaire comprising 34 questions were circulated among sample of 240 and responses were assessed using five-point Likert scale. Simple random sampling method was used to select sample which comprised bank executives in both government and private commercial banks in Sri Lanka. Generation wise multiple regression analysis and ANOVA multi group comparisons were used as major data analysis techniques. Results concluded that, the impact of big five personality traits on employee adaptability vary among generations. Study contributed existing body of knowledge by addressing area where gap exist in theory and context. Guidance for practitioners were offered exploring generation wise conceptual models while portraying practical and actionable recommendations crucial for management.

The Interplay of Seniority and Superiority Toward Perceived Employability of Older Workers Through a Cultural Lens

Background: Hong Kong will become a super-aged society comprising more than 21% of its citizens aged 65 or above by 2024. With longer life expectancy and better health conditions of the elderly, the mentality of embracing “hidden gems” - older workers was under the spotlight. Extended working life provided a golden chance for employers and/or human resources (HR) personnel to manage this demographic change. Sau Po Centre on Ageing was commissioned to initiate a study in 2017 to 2018 on how employers and/or HR personnel perceived employability of older workers in Hong Kong, and to consolidate good practices of elder-friendly employment. Methods: Aiming to garner opinions from a wide variety of employers and/or HR personnel, 33 in-depth interviews were conducted with participants from various industries and company sizes, including both large corporations and small and medium enterprises (SMEs). Among the participants, nearly half (n=15) possessed managerial position, other including employers (n=1), directors (n=6), officers (n=8) and others (n=3). Among these companies, 19 did not have any mandatory retirement age policies, while seven had their retirement age set as 60 years old, and another seven set their retirement age at aged 65. Results: Participants tended to link seniority, in terms of both chronological age and loyalty, with superiority, affecting their perceived employability of older workers. This study has multi-level implications on a multi-generational age-inclusive workforce management strategy on recruitment, retainment and retraining. Suggestions on good practices of an age-inclusive and age-diverse workforce were also made at individual, corporation and societal level.

Unpacking “OK, Boomer”: Using Lifespan Concepts to Ease Intergenerational Conflict

With the “OK, Boomer” media exchange in late 2019, intergenerational conflict is touted as existing at an all-time high. Although the age diversity of today’s workforce is unprecedented, spanning nearly five generations of workers, generational stereotyping and its influence on the identities and experiences of those individuals is not new. In this talk, we will advocate for the role that lifespan developmental psychology can play in preparing students to enter a sometimes contentious, misrepresented multigenerational workforce. We will demonstrate the value of helping students distinguish normative age-graded, normative history-graded, and non-normative influences to better understand individual similarities and differences in developmental experiences. We will discuss research on age identity and generational identity as distinct and self-enhancing life-span processes. Finally, we will highlight the developmental barriers that must be navigated in order to foster intergenerational cohesion.

Age as an Overlooked Element of Diversity: Approaches to Addressing Intergenerational Perspectives

Outside of gerontology, age is an often underappreciated element of diversity. At a time when all generations must work together to provide inclusive, multi-faceted solutions to today’s societal problems, ageist and generational stereotypes are often barriers to meaningful intergenerational exchanges. Age derogation and negative stereotypes have been used to splinter communities, perpetuate misinformation, and trivialize intergenerational conversations. As researchers, educators, and practitioners, we understand why age matters, but our students, community leaders, and employers may not. It is our disciplinary obligation to convince those who ignore, dismiss, or misrepresent age of the importance of this aspect of diversity for navigating any multigenerational setting. In this talk, we provide three approaches to addressing age-related beliefs in the classroom. We begin by exploring the impact of generational stereotypes within minority communities. For the LGBT community, negative stereotypes coupled with rapid social change have lead to a growing generational gap. We then shift perspectives to examine the role that lifespan developmental psychology can play in preparing students to enter a diverse multigenerational workforce. Here, we discuss research on age identity and generational identity as distinct and self-enhancing life-span processes, and highlight the developmental barriers that must be navigated in order to foster intergenerational cohesion. Finally, we discuss the findings from Generation to Generation, an intergenerational discussion course for older and younger adults, designed to promote productive intergenerational contact. The results provide evidence that intergenerational discussion may facilitate improved connections between generations.

