How to Improve Ethics Between Generations in the Workplace

THROUGH THE EYES OF GEN Z & MILLENNIALS:
ETHICS IN THE OFFICE
COMMUNICATION SKILLS ENGINEERS: 6010-1002
SPRING SEMESTER FINAL – ETHICS PROJECT
BY: EMILY JOHNSON
DATE: APRIL 24TH, 2022

HOW TO IMPROVE
ETHICAL
COMMUNICATION IN
THE WORKPLACE:
GENERATION Z EDITION
 The Background Research: Ethics in the Office
 What is Ethical Communication
 Framework of Ethics in Businesses
 Has Ethics Changed in the Office?
 Technology Gap Between Generations
 How to Improve?
 Work Ethic Between Millennials & Gen Z
 Generation Z in the Office
 Millennials at work
 What are the Challenges?
 Training Manual
 Problem statement
 Management Plan
 Recap
 References

THE BACKGROUND
RESEARCH:
ETHICS IN THE OFFICE
 What is Ethical Communication
 Has Ethics Changed in the Office?
 Technology Gap Between Generations
 How to Improve?

WHAT DOES IT MEAN TO HAVE ETHICAL
COMMUNICATION?
SOURCE MATERIAL (Duncan, 2019)
Go beyond the policy and understand that management
or older members of the team are responsible for how
new members act in the workplace
1. Lead by example
2. Make sure there is clear understanding before
meetings and discussions to prevent unethical
communication patterns
3. Always emphasize the ethical intent
4. Remember the engineering code of conduct
principles
5. Don’t try to use personal conversations or
screensavers on company property

ETHICS RECAP
7 E T H I C A L P R I N C I P L E S F O R
E N G I N E E R S :
o Principle 1: Prioritize safety and health
of the public
o Principle 2: Only work on projects of
competence
o Principle 3: Consequences
o Principle 4: Truth and honor system
o Principle 5: Maintenance of character in
competition
o Principle 6: Uphold the integrity as an
engineer
o Principle 7: Be fair to share knowledge
with new engineers

HAS ETHICS CHANGED IN THE OFFICE?
Source: Wittebrood, Joep. “Differences between Gen Z and
Millennials.” Blackbear Blog, 11 Aug. 2021,
https://blog.blackbear.global/differences-between-gen-z-and-millennials.
C O M P A R S I O N
B E T W E E N
G E N E R A T I O N S
Resource material: (Berkup, 2014)
Basic job values and beliefs have
changed since Baby Boomers were
around. The differences include but
not limited:
1. Working to live  living before
working
2. Work hard long hours  work
should be fun
3. Structured environment 
multitasking
4. Questions the system  deals
with the change of times

TECHNOLOGY GAP BETWEEN GENERATIONS
RESOURCE MATERIAL: (Berkup, 2014)
Baby Boomers (1945 - 1964)
 Working Style:
 Works until the task is complete
 Adaptable working style
 Communication Style:
 Informal, electronic communication
 Email
 Job Expectations:
 Need for a task
 Looking for a position that fits
 Technology:
 Only utilizes if needed to complete the task
 Uses internet for research
 Utilizes cell phones and laptop
Generation Z (1995 – 2010)
 Working Style:
 Shor-term or flexible working
 Changes work style
 Communication Style:
 Quick, advanced technology-based communication
 Email, instant-messaging, texting
 Job Expectations:
 Easy work environment
 Likes to make a difference
 Technology:
 Likes to work with up-to-date technology
 Thinks technology is useful for better results
 Creates new ways through the internet to make things
more efficient

H O W T O I M P R O V E ?
SOURCE MATERIAL (CUCINA, 2018)
 Managers should learn about the differences between the two
age demographics and how they clash in the workplace
 Understand the needs and expectations of both groups
 Create viable options for both groups
 Allow the employees to know the environment is created
based on the work done
 Understand competency differences and work respectively
 Offer more training sessions, management coaching, simple
computer classes
 Communicate with respect for the individual
 Managers should give more direction

 Generation Z in the Office
 Millennials at work
 What are the Challenges?
WORK ETHIC
BETWEEN
MILLENNIALS &
GEN Z

