![Organizational situation
[Results are in percentages (n=20)]
Strongly agree Agree Neutral Disagree Strongly disagree
We encourage our workers to take risks 20 40 25 10 5
We embrace a culture that promotes inclusion of older workers 1 5 10 80 4
Our organization uses e-mail as a primary communication tool 50 30 20 0 0
Our organization models behavior. We practice what we preach 80 15 5 0 0
We identify positions within the organization that could utilize older
workers
5 15 14 60 6
Our organization practices worker collaboration 40 30 25 3 2
Our managers know the names of all our employees 60 30 10 0 0
We allow employees to have flexible work schedule arrangements 78 18 2 2 0
Our organization utilizes humor in the workplace 5 20 60 13 2
Our organization uses an informal style that emphasizes the positive 50 35 9 2 4
We provide our young workers with older mentors 30 40 24 5 1
Our organization has social events for our employees such as picnics or a
dinner outing
90 8 2 0 0](https://image.slidesharecdn.com/obppt-210429154633/75/Generational-Differences-in-the-Work-Values-of-Corporate-Employees-in-Bangladesh-9-2048.jpg)
Uploaded byMd. Mehedi Al Hasan Rakib
Generational Differences in the Work Values of Corporate Employees in Bangladesh
This document analyzes generational differences in work values between corporate employees in Bangladesh. It divides employees into three generational groups - Baby Boomers, Generation X, and Millennials. The document presents findings from a survey and literature review on the characteristics of each generation. For example, it finds that Baby Boomers view work as an exciting adventure and are highly competitive workaholics. Younger generations like Millennials see work as a means to an end and value multitasking and teamwork. The document recommends efforts to understand younger workers' values within Bangladeshi corporate culture.
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Generational Differences in the Work Values of Corporate Employees in Bangladesh
- 1. Generational Differences inthe Work Values of Corporate Employees in Bangladesh
- 2. Presented to Ms. IsratJahan Kumkum Assistant Professor, Department of Management, FBS University of Dhaka Presented by Himel Rafsun Md. Mehedi Al Hasan Rakib Id: 3-20-44-004 Id: 3-20-44-014
- 3. Generational Categories Generations Birth years CoreValues Baby Boomers 1946- 1964 Optimism, personal gratification and growth Generation X 1965- 1980 Diversity, techno literacy, fun, informality Millennials (Gen-Y) 1981 – 2000 Optimism, civic duty, confidence, achievement
- 4. Work Values Work valueshave been described narrowly, such as a worker’s attitudes about what one should expect from the workplace and how he should go about reaching those expectations
- 5. Primary Sources: Face-to-face conversation Surveythrough questionnaire Secondary Sources: Relevant books, academic literature, journals and articles The internet has been also be used as a theoretical source of information Other printed materials
- 7. Organizational Situation Strongly agreeAgree Neutral Disagree Strongly disagree We encourage our workers to take risks We embrace a culture that promotes inclusion of older workers Our organization uses e-mail as a primary communication tool Our organization models behavior. We practice what we preach We identify positions within the organization that could utilize older workers Our organization practices worker collaboration Our managers know the names of all our employees We allow employees to have flexible work schedule arrangements Our organization utilizes humor in the workplace Our organization uses an informal style that emphasizes the positive We provide our young workers with older mentors Our organization has social events for our employees such as picnics or a dinner outing
- 8. Demographic Characteristics ofRespondents Gender Age Years worked at current organization Male – 65% 18-28 – 20% Less than 1 year – 5% Female – 35% 29-48 – 70% 1 to 5 years – 50% 49-65 – 10% 6 to 9 years – 15% 10 years or longer – 30%
- 9. Organizational situation [Results arein percentages (n=20)] Strongly agree Agree Neutral Disagree Strongly disagree We encourage our workers to take risks 20 40 25 10 5 We embrace a culture that promotes inclusion of older workers 1 5 10 80 4 Our organization uses e-mail as a primary communication tool 50 30 20 0 0 Our organization models behavior. We practice what we preach 80 15 5 0 0 We identify positions within the organization that could utilize older workers 5 15 14 60 6 Our organization practices worker collaboration 40 30 25 3 2 Our managers know the names of all our employees 60 30 10 0 0 We allow employees to have flexible work schedule arrangements 78 18 2 2 0 Our organization utilizes humor in the workplace 5 20 60 13 2 Our organization uses an informal style that emphasizes the positive 50 35 9 2 4 We provide our young workers with older mentors 30 40 24 5 1 Our organization has social events for our employees such as picnics or a dinner outing 90 8 2 0 0
- 10.
- 11. Findings Regarding theBaby Boomer Characteristic “Work is an exciting adventure” Supported in literature review Supported in survey results Supported by secondary data Highly competitive Yes Yes Yes Workaholics Yes Yes Yes Work efficiently Yes No Yes Crusading causes Yes Yes Yes Look for personal fulfillment Yes Yes Yes Desire quality in work and home Yes Yes Yes
- 12. Findings Regarding theGeneration X Characteristic “Work is a difficult challenge, a contract” Supported in literature review Supported in survey results Supported by secondary data Self-reliant Yes Yes Yes Want structure and direction Yes Yes Yes Skeptical Yes Yes Yes Technologically savvy Yes Yes Yes Informal Yes Yes Yes Question authority Yes Yes Mixed Globally oriented Yes Yes Yes
- 13. Findings Regarding theMillennial Characteristic “Work is a means to an end, fulfillment” Supported in Literature review Supported in survey results Supported by secondary data What’s next? Yes Yes Yes Multitasking Yes Yes Yes Tenacity Yes Yes Yes Hard working Yes Yes Yes Optimistic Yes Yes Yes Confident Yes Yes Yes
- 14. Values Older workers(Boomers-older Xers) Younger workers (younger Xers- Millennials Career Company’s responsibility Employee’s responsibility Promotion Tenure Merit Retention Security Growth Management Style Paternalistic Peer Organizational Chart Admire Ignore Changing Jobs Fear Advancement
- 15. Efforts should bemade within the corporate culture of Bangladesh to understand younger workers. Millennials in particular have distaste for menial work. They often lack skills for dealing with difficult people. Their lack of experience can be compounded with over confidence. However, Millennials are team players. They are good multitaskers who are goal oriented. They are positive and hopeful, and are good collaborators.