Management of Multi-generation Workforce: Generation X and Y in The Workplace

Introduction

Organizations worldwide are facing a significant new problem which has nothing to do with downsizing, global competition, pointy-haired bosses, greed or stress. Instead, it is the problem of different generations which are working together in the workplace. People from different generations or Age-group do have differing expectations, distinct work ethics, deep‐seated attitudes, opposing perspectives and diverse motivators which also reflects at workplace.

For the first time in modern history, four or five generations will be working together, where 20 years old new entrants can find themselves working with colleagues who are 50 years (or even more) with different values and work attitudes.

If leveraged properly these differences may result into cross pollination of ideas and increased creativity while failing the same may give counterproductive effects like conflicts, workplace stress, and decreased level of engagement followed by high attrition of talent. This gives rise to the need of analysing the distinction between generations X and Y, and multigenerational diversity in the work force and understanding its possible implications.

The purpose of this paper is to examine the distinction between generations X and Y in professional workplace and analyze the features of managing generational differences in the workplace.

Generations X and Y in the workforce

As the workforce turns out to be progressively various in age, the capacity to comprehend and coexist with the people of differing ages may affect the inward office condition. Managers should know how to associate with every age keeping in mind the end goal to give challenges that every individual merits, and workers should make commitments that help the organization in coming to and making new objectives. The age to which a man has a place, is one of numerous elements that can enable us to better comprehend the specific individual (or even an entire gathering of individuals having a place with an age). The quicker the world builds up, the more honed turn into the contrasts between ages. Working with people from various ages may appear like an overwhelming undertaking on the grounds that no single structure will keep each of the three ages fulfilled at work.

Gen Xers, born during 1961 to 1980, were technologically the first group who learned to use computer properly by themselves. When Gen Xers are offered a job, they will first consider about the flexibility and convenience of this job. Compared to Gen Xers, Millennials, also known as Gen Yers, who were born between 1981 and 1995, is so aware of the circumstance around them. Besides Millennials do not enjoy making promises to their employers or organizations, or even to their partners. As for work, Millennials prefer to keep their choices free. Millennials’ adaptability is also widely perceived as the opposite of Baby Boomers obsession with work, and Millennials’ characteristic of challenging authority is contrary to Baby Boomers’ trait of following organization pyramid. At the same time, Millennials like teamwork but Baby Boomers enjoy working independently. In a decade when information is available everywhere and social media is becoming more and more popular, Gen Zers, who were born after 1995, are also invading the job market slowly.

Moreover, instead of being loyal to boss, Gen Xers tend to make commitment to their profession, while Millennials are more willing to work with organizations rather than for organizations. As for Gen Zers, basically, they will not focus on only one career, which means they emphasize the seamless connection between multiple jobs and tasks. Thus it can be seen diverse generation groups with individual characteristics have different opinions and desires upon work. Although Gen Yers are able to carry a lot of tasks at one time, they do not care about workplace hierarchy but their own interests and lives, and they want to be in charge soon without much effort. Therefore, when managers and Millennials are at odds with each other in workplace, and Millennials reorganize that their needs have not been satisfied, they do not prioritize getting the job done immediately. Instead, they just put their work away and spend more time and energy on expressing their viewpoints and feelings, which might disrupt the department’s work order and functioning. Moreover, Millennials are not satisfied with their job position easily. They always want more rights, but at the same time they are more willing to enjoy life than to exchange their hard work for achievements, so this has also had a slight impact on the ageing of the corporate leadership structure.

A case study of a population of 23 employees of one homebuilding organization in Houston, Texas acknowledged the similarities and minor differences between boomers, Generation X, and millennials in the areas of dedication, generational work values, and teamwork. The life experiences and technical knowledge of boomers blended well with the more relaxed and open nature of Generation X & Y. Even of more crucial importance, respondents from all age groups expressed an appreciation for being valued uniquely along with a satisfaction for being able to more fully connect to their fellow coworkers without a need to judge based on age or experience.

Managing generational differences in the workplace

Albeit most associations spend time and assets to accomplish and empower assorted variety, numerous point of confinement their meaning of decent variety to sex and ethnicity. A company`s most noteworthy resource is its workers, so it is imperative that the supervisors see every age and how everybody can cooperate. What one may believe is adequate the other individual may not think so. This is the place the organizations need to know how to build up a comfortable environment for everybody to cooperate. Different styles of communication that generations have are due to technology, as it is used by each generation to communicate in very different ways. Though Baby Boomers are willing to use technology for productivity purposes, they prefer face-to-face or telephone contact. While Millennials and Generation Z are the digital natives as they grow up with computers and cell phones. Their knowledge regarding technology makes them a huge asset in the workplace. However, their reliance on technology may have come at the expense of developing real-life social skills.

A key aspect in maximising the productiveness and satisfaction of a diverse workforce is largely dependent on a manager’s ability to create an environment that effectively facilitates the “intergenerational flow of wisdom” and bridging of “generational borders”. The concept of bridging generational borders helps to establish a better communication between employees of differing generations, such as Generation X with Millennials. By developing a “Mutual mentorship relationship”, different generations are able to offer their own unique generational experiences/knowledge that transcends above the prototypical “job title experience” and thus creating beneficial results for each generation. Such benefits also provide direct solutions to any ECST issues, as the closing of generational borders and more advanced two-way communication can minimise team and cultural complications of the workplace. Additionally, Ian C. Woodward and his team of researchers have investigated the benefits, flaws and importance of facilitating the concept of an intergenerational flow of wisdom; “interactions amongst generations with different experiences and perspectives can foster creativity and innovation. On the other hand, generational differences can lead to negative organisational outcomes such as conflicts, misunderstanding, and miscommunication". Here, the two texts highlight the importance and implications of reciprocal learning and knowledge sharing, ultimately discussing the possible outcomes, a key component of the learning organisation management theory/approach.

Traditionally, the more experience a worker has means they can overcome challenges using skills learned during their career more effectively. However, formal training regarding technology must be provided to older workers and be able to experiment with new digital tools which are often used to meet the challenges of a modern organization.

Managers should never separate the generational cohorts but allow for opportunities to utilize each generation’s skill sets. This includes deliberately mixing generational groups and bring varied strengths to the table. The idea of reverse mentoring digital skills of the younger workers and the experience of the older workers go hand in hand. Effective managers can adopt this process in a workplace to increase each generation’s awareness of the world and close the gap of generational differences.

Additionally, as all generations have different personalities managers should understand this difference. As each generation have his unique way to lead/engage with the team. A study was performed throughout the United States and Canada Workers and find younger leaders are likely to use a more individual leadership style against the more cooperative form of leadership embraced by the older leaders. Millennials and generation X have shown more individualistic attitude compare to other generations which did bring advantages and disadvantages to the table. A new model for teamwork might be the key solution in removing toxic individualistic traits that effective managers can adopt to create a cooperative diverse environment.

Systems management theory offers an alternative approach to the planning and management of organizations. organisations, like the human body, are made up of multiple components which work in harmony. An organization's performance depends on teamwork, interdependence, and the interrelationships between different subsystems. That is where the position of manager comes in to make this theory effective in his origination.

Conclusion

Multi-generation workforce has impacted today’s market with various ways. Managing generational differences in the workplace are all about understanding different points of view, even if they differ from how they see things are going/done. By understanding the variety of mindsets behaviours of different generations, managers can make efforts go further by building a workforce with fewer fractures in it and building relationships between people of all ages in the workplace.