Generation gaps in work teams
Summary :
Table of Contents
- Introduction.
- Generation gaps in the workplace.
- Overcoming the urge to classify others based on stereotypes.
- Younger employees: Leadership positions because drive.
- Mend the generation gap in the work place.
- No 'guaranteed' solution for handling the generation gap.
- Intrinsic motivation: Influence of the jobs characteristics.
- Extrinsic motivation.
- Conflict management.
- The art of negotiation.
- Conclusion.
- References.
Abstract
As workers begin to stay in positions longer, businesses are experiencing more generation gaps among their employees. Most of the "Matures" born in 1945 or earlier have retired, but the "Boomers" born from 1946 to 1964 are working alongside "generation X" born from 1965 to 1976 and "generation Y" born from 1977 to 1991, according to birth rates during those times (Sago, 2000). At SWC, we have a young employee base along with older staff. Some of our employees are recently hired, where others have been with us for 10 to 15 years. Our younger staff members have a different set of values than our older staff members, and it is our goal to promote cohesion among the groups. Younger employees desire individual attention from managers, especially when seeking feedback to improve their performance. These employees also desire exposure to new skills and work areas, and they are driven to achieve excellence in everything they do. These are admirable qualities which need to be addressed as a work-team dynamic. We achieve this by focusing on intrinsic and extrinsic motivational methodologies to determine which is the most effective for SWC, by examining conflict-resolution and conflict-stimulation techniques to select an appropriate conflict policy, and by adopting a consistently effective global negotiating model involving integrative bargaining (CTU Online, 2007).
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