GENERATION Z EXPECTATIONS IN THE OFFICE
(1995 – 2010)
4 C O M M O N B E H A V I O R S I N
T H E O F F I C E (McKinsey, 2018)
o Generation Z engineers value individual expression –
refuse to accept labels or stereotypes
o They tend to seek out opportunities for various causes
o Solving problems should be done through
conversations that avoid unnecessary conflicts – less
confrontations, more conversations
o They take the time to solve problems in an honorable
and sensible way
G E N E R A T I O N Z
E X P E C T A T I O N S (McKinsey, 2018)
 Belief in the power of individual identity rather unethical actions
 In tune with advancement in technology and the drive to change
business direction to follow the new shift (social media interactions,
business tactics, marketing, etc.)
 Realistic points of view, interest in mobile communication,
networking with individuals of similar interest or business drive,
extroverted in social settings, prefers ethical and politically correct
actions with a passion of individualism (a standout personality)

GENERATION Z POINT OF VIEW
M Y P E R S O N A L E X P E R I E N C E S I N T H E
W O R K P L A C E A S A N E W E N G I N E E R
 Eager to start the job – always asking questions to make sure I fully understand the
material in the office
 Always asking for new opportunities that will push my skillsets and expose me to
new material
 Experience wit managers that talk inappropriately in the office with male majority
gender demographic
 Personally viewed Generation Z personal messages on company technology during
work hours that was not business appropriate
 The lack of drive and motivation in the workplace is observed by associates and
adapted into the energy for the team

“BABY BOOMERS” AT WORK
(1945-1964) (Dawson, 2022)
C H A R A C T E R I S T I C S S E E N A F T E R 5 0 Y E A R S O F W O R K
o Naturally survived with incomparable work ethic – they have seen it all!!
o Management must be clearly defined – new engineers as managers? WHAT?
o Work-life balance? Does that really exist?
o Not eager to relate to Generation Z – they did not live what they have lived through!
o Seniority is what is believed to earn the right to be a manager
o Naturally very loyal to the company they work for

W H A T A R E T H E C H A L L E N G E S
M E R G I N G A G E G R O U P S ?
 This generation gap lacks confidence with each other
 Baby Boomers believe in seniority than technological
competency to become a manager
 Generation Z will speak truthfully (even in disrespect of
authority) while Baby Boomers will always (naturally)
believe in respect for authority
 Because of the loyalty to a job Baby Boomers are less
likely to resign even if the experience does not match
job description

 Problem statement
 Management Plan
 Recap
TRAINING
MANUAL

PROBLEM
STATEMENT
Generation Z is welcomed
to the workforce as full-
time employees.
How should managers prepare for a
new generation of advanced
technology and skilled engineers, and
how should these new engineers
respond?

MANAGEMENT PLAN
G O A L
To help Managers understand
the difficulties of onboarding
engineers. Both parties are
considered and should be
treated the same with ethical
decision-making in mind.
G O A L
The following slides will show
an outline of considerations
for BOTH Generation Z and
Managers to implement into
the company to improve the
technology gap

HOW GENERATION Z AND BEYOND SHOULD ACT IN THE WORKPLACE
WHAT TO DO AS AN ONBOARDING ENGINEER

STEP 1:
ASSIGN MANDATORY AGREEMENTS
(Luegenbiehl, 2004)
What Are the Company
Goals and
Expectations?
 Understand each company is different based on “ideal autonomy” which clearly defines company ethics
and goals
 New engineers should understand the background of the company and take a basic training
course related to expectations of that department
 Understand the culture of the company and ask questions of what is considered ethical and
socially acceptable
 Take the classes required for the department to understand how the department operates
 Study the company structured model
 Remember the confidentiality agreements and waivers signed when accepting the job
 Ask questions to peers if confused

STEP 2:
SET UP CLASSES FOR ONBOARDING ENGINEERS
Classes for New
Engineers
Provide an ample amount of time to
complete in-person and online
training courses going over the basics
of the department, what different
roles are available, the departments
that will be helpful to gain contacts
during the training weeks, and
provide a mentor for questions and
resource seeking

STEP 3:
ONBOARDING CLASSES FOR NEW ENGINEERS
SOURCE MATERIAL (Conefrey, 2001)
Demographic
Discrimination
 Take classes on gender, age, and sexual identification
 Understand women are also a minority demographic in
engineering and to take that into account of opportunities
 Take classes on “gender-neutral” understanding of
engineering practices
 There should be no changes to engineering rules
because of gender
 Treat others fairly and respectfully for the health and
wellness of the company based on engineering Code of
Condut

