Generational Diversity: Managing Different Generations in the Workplace Every generation is defined by their experiences, and understanding these experiences is essential for one to appreciate who they are and what they believe in. Among the many changes the American workforce has had to deal with, the management of different generations in the workplace has proven to be one of the hardest tasks for managers - they have to be mindful of their differences and at the same time channel their efforts towards an inclusive and cohesive work environment. This text analyses a scenario that clearly brings out the extent to which generational differences can cause problems in an organization. It identifies the major issues and also provides guidelines on how both the managers and employees can contribute towards effective management of generational diversity.

Managing Different Generations in the Workplace

In the last century, the American workplace has experienced a lot of changes, most revolving around the human element of the workforce and how diverse employees can be empowered and motivated for both personal and organizational development. In most instances, when diversity in the workplace is discussed, the topics that get the most attention are gender, race, ethnicity, nationality, religion, disability, and sexual orientation. However, one very important human element that influences the workplace, though often left out in discussions, is the generational diversity of workers. By definition, a generation is a group of people that is born during a certain time period and is often defined by age boundaries. Generations share common experiences as they grow up and they often have similar beliefs and values about various work related topics based on the shared experiences during their developmental years.

According to Harvey and Allard (2014), every organization today is bound to have four distinctly diverse generations in the workplace: the Veterans (popularly called the Traditionalists), the Baby Boomers, the Generation Xers, and the Millennials. In fact, they also state that a fifth generation, Generation Z is expected in the workplace, which comprises of more than 23 million younger individuals. Schmit (2014) states that over 60% of employers have reported tension between different generations in their workplaces and this has been attributed to a unique emotional bond shared by employees of the same generation. In agreement with Schmit, it is imperative to understand these generational signposts and respect them in order for an organization to develop. This text identifies the major issues that may cause different generations to disagree and provides guidelines on how the problems can be solved.

The Scenario

Wilma, who is 28 years old, is the assistant manager in an organization. With majority of the employees being older, she is often intimidated and, hence, she finds it hard to communicate effectively. There are also a lot of conflicts between the older and younger employees. One major issue in this scenario is the negative effects the generational differences have on the assistant manager's performance of her duties and on the relationship between employees. Another problem is the disruption of daily activities that is brought about by the disagreements between the younger and older employees. The older employees resent getting instructions from those that are younger than them, and the younger generation is often disrespectful to the older one. The employees' concerns may be genuine but they tend to take up too much of the their time, which will affect their performance and decrease both their productivity and that of the organization.

The different generations

According to Schmit (2014), every time a new generation is accepted into the workforce, the generation that is more seasoned always finds negative words, such as lazy, bad attitude, incompetent or rude to describe them. This is evidenced by the scenario, as the older generation assumes the younger ones is not competent enough to give instructions, and they term it as rude and disrespectful. Harvey and Allard (2014) also claim that different generations will often collide in the workplace and there will be generational and individual enmity where the employees will categorize themselves as 'us' and the others as 'them' and every group will have to fend for itself. The older generation in the scenario has already distanced itself from the supposedly younger, disrespectful, and incompetent group so much that Wilma, with the title of assistant manager, is intimidated and cannot manage effectively.

Each generation has its unique strengths and capabilities that it can bring to the organization (Harvey and Allard, 2014; Lott, 2010, Dorset, 2008). The traditionalists (born before 1944) are more mature an experienced...

Some of their core values include hard work, respect to authority, dedication to work before pleasure, and adherence to set rules. Boomers (born 1945 to 1963) grew up in prosperous times in the 1950's but they had to deal with social upheavals in the 1960s and 1970s. They inherited a good work ethic from their parents during those hard times and they are often optimistic, self-motivated, and able to promote change. Their core values include optimism, involvement, and personal gratification. When Generation Xers (born 1964 to 1980) entered into the workforce, there was a bit of frustration and suspicion from the other two groups. They tend to distance themselves from conflicts, take a more personal approach to work, and are more independent (Dorset, 2008). Their core values include balance, self-reliance and diversity. Millennials, born between 1981 and 2000, are more techno savvy, group oriented, and flexible. They like challenges and yearn to work in organizations where they feel a sense of belonging. Their core values include confidence, sociability, and achievement (Schmit, 2014).
Managing generational diversity

According to Harvey and Allard (2014), to effectively manage diverse generations in the workplace, and to foster productive and positive environments, employers have to recognize the different skills and strengths each generation brings to the organization. They also need to ensure that employees appreciate each other's contributions and respect their differing opinions. As the assistant manager, Wilma should enlighten both the younger and older employees of their value to the organization. By respecting each other's values, experiences and opinions, they will be more compassionate and accommodating. The older generation in the scenario should not pass off the younger ones as incompetent without giving them a chance. Rather, they should consider how they can be of help to them, such as in technological or social issues, and appreciate the new creative and innovative ideas they bring to the organization.

Lott (2010) claims there can be no diversity without teachability or transmission. She asserts that values, beliefs, and knowledge should be communicated from one generation to the other. Since it cannot be disputed that the older generation is wiser, members need to teach the younger generation about their experiences and the values they consider important to the work environment. For instance, in the scenario, the older generation should explain what the younger one do that comes off as disrespectful. It can also teach them new ways to improve their work ethic and how to communicate effectively.

On the part of the management, Harvey and Allard (2014) state that they need to increase their knowledge and improve their skill in dealing with different generations. They should learn what the sources of conflicts are in order to successfully address different situations. For instance, the young employees often have well defined career goals that make them aggressive and determined. This aggressiveness poses a threat to the older generation which is not as secure with its jobs and it makes it stereotype the younger generation as self absorbed (Dorset, 2008). Dorset also states that the younger generation views the older one as too rigid, only serving as barriers to success due to its stringent rules and traditional ways. This is the source of a majority of intergenerational conflicts. With such knowledge, Wilma cannot be intimidated by the older employees and instead, she will find ways to address their concerns and assure them that they are an indispensable part of the organization.

It is ethically wrong for employers or employees to judge each other based on stereotypes. This is particularly because every individual has different experiences that influence who they are and what they believe in. It is also morally wrong for younger workers to disrespect their elders, even in the workplace. They should show respect at all times, be obedient and avoid condescending language. The older generation also has a moral obligation to share its knowledge with the younger one and to correct members of the same when they go wrong.

Conclusion

Considering the fact that the American workforce is made up of four generations, diversity, and compatibility cannot be ignored. For managers to promote positive relations and interactions among all the generations in the workplace, they need to understand how each contribute to the success of the organization, and how they should be dimensioned to fit together to achieve a common goal. They also need to train themselves on how to deal with all the generations, which will enhance…