Generation integration thriving the multigenerational workfotrce (original) (raw)

Engaging Four Generations in the Workplace: A Single Case Study

ProQuest, 2020

The purpose of this qualitative single case study was to explore how federal organizational leaders engage multigenerational work-value conflicts to manage the Baby Boomers, Generation X, the Millennials, and Generation Z. The specific perceptions were ‘work-value obstacles’ and ‘work-value enablers’ that federal organizational leaders have experienced when engaging the four generations as well as any issue that arose from work-value differences among the four generations. Using the exploratory inquiry design helped to gain insight into the multigenerational problems that exist within federal organizations. Using this design also helped to provide possible solutions to assist 21st century federal organizational leaders in leading a more effective generationally diverse workforce. The identification of multigenerational work-value conflicts may help individual leaders improve their leadership skills in order to manage the Baby Boomers, Generation X, the Millennials, and Generation Z....

Making the Case for Transgenerational Learning

Journal of Intergenerational Relationships, 2017

This article evaluates existing programs designed to bring together groups from different generations, through a literature search on intergenerational learning programs in accordance with the intergroup contact theory. The theory, as described by Allport (1954) and Rothbart and John (1985), asserts that in order to reduce prejudice and achieve the positive effects of intergroup contact, each of the following conditions should be met to some degree: (1) support of established authority or institution; (2) cross-group contact facilitated regularly over time; (3) equal status within the situation; (4) common goals; (5) intergroup cooperation; (6) behavior of minority group members not consistent with their stereotype; and (7) cross-group contact facilitated in a variety of social contexts. It is the authors' hypothesis that transgenerational engagement in the academic setting is achieved when an activity or program meets all of the aforementioned criteria.

THE AGE OF UNDERSTANDING: RETHINKING GENERATIONS IN THE WORKPLACE

IAEME PUBLICAITON, 2024

The contemporary workforce is characterized by an unprecedented confluence of generational cohorts, each with distinct values, work styles, and technological proficiencies. This article explores the challenges and opportunities presented by this multigenerational landscape. Drawing on current research and workplace examples, it examines how organizations can foster a collaborative and productive work environment by acknowledging the multifaceted nature of generational diversity. The discussion highlights the importance of technological adaptability, effective leadership styles, work-life balance initiatives, and dismantling generational stereotypes. An integrative approach that acknowledges the intersection of generation, culture, and individual experiences is advocated as key to maximizing organizational outcomes. This article provides actionable strategies for crafting an inclusive workplace where employees from all generations feel empowered to contribute their unique skills and perspectives, ultimately leading to a more engaged and productive workforce.