STEP 4:
Harassment? Where
do you draw the line?
 Make it mandatory to take classes annually for all members of the company
explaining harassment
 Include scenarios with a short quiz
 Include classes about ethics in the workplace
 Allow there to be resources at the end of classes to be available if in need
for emergencies
 Open an anonymous report link for victims or observers of the behavior
 Classes on bullying, sexual, physical and emotional harassment with
employees
 Allow all associates from the start understand the people of reference to
report misconduct

STEP 5:
SOURCE MATERIAL FOR THIS SLIDE: (SPENCER, 2022)
Social Media Persona
R I S K S I F N O T
M A N A G E D
o Breach of confidentiality,
conflict of interest, misuse of
company resources
o Damage to the company
from a business perspective
o Difficulty for management
with associate ease to
internet
B a s i c C o m p a n y
E x p e c t a t i o n s
 View company expectations when traveling and using
company cell phones and laptops
 LinkedIn usage for networking
 Understand a public eye for social media can impact
the company and to limit time during the day to lunch
breaks
 Read the policy handbook for what is allowed and now
allowed
 Do not post company private information
 Do not cross reference beliefs of personal and company
on social media

STEP 6:
SOURCE MATERIAL (CORPORATE BRIBERY, 2022)
Accepting Bribes:
Business Ethics
o Practice your company Code of Conduct
o Avoid any Phishing techniques and take the classes to
understand what is at risk
o Take the company bribery class to understand that is not
tolerable
o Understand money is traceable and raises flags to the company
o Take annual compliance training courses to remain truthful to
the company and refrain from breaking the rules

STEP 7:
Ethical Decision-Making:
Lies and Stealing
F O L L O W T H E C O D E O F C O N D U C T S
o Engineers should be truthful in decision-making, reports,
and statements from company documents
o Only facts can be shared with data that backs up the
argument
o Engineers should remain faithful in their company
o There should be no sharing of private information with
competitors
o Engineers should avoid any potential actions that are
against contract signed with the company

HOW MANAGEMENT SHOULD TREAT THE GENERATION GAP
MANAGEMENT PLAN TO UPHOLD ETHICAL
RELATIONS

STEP 1:
IMPLEMENT CLASSES FOR MANAGEMENT
How to Manage the
Generation Gap
o Remember as a manager there will be different age groups, and
each responds differently to information
o Take classes on leadership and how to approach moments on
conflict
o Be patient with all members of the group and respond carefully
with clear and full communication
o Allow training opportunities for associates that do not know the
task
o Do not micro-manage the team

STEP 2:
SOURCE MATERIAL (Peck, 2019)
Communication Boundaries &
Team Expectations
6 W A Y S T O S E T B O U N D A R I E S
1. Enable an email signature to show when there is availability to contact
2. When on leave, set up an auto-responder to tell the recipient when and for how long
you will be unavailable for contact
3. Tell the group who to contact when out of office, set up social media information
when and were to contact
4. Make sure the requester is informed what information will be delayed with response
or answered immediately
5. Allow team members to understand a format or time frame when questions will be
answered in a reasonable time
6. Lead by example

STEP 3:
Maintenance of Work
Relationships
Problem: Sometimes
“micromoves” impact work
relationships in a negative or
positive way! (Gibson, 2019)
W H A T T O D O
( 5 B A S I C S T E P S , (Gibson, 2019))
o Managers should understand from the Generation Z point of view
o Patience is key – understand the new engineers are eager to learn and wanting to share information from school
o Managers should recognize the actions of the new engineers are not always intentional
o Lessons can be learned
o Understand the management role comes with a heavier weight
o Act accordingly as an ethical engineer
o Make a list of ways to improve for the team
o Set new goals for leadership of the team
o Develop new communication habits
o Relationships are not a 1:1 ratio – more effort is required to offset the negative or positive impact on the associate

STEP 4:
RESOURCE MATERIAL (GLOBAL CULTURE REPORT, 2021)
Enforcing a Positive Work
Environment:
Respect For The Individual
S T E P S F O R S U C C E S S
1. Maintain Engineering Code of Ethics
2. Enable and maintain a more inclusive work environment and hiring process
3. Continue updating onboarding strategies by allowing new members to give input
4. Establish the communications step
5. Be a leader and show active listening practices
6. Regularly check in with each member of the team and allow for open conversation and quick
sit-down meetings if necessary
7. Make it a priority to update the office if it is falling apart
8. Find possibilities for employees to continue learning with business related topics
9. Be aware of fair compensation with competitors
10. Do not discourage time-off

