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Today's managers are challenged to engage four different generations in the workforce. Here are some practical tips for success.
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![Overview ,[object Object],[object Object],[object Object],[object Object],[object Object],“ This report examines six trends now occurring in the workplace and describes how managers can successfully engage all four generations and ‘commit’ to the organization.”](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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1Running Head MULTI-GENERATIONAL WORKPLACE9MULTI-GENERATINO.docx
1
Running Head: MULTI-GENERATIONAL WORKPLACE
9
MULTI-GENERATINOAL WORKPLACE
Dr. Atchison
Today’s workforce is a diverse pool of people from multiple generations who bring distinct perspectives, work attitudes and work behaviors to the workforce. A leading challenge for employers has become how to manage a multigenerational workforce effectively. The collaboration, cooperation and creation of a company that is based on the coexistence of four generations, foster a high work performance environment, implement policies and procedures that support the vision of the organization, while creating an environment that values and respect cultural differences and diversity.
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Traditionalists (1925/1949) “silent” respect the chain of command. This generation is loyal and expect a long-term relationship with the company; can be great mentors for the company. And the Boomers (1946/1964) have experience and knowledge. This generation prefer leadership style and ensure to make a difference. Their communication preference is, face to face, personal interaction, personal calls and e-mail. Something interesting about this group is that they do not want to retire, which is challenging companies to learn how to manage this generation.
Generation X (1961/1981) seek work-life balance. This generation is flexible, independent, and a generation of entrepreneurs. They value freedom and responsibility in the workplace, have a disdain for structured work hours and being micromanaged. Communication preference for this generation is, via e-mails, conference calls, and text messages. And the Millennials (1982/2000)are the most diverse and most educated generation. Their work-life balance has to be part of their work, this generation desires flexibility. This generation is optimistic, multitask, and tech-savvy. Millennials communicate with the whole world through social networks, text messages, blogs, and e-mail (McNamara, n.d.).
Will there be challenges managing a multigenerational workforce? Yes there will be, however a company that creates a culture for managing a multigenerational workforce will be successful. Some of the challenges may be, recruiting, training, how to overcome communication styles, generational stereotypes and cultural differences. These challenges can be overcome by the company establishing policies and procedures that addresses company expectations in the workforce and creating a diverse culture that foster a culture for all generations.
A multigenerational workforce is one of the most important assets for a company. The experience and knowledge of some and the desire to be innovative and the enthusiasm of others will contribute to the value and progress of an organization. Workforces that are multigenerational, when managed properly will have the competitive advantage, be a high performing organization and employ high work performers, by leveraging the talents and skill sets to obtain maximum job performance ...
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Groundbreaking global study:
Rather than add to all the hype...
We studied what it will take to make the future actually work.
Among top findings:
• Our leaders are holding back the future
• Engagement, as we view it now, is so horribly incomplete that it is dangerous!
• Get ready for super-sized personal accountability!
Study sponsor: The Jensen Group, Search for a Simpler Way
For more: http://www.simplerwork.com
#futureofwork
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Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied p
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
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pepe121
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2146 6778-1-sm
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Submit your alignment table to demonstrate the alignment between p.docx
This document provides details about a study examining the effects of gender diversity on job performance in the banking industry. The study will use a sample of 230 middle managers from 13 commercial banks to examine how gender diversity (independent variable) impacts performance measures like profitability, efficiency, and talent retention (dependent variable). Control variables of age, education, and ethnicity diversity will also be considered. Both qualitative and quantitative research methods will be used, including questionnaires, interviews, and statistical analysis to establish relationships between the variables. The goal is to add to the limited existing research on this topic and provide insights for banks on how gender diversity may impact performance.
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