Method to Motivate Multigeneration Workforce

The multigenerational workforce in the United States presents a critical challenge for managers because each generation requires different expectations. Over the last few decades, the U.S. workforce has become so unique and diverse involving the mix of generation, gender, and ethnicity for the first time in the history of United States, workplace demographic spans four generations. The 2008 and 2009 U.S. economic crisis makes many older workers delaying retirement leading to a rich mixture of generation across different sectors. Consequently, this shift affects the workplace culture since values, attitudes as well as workplace style differ across a different generation. Moreover, each generation brings their work behaviors, values, motivation and relationship styles to the workplace assisting in enhancing the organizational development. Despite the benefits associated with the multi-generation work environment, a present of diverse generation can bring a challenge to managers with respect to communication, respect and work styles. Organizations can still derive positive productive benefits from the generational cohort provided that they design work environment for the benefit of all generations. An effective management of each generation is critical to ensure that all employees obtain benefits from the work environment. In this sense, an understanding of the characteristics and features of each generational cohort will assist managers to meet the needs of all employees.

The present employment landscape in the United States is presenting workplace challenges for managers based on the presence of multigenerational work environment. A few decades ago, the structure and generation of workers were different organizations was separated by rank and status. Generally, executives and directors are older employees while the middle managers are middle-aged. However, the front line employees were the youngest member of the organization. The issue is different in the present work environment where the workforce has become unique because all the four distinct and different generation work together, and side by side where each generation brings a diverse approach to the company. The convergence of the generational cohort includes the baby boomers who have postponed their retirement because of the current economic condition. Many traditionalists still remain in the workforce because of the intention and necessity to make the ends meet. According to Schullery (2013), the present workplace consists of Baby Boomers, Generation X, and Generation Y and Generation Z. The Baby Boomers are born between 1946 and 1964, Generation X are born between 1965 and 1979, and Generation Y born between 1980 and 1999 while the Generation Z are born from 1996. (Schullery, 2013). Thus, the present workforce consists of employees aged between 19 and 70. The unique challenges are that the percentage of workforce aged below 25 is dropping by 13.2% while the number of workforce above 55 years of age rise by 7.6%. The general business problem that each generation has a unique communication style which is challenging for managers to motivate a different generation of employees. Moreover, unique requirements of this diverse generation in the workplace environment is presenting challenges for the business managers and human resources professionals. A more specific problem are that some managers lack the business strategy to motivate each generational cohort. While it is generally agreed that each generational cohort has different characteristics unique to other generation, there is still a shortage of academic literature providing the strategy to motivate each generational cohort.

What strategies do managers use to motivate each generational cohort?

Bursch, & Kelly, (2014) advise business leaders to focus on the common ground and similarities of a different generation. The authors argue that Baby Boomers are loyal, achievement oriented, and diligent. On the other hand, Generation X are distrustful of authority, individualistic, and lacking loyalty. However, Millennials value leisure than work, and want meaningful work. Some of the differences of this generation are attributed to their life stage. Thus, a unique strategy to manage the generational cohort is to conduct training for the workforce educating them with reference to the intergeneration issues making them understanding to respect one another and productive. Educating employees about the generation difference assists in reducing the age discrimination and alleviating the problem of brain drain because some new generation leaves the work environment because they believe they cannot cope working with the older generation. Additionally, talent managers are required developing a strategy to motivate employee of different generation by improving the employee morale and engagement.

Tomi Slav, & Nina Poloski, (2014) argue that a major strategy to manage multi-generation workforce is to integrate the generation differences in the work design. The authors point out that managers should look for a common job characteristic of this generation, developing work design and customizing jobs based on the generation values and preferences. It is critical to understand that the baby boomers are enriched with work experience and should occupy jobs that require autonomy tasks which will initiate the works of other employees. On the other hand, the Generation X should occupy the teamwork while the Generation Y should occupy work that involves less interaction with other workers. By taking into consideration of work preferences and personal values of different generation cohort, the employers will be able to increase the performances level of employees across a different generation.

Additionally, managers should offer insightful to encourage employee delivering more efforts within the workplace environment. For example, managers can motivate the Baby Boomers with job enlargement and provide them with more identifiable and independent work that will deliver a visible outcome. On another hand, the company should stimulate the younger generation by asking them to handle multi-task works. For example, the X generation can be motivated to handle tasks that involve a lot of interaction and communication both outside and inside the organization. However, the generation Y should be given the work that can influence the work of other people. Since each generation has a different stimulus to work, thus, managers are required to identified a fine grain work method for each generation that will cover the versatile organization work environment.

Head, (2014) argues that an identification of different characteristics of each generation will assist in designing the work environment that will help in motivating the workforce. The author identifies Baby Boomer as a hard working group. Generally, Baby Boomer search for opportunities that will assist them in injecting creativity in their careers. Moreover, Baby Boomers are ready to face the tough problem; are not afraid of challenging works, and ready to take risks. Typically, Baby Boomers are familiar with the hierarchies and can reach a leadership position through experience. On the other hand, Generation X values self-reliance and hard work. This cohort lacks commitment to a specific job or organization and having the ability to develop skills, and knowledge. Members of this generation adore changing jobs, and can change jobs more than seven times during their professional lives. Essentially, Generation X and Generation Y share the same characteristics. However, Generation Y enjoys recognition, and praises, and they put less trust in the organization, and believe in pursuing a career that will assist them developing themselves. This cohort is not ready to sacrifice themselves for companies, and they value speed than quality. Typically, they are less concerned about the organizational development and are more interested in their prosperity.

Reference

Bennett, J., Pitt, M., & Price, S. (2012). Understanding the impact of generational issues in the workplace. Facilities, 30, 278-288.

Bursch, D. & Kelly, K. (2014). Managing the Multigenerational Workplace. UNC Kenan-Flagler Business School.

Head, B. (2014). Generationally-Tailored Leadership Practices Relationship to Engagement. A Confirmatory Study of Leadership Practices and Their Impact on Engagement as it Differs by Generational Cohort and Assumed Cohort Preferences. A Dissertation Submitted to the Chicago School of Professional Psychology.

Schullery, N. M. (2013). Workplace engagement and generational differences in values. Business Communication Quarterly, 76, 252-265.

Tomislav, H. & Nina Poloski, V. (2014). Work design for different generational cohorts: Determining common and idiosyncratic job characteristics, Journal of Organizational Change Management, 27 (4): 615 -- 641.