STEP 5:
Competencies &
Performance Reviews
o Based on Generation Z responses to
concerns post graduate school, ethical
competencies are fundamental practices
needed for ”social capital” (Dobrowolski,
2022)
o These competencies were based on 5
features:(Dobrowolski, 2022) (1) commitment
(2) creativity (3) flexibility (4) emotional
balance and (5) activity
o Ethical competency was also rated high
even though ethics in workplace was not
an important factor? Salary was more
important
R e s u l t s f r o m G e n Z p r o v e t h e
i m p o r t a n c e o f m a n a g e m e n t t o
e n f o r c e e t h i c a l v a l u e s f r o m t h e
c o m p a n y s t a n d p o i n t !
o Managers should enforce stability to
maintain business operation
o Managers should show importance of ethical
competency related to decision-making &
risk management  decision structure
o Show self-assessments during performance
reviews

STEP 6: RESULTS
IMPLEMENT MANAGEMENT PLAN: HOW TO DO THIS?
The Annual Mandatory Class
for Non-Specific Age
Demographic
o Managers should continue to update course material
as technology advances and new networks are
applied to day-to-day work
o Managers should create helpful classes to show
the updates through seminars or online
computer class
o Managers should make the work mandatory with a
larger time limit to complete
o Weekly reminders or monthly round-up
reminders to the team would be very helpful for
communication

STEP 7:
Signature Flow:
Ethical
Communication
S i g n a t u r e F l o w E x a m p l e
 Establish a signature flow when signing
documents to prevent any mis-
documentation
 Signature flow is proof of documentation
in case of a lawsuit
 This action shows ethical decisions made
on various members up to the chief
engineer to make important decisions

STEP 8:
SLIDE SOURCE MATERIAL: (Spencer, 2022)
How To Manage
Social Media in
Office?
M a n a g e m e n t o f S o c i a l
M e d i a
o Preset laws and rules for the websites
(company blocks to websites or searchable
words)
o Enforce confidentiality agreements and
Company Privacy
o Show clarifications on what is and is not
allowed in documentation
o Make rules consistent with competitors
R e a s o n s f o r R i s k
A s s e s s m e n t
o Negative use of company bandwidth resources
o Difficulty managing honorable hours worked
o Company technology risk exposure
o Potential for data or information leaks
o Associates displaying harassment on social
media
o Showing lack of loyalty on social media with
competition or personal accounts

STEP 9:
Communication With
Employees
 Clearly define boundaries for communication and over explain everything to
eliminate miscommunication or errors of ethics
 Give instructions on how to send information for company privacy, department
rules, how communication should be fed in social media
 Treat other with the Engineering Code of Conducts – treated fairly and
respectfully regardless of age or gender
 Be very clear on how decisions are made based on performance
 Give associates opportunity to speak during performance reviews to
understand faults or

STEP 10:
Sharing Opportunities to
Young Engineers: Managing
Millennials
o Managers should develop a sound foundation of values that can
merge the generational gap – starting with assertion (McManus,
2015)
o GCC is a structured approach management can use to merge
ethics and individual values with decision-making (the knowing
and doing technique), (McManus, 2015)
o Unlike the competitiveness from Baby Boomers, management
should show new engineers why they did a task, how they did the
task, and what the outcome will be
o Managers should also establish a mentorship with the department

STEP 11:
Consequences if
Something Goes Wrong
 Managers need to stay consistent with rules and establish reasonable
punishment if there are breaches of engineering or company ethical rules
 “Employees are encouraged to do only what they are told, to be concerned
only with localized outcomes of their work, and to take responsibility only for
the most limited consequences of their actions” (Kanter, 1983 and Cohen, 1993)
 Establish an organizational structure to handle with certain situations
 “Accountability fr the consequences of organizational decisions should
likewise move away from a compartmentalized structure so that employees
are required to assume more extensive responsibility for the outcomes of their
decisions” (Kanter, 1983 and Cohen, 1993)

RECAP
o Ethics is supported and influenced by authority figures based
on the age demographic
o Baby Boomers are more loyal in comparison to Generation Z
but have setbacks in technology
o How management reacts is how others of the team will react 
managers have the power to change the direction
o Personal experience shows a lack of ethical actions in the office
o Both parties (managers and Generation Z) are responsible for
the the technology gap in the workplace
o All resources used in this project involved updated or recent
practices involving a technology gap that is bridged between
Baby Boomers and Generation Z. These sources provided
useful tips on how management can act on these differences.

