This document discusses the importance of maintaining generational competency in the workplace. There are four distinct generations currently working together - the Silent Generation, Baby Boomers, Generation X, and Generation Y. Each generation has differing goals, expectations, and teaching-learning styles that can lead to conflicts without proper understanding. The nurse administrator's role is to create an environment that values all perspectives and develops teams focused on patient care. Strategies include clear communication, mentoring, coaching, and modeling carefronting behaviors appropriate to each generation.

1. GENERATIONS IN THE WORKPLACEThe Nurse Administrator’s Role in Maintaining Generational CompetencyCharlyanne M. Nester, BSN, RN

2. IntroductionCurrent workforce is diverseFour distinct generationsThe Silent GenerationThe Baby BoomersGeneration XGeneration YDiffering goals, expectations, and teaching-learning styles lead to conflicts in the workplace, interpersonal tension, decreased job satisfaction and decreased productivity

3. Description of the IssueBehaviors derive from values and values affect how work is conducted“Generational membership is a key variable to the determination of behavior” (Hu, Herrick, & Hogdin, 2004, p. 335). Diversity can have a positive affect on an organizationNegative experiences (conflicts) decrease productivity and satisfaction

4. Cause of the IssueFour distinct generations working side by sideValues based on events, social norms, and hardships during formative yearsThe Silent Generation (1922-1945): Uniformity, discipline, a sacrificeThe Baby Boomers (1945-1960):Independent, critical thinkers, free-spirited, skeptical of Government, materialistic

5. Causes con’t.Generation X (1960-1980):“Latch-Key”, assertive, self-reliant, self-directiveGeneration Y (after 1980):Sociable, confident, optimistic, talented, well-educated, collaborative, open-minded, achievement oriented

6. Significance of the IssueGlobal shortage of nurses, expected to increaseIncrease average age of nurses expected to retire before age 65Fewer admission seats in nursing programs20% of new nurses will leave the profession of nursing within 3 years of graduatingGeneration Y nurses are disengaging from the profession due to negative attitudes of older nurses

7. Literature ReviewStudies on:Communication styles of the multigenerational teamJob satisfaction and retentionStress and conflict in the workplaceCarefronting as a strategy

8. Nurse Administrator InterventionThe importance of creating an environment that encourages individuals to want to be a part of the profession Clear communicationMentoring and coachingModeling carefronting

9. Strategies for CoachingSilent Generation: Professional and officialAuthoritative leadershipFormal meetingsTangible rewards, valuing and respectBaby Boomers: Remind them of the impact they make on the lives of othersto provide purpose and meaningRecognition and rewards (pay for performance)Offer mentor roles for younger nursesBe mindful of role overload

10. Strategies for CoachingGeneration X:Informal atmosphereProvide and support education and career-development opportunitiesInternet accessProvide individual tasks, allow independent workAutonomy, shared governanceGeneration Y:Coaching, mentoring, intensive supportPersonal, immediate feedbackFlexible schedulingTeamwork

11. ConclusionPromote an environment where all perspectives are valuedBe aware of personal biasDevelop teams with patient care as the focal pointModel carefrontingDespite the differences between the generations, all individuals seek the same thing from their managers: clearly set goals, challenging work, accurate and timely feedback, praise, and rewards for a job well done.

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13. ReferencesAmerican Nurses’ Association. (2009). Nursing Administration: Scope and standards of practice. Silver Spring, MD: Nurses Books.orgAnthony, M. K. (2006). Overview and summary: The multigenerational workforce: Boomers and Xersand Nets, oh my! Online Journal of Issuesin Nursing, 11(2), 4p, 11 ref.Hertel, R. (2008). Multigenerational workforces: From conflict to collaboration. Academy of Medical-Surgical Nurses, 17(6), 11-15. Hu, J., Herrick, C., & Hodgin, K. A. (2004). Managing the multigenerational nursing team. The Health Care Manager, 23(4), 334-240. Kupperschmidt, B. R. (2006). Addressing multigenerational conflict: Mutual respect and carefrontingas a strategy. Online Journal of Issues in Nursing, 11(2), 14p. 49 ref.Santos, S. R., & Cox, K. (2000). Workplace adjustment and intergenerational differences between Matures, Boomers, and Xers. Nursing Economics, 18(1), 7-13.

14. ReferencesSherman, R. O. (2006). Leading a multigenerational workforce: Issues, challenges, and strategies.Online Journal of Issues in Nursing, 11(2), 5p, 28 ref. Stewart, D. W. (2006). Generational mentoring. The Journal of Continuing Education in Nursing, 37(3), 113-120. Sudheimer, E. E. (2009). Appreciating both sides of the generation gap: Baby Boomer and Generation X nurses working together. Nursing Forum, 44(1), 57-63. Weston, M. (2001). Coaching generations in the workplace. Nursing Administration Quarterly, 25(2), 11-21.Weston, M. J. (2006). Integrating generational perspectives in nursing. Online Journal of Issues inNursing, 11(2), 11p, 13 ref.Wilson, B., Squires, M., Widger, K., Cranley, L., & Tourangeau, A. (2008). Job satisfaction among a multigenerational nursing workforce. Journal of Nursing Management, 16, 716-723