Age Matters: The Impact of Ageism on Health, Cognitive Impairment, Work Lives, and Anti-Ageist Interventions

Age is a social constructions. The treatment of people on the basis of their age, imposes serious psycho-emotional, social and economic costs on society and older people. The experiences of ageism may be exacerbated when other forms of acute and chronic forms of oppression are experienced due to racism, sexism, etc. The first paper looks at the impact of ageism on older people’s health. Their systematic review of studies showed that ageism detrimentally and consistently impacted older individuals in 11 health domains, with the prevalence of significant findings increasing over time. Informed by NIA’s Health Disparities Framework, the second paper examines the relationships between discrimination and protective factors on cognitive functioning. Their analyses of the Health and Retirement Survey data reveal, among other things, that everyday experiences of ageism significantly worsen older adults cognitive functioning. Using survey data of adults throughout the life-span, our third presenter examines how multiple identities (such as age and gender) influence employees’ perspectives on workplace fairness in hypothetical situations. The findings are informative to human resource departments in ensuring workplace fairness within the context of a multigenerational workforce. The final paper examines two efforts to disrupt ageism, specifically interventions that target students in an intergenerational program and staff members of senior living communities. Results from these evaluations point to an increase in positive attitudes among students and a reduction in ageist behaviors among staff members. All presenters will discuss policy, practice and research implications of their studies.

Perceived Leadership Behaviors among Multigenerational Managers

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon &amp; Walker, 2012) and less interaction with their managers (Schultz &amp; Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller &amp; Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson &amp; Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

Employee Engagement and Organizational Performance among Multigenerational Workforce in a Private Non-Sectarian School

This study determined the relationship of employee engagement and organizational performance among multigenerational workforce in a private non-sectarian school. The findings of the study served as the basis in the formulation of human resource development plan. The descriptive survey and correlational research design was used employing quantitative method. The data were gathered through the survey questionnaire and administered to the one hundred fifty (150) respondents composed of employees from teaching and non-teaching personnel. The data gathered were analyzed through frequency, percentage, weighted mean and pearson correlation. The findings of the study revealed that Baby Boomers, Generation X, and Generation Y “agreed” that their employee engagement has positive correlation to organizational performance. Therefore, the null hypothesis (Ho1) which states that there is no significant relationship between employee engagement when grouped by generations and organizational performance is rejected. On the overall results, the study recommends that human resource development plan which is formulated based on the findings of the study should be adopted by a private non-sectarian school in General Santos City.

Are Millennials Communication Deficient? Solving a Generational Puzzle in an Indian Context

Background: Although effective communication has been the most important attribute of success in the workplace, poor communication has hindered employees from performing well. This outcome worsens when communication occurs between cross-generational groups in an organization. Literature review: Prior research suggests that Millennials, who make up a large cohort of the population in workplaces, are technologically savvy, multitasking, and result-oriented but considered to be deficient in their communication skills. There exists a divergence between Millennials and previous generations in terms of their attitude, behavior, and value system. Research questions: 1. Is there a significant difference in the communication styles of Millennials and their predecessors in India? 2. Are Millennials communication deficient? 3. Do their Gen X predecessors lack the skills to recognize different generational preferences in order to effectively lead a multigenerational workforce? Research methodology: For this investigation, a 36-item questionnaire measured 12 interpersonal styles through three items each on a Likert-type scale. Results: The results presented in this study are not limited to generational stereotyping but rather claim to be accurate and context-sensitive. Millennials defied general stereotypes in several ways. The findings confirmed that although Millennials are different, they are not necessarily communication deficient. Conclusion: To flourish, Millennials and their predecessor and successor generations should strive to adapt to each other by avoiding stereotypes.

