Understanding Generational Differences in the U.S. Workplace: Implications for Managing Generationally-Diverse Employees

详细信息   

• 作者：Hillman ; Donald R. ; Jr.
• 学历：Doctor
• 年：2013
• 关键词：Social sciences ; Education ; Diverse workforce ; Bab
• 导师：Wharff, Deborah M., Dent, Eric B.
• 毕业院校：University of Maryland
• Department：Doctor of Management Program
• 专业：Management;Business education
• ISBN：9781303544309
• CBH：3602436
• Country：USA
• 语种：English
• FileSize：2767683
• Pages：174

文摘

The popular press, media, and many researchers report increased conflict between the four generations currently in the workplace resulting in organizational and management problems (Arsenault, 2004). These four generations are delineated by birth-year-cohort membership and are described by most authors as: (a) Traditionalists, born between 1922-1946; (b) Baby Boomers, born between 1946-1964; (c) Generation X, born between 1964-1980; and (d) Generation Y, born between 1980-2000 (Reisenwitz & Iyer, 2009). A Systematic Literature Review of the scholarly research was conducted as part of a qualitative study to analyze whether the relationship of generational differences among employees is creating work-value conflict and whether that relationship affects the knowledge, skills, and abilities required of managers to create greater harmony among the distinct categories of generational cohorts. The overall conclusion of this study is that both age-related life-stage researchers and birth-year-cohort researchers provide significant scholarly evidence that can be used to determine the "why and how" of generational work-value differences' impact on employee productivity. Based upon convincing empirical evidence, this study finds that there is a significant relationship between generational cohorts and conflict created by generational work-value differences. A Generational Management Practices Model (GMPM) was developed that provides a scholarly basis for managers to make informed decisions about how they can shape workforce strategies and management practices for a generationally-diverse workplace. Further longitudinal and time-lag research is needed to improve the quality of comparisons of the generations.