Multigenerational Workplace

The essay gives a detailed examination of how to handle multigenerational workplaces. The authors begin by educating the audience about the various generations that exist, including post-war, generation X, generation Y, baby boomers, and generation Z. According to the paper, the postwar generation considers jobs to be a luxury. Baby boomers are claimed to be a generation inspired by rank, power, and reputation, which contributes to good work ethics. Generation X, on the other hand, is result-oriented and values flexibility at their place of work. Generation Z is one which values its impact in the world more than its work. In addition, it is also a generation that is much into technology and to have and maintain them; one must improve the level of technology that suits them.

The article also explores some of the advantages of managing a multigenerational workplace. Some of the advantages covered are that it helps improve corporate culture; it also improves competitiveness, boosts employee engagement and morale as well as improving employee retention at the place of work.

The article, therefore, provides a good insight on how to manage a multigenerational workplace something that is very important in the current corporate sector. The article is, therefore, important to my research as it will contribute a lot of information on the ways and benefits of managing a multigenerational workplace.

Kunreuther, Frances. “Are You Prepared for the Multigenerational Workplace?.” Nonprofit World 28.6 (2010).

The author addresses the preparedness of various entities in dealing and handling the multigenerational workforce. His approach leans much towards the non-profit world which currently is experiencing a lot of hardship in dealing with the current generation compared to the previous generation. According to the author, the current generation is moving towards the profit- making the world as that is what define most of the employees who fall into that generation. Most of them are driven by wealth and higher income and that makes them not comfortable in the non-profit world.

The article also highlights some of the key ways one can employ to get the best out of all the generations. The first way is ensuring that key leadership positions are balanced across the generations. This is aimed at ensuring that employees from the different generations feel appreciated and represented in the leadership team. Another way is through acknowledging the existing differences between the generations. This is important as it is very clear that a big difference exists between the generations. This starts from the way of thinking, experience, and even interaction. Acknowledging these differences makes it easier for employees from the different generation to feel much comfortable and appreciated.

This article is a very important one as it provides the readers with how they can handle and manage a multigenerational workplace without any conflicts or shortcomings. It will, therefore, be a very important article to my research.

Rajani, Namita. ”Engaging Generations at Workplace.” Society for Human Resource Management, India 1.1 (2012): 1-8.

This article provides good strategies on how to handle and engages generations at a workplace. It first acknowledges the fact that currently many organizations and companies are experiencing difficult moments in trying to engage the different generations they have as employees. Namita, therefore, insists that there is a great need to find ways in which the organizations can well engage the generations for maximum output.

One of the drivers identified by Namita through the article is creating an all-inclusive and work environment and culture. This involves the way the leaders interact with the employees and how they address or communicate with them. This should be structured in a way that all the generations at the workplace will feel comfortable and appreciated.

This is an article that is as well important in the development of my research. The drivers covered by the article are very important and including them in my research will provide a good ground for people to learn and adopt them for a better workplace environment.

Salopek, J. ”Leadership for a new age.” T+ D 60.6 (2006): 22-23.

Salopek in her article gives a wide range of advice to employers and leaders of various organizations on how to lead the multigenerational workforce. She reiterates the fact that this new era provides a very difficult and challenging situation, especially in leadership. This is due to the presence of several generations of workers at any given workplace.

According to her, there are various ways one can adopt to manage any crisis arising from such challenges. The first thing the article talks about is the need to accept the generational differences at the workplace. This is essential as the leaders can be able to handle each generation exclusively. Organizing for training and other educational programs is also essential especially when it comes to keeping and winning the loyalty of the younger generation. As she highlights, keeping the younger generation in one job is just like a life sentence. However, if such educational and training programs are conducted frequently, the younger generation feels motivated and encouraged to work.

This article also provides a good insight on how to manage a multigenerational workplace. It focuses majorly on the specific ways employers can adopt to maintain a good and conducive working environment at a multigenerational workplace.

Shen, Ce, Marcie Pitt-Catsouphes, and Michael A. Smyer. ”Today’s multi-generational workforce: A proposition of value.” Workplace Flexibility Issue Brief 10 (2007): 1-11.

The article also explores the issue of the multigenerational workplace. The authors’ look at it in the line general productivity and flexibility each generation can bring about at a workplace. According to the article, the older generation is more likely to become committed to work as compare to the younger generation who are said to be impatient and are fond of moving from one employer to the other. The reason for this as seen earlier is the fact that the younger generation is much concerned with the income or wealth and not works.

The article has also looked at the rate of job satisfaction with regard to the different generations. The older generation has been associated with a higher job satisfaction as compared to the younger generation. This might be associated with the fact that the older generation is much committed to work than the younger generation. The desire for responsibility has also been discussed by the article and a comparison made between the different generations. For example, the younger generation has been associated much with a desire for responsibility as ranks matter most to them compared to the older generation.

The article is a vital one in my research as the aspects covered with regard to productivity between the different generations is very important for any workplace.

Works Cited

Bursh, D., and Kip Kelly. ”Managing the Multigenerational Workplace.” University of North Carolina Executive Department (2014).

Kunreuther, Frances. ”Are You Prepared for the Multigenerational Workplace?.” Nonprofit World 28.6 (2010).

Rajani, Namita. ”Engaging Generations at Workplace.” Society for Human Resource Management, India 1.1 (2012): 1-8.

Salopek, J. ”Leadership for a new age.” T+ D 60.6 (2006): 22-23.

Shen, Ce, Marcie Pitt-Catsouphes, and Michael A. Smyer. “Today’s multi-generational workforce: A proposition of value.” Workplace Flexibility Issue Brief 10 (2007): 1-11.