Intellectual structure of multigenerational workforce and contextualizing work values across generations: a multistage analysis

PurposeThis study attempts to understand the research clusters and thematic evolution of the topic generational diversity at workplace, over the period of 2001–2009 and 2010–2018. Furthermore, it attempts to identify the key shifts (and convergence) that have taken place in the value system across generational cohorts.Design/methodology/approachIn this context, the first stage of the study involved an in-depth systematic analysis of extant literature on multigenerational workforce between 2001–2009 and 2010–2018 by applying bibliometric analysis. Following an explanatory mix-method approach, the second stage of the study comprised of 32 interviews conducted across generations, exploring the role of ethics at the workplace.FindingsIt was revealed that during the period 2001–2009, communication and identification of generational characteristics emerged as the major themes. The 2010–2018 period unraveled four themes of research – retaining and engaging millennials through leadership, generational differences in work values, impact of generational differences on organizational-level variables and generational diversity in education and nursing. The outcome from the second stage showed that work values differ across generations with an emphasis on intrinsic work values, and work values have rather deteriorated, with baby boomers possessing stronger work ethics in comparison to the millennials. Finally, an integrated model for multigenerational workforce has been proposed.Research limitations/implicationsThis paper provides significant inputs to the expanding research in the area of work values, as it delves into the principal mechanisms leading to differences in work values among generations.Originality/valueBibliometric analysis, which is a quantitative approach to understanding the intellectual structure of a research topic, has been applied to generational diversity at the workplace. This constitutes a novel attempt that can be bracketed as a pertinent contribution to the field.

The Effect of Multi-Generational Workforce on Work Productivity in Mitsubishi Motors Philippines Corporation

The Effect of Multi-Generational Workforce on Work Productivity in Mitsubishi Motors Philippines Corporation

Difference of Work Related Behaviors between Generation X and Generation Y: A Study of Professionals of a Development Bank in Sri Lanka

Managing a multi-generation workforce today is becoming endlessly challenging, basically due to their different work related behaviors. In the recent literature, it is reported that further investigations are required for three work related behaviors of generations; work engagement, career development and teamwork, in banks, especially in developing countries. As a leading development bank in Sri Lanka, XYZ is unique in its multi-generation workforce consist of 2347 permanent employees as at 31st July 2019 across the county. In the context, a gap is identified for such a study among two major generations; Gen X and Gen Y. Hence, bridging the gap in the context, and adding further evidence to the extant literature, this study was carried out as a cross-sectional, quantitative, field study among a sample of 350 Gen X and Gen Y professionals, randomly selected from XYZ Bank. Primary data were collected based on a standard measurement scale, through an offline questionnaire survey. Descriptive statistics and the Independent Sample t-test were used to analyze data and coming to conclusions with the aid of SPSS software. There is no significant difference found among Gen X and Gen Y professionals at XYZ Bank in terms of those three work related behaviors; work engagement, career development and teamwork. Further, the importance of a strong corporate culture is emphasized in which generational differences are neutralized up to a significant extent. Hence, it is recommended that the XYZ Bank does customize its people management policies and practices based on the needs and the dynamics of its corporate culture.

The Chair's Role in Leveraging Multigenerational Workforce Strategies in Times of Crisis

The Chair's Role in Leveraging Multigenerational Workforce Strategies in Times of Crisis

Life-Span Lessons: The Importance of Age-Related Knowledge for Aging Into Any Career.

Demand to meet the needs of a rapidly aging population is high. Students outside of gerontology programs, however, remain resistant to enrolling in aging coursework, which are often electives within or outside their degree programs. A life-span development course, however, is likely to be a requirement in many disciplines. In a multigenerational workforce spanning five generations and with intergenerational conflict making media headlines, students must understand how to navigate age-diverse climates. We advocate that a course in life-span development can serve as both a recruitment tool for driving interest in aging-related careers and an access point for preparing students to enter a sometimes contentious, multigenerational workforce. We illustrate how knowledge of developmental influences across the lifespan may lead to a better understanding of individual similarities and differences in developmental experiences, fostering intergenerational cohesion throughout one's career.

