MANAGING GENERATIONAL DIFFERENCES
Running head: MANAGING GENERATIONAL DIFFERENCES A Review of Literature Addressing the Management of Generational Differences in the Workplace Gregory M. Ellett San Diego State University A Review of Literature Addressing the Management of Generational Differences in the Workplace For years people have analyzed factors like age, life stage, gender, race, ethnicity, socioeconomic status, religion, educational background, thinking styles, Myers-Briggs profiles, and even signs of the zodiac to find ways to better understand one another. Yet, somehow we have failed to recognize the form of diversity that affects every human being on a daily basis -generational difference (Lancaster & Stillman, 2003). As we enter the new millennium in 2001 and face the entrance of another generation of workers into the changing world of work, managers are encouraged to deal with the generational differences that appear to exist among employees (Smola & Sutton, 2002). ... The ramifications of these generational collisions at work include everything from reduced profitability to the loss of valuable employees (Lancaster & Stillman, 2003). The sources of such collisions are as numerous as they complex, but most areas of research focus on the fundamental differences in the way each generation perceives and reacts to workplace situations. ... Kupperschmidt (2000) suggests that understanding these generational differences may be a tool managers can use to create increased employee productivity, innovation, and corporate citizenship. This paper will focus on the broad spectrum of research that investigates generational differences in the workplace. Generational categories will be defined, challenges amongst these categories of individuals will be outlined, and techniques for effectively managing cross-generational workgroups will be highlighted. Additionally, a model of the new cross generational manager will be offered as a solution to the challenges within a multi-generational workplace. Generational Categories A generation is defined as an identifiable group that shares birth years, age location, and significant life events at critical developmental stages (Kupperschmidt, 2000). Smola and Sutton (2002) suggest that a generational group, often referred to as a cohort, includes those who share historical or social life experiences, the effects of which are relatively stable over the course of their lives. ... According to Smola and Sutton, the two generational groups most prevalent in today’s workforce are called the Baby Boomers (Boomers) and Generation X (Gen X-ers). ... Because they are the most diverse generation in American history, they believe similarities, rather than differences, should be emphasized (OBannon, 2001). ... Challenges Generation gaps are created when managers fail to take into account individual differences and situational influences, personalities, disposition, skills, abilities, and work values vary substantially within any generation (Atkinson, 2003). ... With generations of professionals, three very different senses of what is appropriate at work, the possibilities for generational clashes is endless (Cooper, 2003). ... Understanding Generational Stereotypes Leadership guru Steve Covey asks employees and employers to “Seek to understand, then to be understood”, which conveys the notion of overcoming generational differences. ... Generational gaps were further exasperated by such things as Douglas Copland’s fictional book Generation X (St. ... Possibly only time and understanding will breakdown generational barriers (Lewis, 2003). ... Understanding Generational Communication Styles As the three generations begin to work side-by-side it is important to recognize how each generation approaches work related tasks, and then communicates the goals and results to the company. ... Generational Workplace Expectations As each generation approaches working age, each brings with them different expectations of what the workplace should provide both on an economic level as well as to their personal identity. ... Techniques for Effective Cross-Generational Management How a manager can balance older and younger workers’ competing needs can mean the difference between a productive work force and one slowed by division (Cooper, 2003). ... Lancaster and Stillman (2003) believe that the adoption of ‘ageless thinking’, a strategy focused on generation commonalities and an awareness of generational differences, will allow a company to really understand who each generation is and what makes them tick. ... With these two studies in mind, the importance of being able to adapt a communication strategy to address each generation individually and cross-generational teams for the full productivity of the company is evident. ... Through this evidence one can conclude that managers and co-workers must overcome generational stereotypes and instead adopt a generational perspective, by becoming more sensitive to understanding generational differences (Kupperschmidt, 2000). She continues by emphasizing that once a manager adopts this generational perspective, they can then leverage employee uniqueness as a source of learning, productivity, and innovation, and model a shared vision of positive co-worker relationships. Boomers must understand Generation Xer’s generational characteristics in order to work effectively with their younger colleagues (Kupperschmidt, 2000). Resolving Cross-Generational Conflicts Lancaster and Stillman (2003) have seen generational misunderstandings frequently happen on a personal level, which can be painful and humiliating. ... Because of this Kupperschmidt (2000) posits concise communication is essential because unarticulated assumptions and unconscious criticism are the foundation for most generational differences. She notes acknowledging these differences are the first step toward resolution. Kupperschmidt also declares that managers must create an environment in which employees can feel free to be generational informants, resources for one another, and create generationally savvy strategies. The adoption of such strategies is extremely important in the formation of cross-generational teams. ... The delegation of work in such a way that draws on each generation’s strengths, such as encouraging Xers to do the research and the Boomers to process information, is the key for the proper motivation of a cross-generational team to achieve optimal performance (Kennedy, 2000).