REFERENCES
 Francis, Tracy, and Fernanda Hoefel. "True Gen’: Generation Z and its implications for companies." McKinsey &
Company12 (2018).
 Dobrowolski, Zbysław, Grzegorz Drozdowski, and Mirela Panait. "Understanding the Impact of Generation Z
on Risk Management—A Preliminary Views on Values, Competencies, and Ethics of the Generation Z in Public
Administration." International Journal of Environmental Research and Public Health 19.7 (2022): 3868
 Warnell, Jessican McManus. Engaging millennials for ethical leadership: What works for young professionals
and their managers. Business Expert Press, 2015.
 Myers, Karen K., and Kamyab Sadaghiani. "Millennials in the workplace: A communication perspective on
millennials’ organizational relationships and performance." Journal of business and psychology 25.2 (2010):
225-238.
 Peck, Lee Anne, and Guy S. Reel. Media ethics at work: True stories from young professionals. CQ Press, 2013.
 Wicks, A., Freeman, R., Harris, J., Parmar, B. and Mead, J., 2017. Moral Theory, Frameworks, and the Language
of Ethics and Business. SSRN Electronic Journal, [online] p.10. Available at:
<https://link.springer.com/content/pdf/10.1007/s11948-006-0021-z.pdf> [Accessed 21 April 2022].
 Zoltowski, Carla B. Fila. "Ways of experiencing ethics in engineering practice: Variation and factors of
change." ASEE Annual Conference & Exposition. 2020.
 Purdue University. “Code of Ethics of Engineers - College of Engineering.” CODE OF ETHICS OF ENGINEERS,
Board of Directors, 5 Oct. 1977, https://engineering.purdue.edu/MSE/academics/undergraduate/ethics.pdf.
 Spencer, Jennifer, et al. “Managing the Workplace Ethics of Social Media.” Corporate Compliance Insights, 4
Feb. 2022, https://www.corporatecomplianceinsights.com/managing-the-workplace-ethics-of-social-
media/. Web.

REFERENCES
 Peck, S. K. (2019, September 30). 6 ways to set boundaries around email. Harvard Business Review. Retrieved
April 24, 2022, from https://hbr.org/2019/09/6-ways-to-set-boundaries-around-email. PDF.
 Gibson, K. R. (2019, June 23). The little things that affect our work relationships. Harvard Business Review.
Retrieved April 24, 2022, from https://hbr.org/2019/05/the-little-things-that-affect-our-work-relationships.
PDF.
 Dawson, A. (2022, January 6). Baby boomers in the workplace – common characteristics. Baby Boomers in the
Workplace – Common Characteristics. Retrieved April 24, 2022, from https://www.wikijob.co.uk/jobs. Web.
 Luegenbiehl, Heinz C. "Ethical autonomy and engineering in a cross-cultural context." Techné: Research in
Philosophy and Technology 8.1 (2004): 57-78.
 Berkup, Sezin Baysal. "Working with generations X and Y in generation Z period: Management of different
generations in business life." Mediterranean journal of social Sciences 5.19 (2014): 218-218.
 Cohen, Deborah Vidaver. "Creating and maintaining ethical work climates: Anomie in the workplace and
implications for managing change." Business Ethics Quarterly (1993): 343-358.
 Cucina, Jeffrey M., et al. "Generational differences in workplace attitudes and job satisfaction: Lack of sizable
differences across cohorts." Journal of Managerial Psychology(2018).
 Global Culture Report. (2021). Create a positive work environment [10 steps for Success]: O.C. Tanner. O.C.
Tanner - Appreciate Great Work. Retrieved April 24, 2022, from https://www.octanner.com/culture-
glossary/positive-work-environment.html. Web.
 Conefrey, Theresa. "Sexual discrimination and women's retention rates in science and engineering
programs." Feminist Teacher (2001): 170-192.

THANK YOU
EMILY JOHNSON
+1 219 201 0216
EJ956721@OHIO.EDU
COMMUNICATION SKILLS ENGINEERS 6010_1002
SPRING 2022

How to Improve Ethics Between Generations in the Workplace

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