Fortifying Our Teams to Best Serve Our Patients: A Report of the 2019 Summer Intersociety Meeting.

Continuing the thematic focus on fostering wellness and professional fulfillment in our workplace, the 2019 Radiology Intersociety Committee Conference focused on understanding and leading multigenerational workforces and developing high-functioning teams. To lead a multigenerational workforce and to understand and embrace traditional versus emerging cultures in our workplace, effective leaders should foster diversity of their teams. Sustaining such teams requires an understanding of different styles and preferences for bidirectional communication and clarity of information sharing and learning; active efforts may be needed to focus on practical approaches to succession planning, breaking down traditional hierarchies, clarifying role delineation, and managing authority gradients. An effective team requires attention to the well-being of team members and professional behavior in and out of the workplace. Conference participants unanimously endorsed multi-organizational support statements and activities assuring professional behavior of their members, along with the desire to explore codes of conduct and ethics.

Employee Experience Management

Experimental organizations must rebuild their people management practices in accommodating multi-generational workforces. The idea of keeping employee experience as a central theme in strategy making has a positive impact on business performance in many ways. The main purpose of this article is to explore the concept of employee experience in the current HR context and identify its drivers and key outcomes. The study considered the four-phase research process: the physical space; the human experience; and the digital realm are the three important dimensions of employee experience. Top management in association with the new HR approach to set the tone and stage for a positive employee experience, not only increases employee satisfaction and productivity, but also engages the multi-generational workforce, competitive advantage, and sustainable growth. The scope for the further study could include the quantitative testing of the developed design, in addition to looking more in depth of the antecedents and consequences of a positive employee experience.

The art of flexibility: bridging five generations in the workforce

Purpose Being successful in a rapidly changing world of work depends upon having very clear insights into the nature of the workforce from top leadership to lowest employee levels. Understanding generational similarities and differences provides a good starting point, as it provides the basis for examining the diversity of generational perspectives and needs and insight and instruction to open the thinking about the diverse population of employees. The purpose of this paper is to explore ways to bridge the five generations that work in today’s workforce. Design/methodology/approach Human resources has an especially important role to play in employee policy development and implementation, employee relations, performance evaluation, career progression and a wide range of other equally important and complex situations. Findings While it is important to understand these broad generations, it is critical to engage with the individuals within your organization to better understand their perspectives, what matters most to them and where they see the greatest challenges and opportunities to bridge across generations. This paper explores approaches to take in bridging these generations. Originality/value This paper will offer readers valuable insight into managing a multi-generational workforce.

Measuring work engagement in a multigenerational nursing workforce.

To examine the level of work engagement among Veteran-aged, Baby Boomer, Generation X, (Gen X) and Millennial registered nurses. Workforce engagement plays a critical role in health care organisations. Organisations with a highly engaged nursing workforce outperform those organisations that have disengaged or non-engaged employees. Quantitative non-experimental causal comparative study measured multigenerational nurses' level of work engagement. Veteran-aged nurses were the most engaged, followed by Baby Boomer, Gen X and Millennial. The sample scored highest on dedication and lowest on vigour. Veterans and Baby Boomer nurses were statistically different than Gen X and Millennial nurses in their level of engagement. There were no statistical differences between Veteran and Baby Boomers and between Gen X and Millennials in their level of engagement. Gen X and Millennial RNs scored lowest on level of engagement and are statistically similar in their level of disengagement. Nurse managers must prioritize engagement strategies as a core function of their leadership role. It is essential that leaders cultivate an employee engagement culture across a multigenerational workforce. Nurse leaders should take full advantage of the experience of the retiring generations to mentor and transfer critical knowledge to the Gen X and Millennial nurses.