Workplace that is multigenerational

The essay offers a very detailed overview of how to handle multigenerational workplaces. The authors begin by educating the audience about the various generations that exist, including the post-war generation X, generation Y, baby boomers, and generation Z. According to the report, the post-war generation is seen as people who see jobs as a luxury. Baby boomers are said to be a generation that is inspired by rank, power, and reputation, something that helps them have a good work ethic. Generation X, on the other hand, is result-oriented and value-added at its place of operation. 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.

Iden, Ronald Lee. Strategies for Managing a Multigenerational Workforce. Dissertation, Walden University, 2016.

From the article, it is very clear that business managers in most organizations are experiencing a lot of problems when it comes to a multigenerational workforce. The article, therefore, was dedicated to looking into the problem in depth and coming up with strategies that can be employed in order to address the problem. From the article, some of the strategies that were discovered to have much relevance in addressing the issue include creative engagement practices which involve understanding the employees and introducing practices are appealing and favorable to all the generations. This is very essential as it has been noted earlier; having practices that are favorable to all the generations is much important and fruitful to the organization.

The second important strategy highlighted by the article is the mentoring and training programs. These are programs that are aimed at providing the employees with information and ideas on how best to interact despite their generational gaps. If such trainings are conducted frequently by the organization, then the results can be massive.

This is a very important article as far as the multigenerational workforce is concerned. It is important to my research as my research will heavily rely on the strategies provided.

Klaffke, Martin. Managing the Multigenerational Workforce: Lessons German Companies Can Learn from Silicon Valley. University of California, Berkeley, 2015.

Klaffke in this article carries out an analysis on how German Companies can learn from the United States of America as far managing of the multigenerational workforce is concerned. He notes that in Germany the issue of a multigenerational workforce is becoming a concern due to the changing demographic structure. This, therefore, calls for the adoption of some of the methods or ideologies in order to deal and manage the existing problem.

The article suggests measures that are to be adopted by organizations in German as part of the lessons learned from the United States of America. Some of the lessons include having diversity training. These training should include all the generations within the organization to instill them with skills and ideas on how best they can interact without any conflict between them. Another measure proposed is the change in office structures to suit the needs of all the generations within the organizations. This is because of the fact that different generations have their specific needs when it comes to office structure. For example, the younger generation will feel comfortable in a place which is well reached with all forms of modern technology. Without this, the younger generation will feel out of place and uncomfortable.

This article provides a case study that will be very important as far my research is concerned. This is because; there is a need to understand how other countries are coping up with the issue and the comparison that can be drawn from between the country and our country.

Legas, Matthew, and Cynthia Howard Sims. “Leveraging Generational Diversity in Today’s Workplace.” Online Journal of Workforce Education and Development, vol.5, no. 3, 2012, p. 1.

The article highlights the fact that currently, many organizations and other workplaces are battling with multigenerational problems. This is because of the fact that many generations have come up and it is, therefore, hard to assume the contribution of each generation to the workplaces. The article first cites miscommunication between the generations as one of the major problems affecting many workplaces especially in the United States of America. According to the author, such miscommunication is what causes problems and breakdown of events at the workplaces. The employers are therefore advised to take up the challenge and seek the best way to strike a balance between the generations if the workplaces have to be productive in any way.

The article also highlights competition as another major problem associated with the multigenerational workforce. This is competition between the old and the young generation in proving who the superior is. According to the article, such kind of competition is what brings about the aspect of miscommunication at the workplace. The article, therefore, proposes measures such as diversity training among the different generations to ensure that they are taught on how best to interact and work without having any communication breakdown.

The article is essential as it provides an avenue on how to overcome the problem of miscommunication between the different generations. As a matter of fact, communication is an essential element to the success of any organization or entity and if not emphasized, then the success of the organization is compromised.

Rajani, Namita. “Engaging Generations at Workplace.” Society for Human Resource Management, vol. 1, no. 1, 2012, pp. 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.

Works Cited

Bursch, Dan, and Kip Kelly. Managing the Multigenerational Workplace. University of North Carolina Executive Department, 2014.

Iden, Ronald Lee. Strategies for Managing a Multigenerational Workforce. Dissertation, Walden University, 2016.

Klaffke, Martin. Managing the Multigenerational Workforce: Lessons German Companies Can Learn from Silicon Valley. University of California, Berkeley, 2015.

Legas, Matthew, and Cynthia Howard Sims. “Leveraging Generational Diversity in Today’s Workplace.” Online Journal of Workforce Education and Development, vol.5, no. 3, 2012, p. 1.

Rajani, Namita. “Engaging Generations at Workplace.” Society for Human Resource Management, vol. 1, no. 1, 2012, pp. 1-8.