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Generational differences are perceived in the workplace, according to "Can You Trust Anyone Under Thirty?", a case study in Conrad and Poole's (2012) Strategic Organizational Communication (pp. 14-17). Levenson (2010) counters that perceived differences may not be actual differences, especially when stages of life cycles and environmental factors are considered.
Citation preview
Can You Trust Anyone Under
30?Camille Colvin , Lacey
Holtzen, Michelle Karns, Cris MeriaImage retrieved from
http://www.mosatlanta.com/blog/wp-content/uploads/2010/06/inspiregroup1.jpg
A generation is comprised of people born
during the same time period who share social
and historical perspectives.
Preview of Points
Outline of Case Study
Workplace Challenges
Baby Boomers
Generation X
Generation Y
Theoretical Basis
An Economist’s
Perspective
Takeaways
Points to Ponder
References
Can You Trust Anyone Under 30?
According to Conrad & Poole (2012), generational differences are an emerging workplace conflict.
Three generations dominate the workplace Baby Boomers Generation X (Gen X) Millennials (also called Gen Y)
Divergent backgrounds exist (family, economics, technology)
Attitudes toward employment differ (expectations, styles of communication, loyalties)
Workplace Challenges
To learn how generational differences may impact the workplace, watch Associated Bank NA’s (2013) educational film for businesses, Overcoming the Generational Divide. The film notes perceived differences in the following areas:
Communication (written and verbal)
Conflict management
Satisfaction and morale
Performance and productivity
Professional etiquette and grooming
Hiring and retention
Baby Boomers Born 1946-1964
79,000,000 Americans
Image retrieved from http://60sfolksintheir60s.com/wp-content/uploads/2011/11/baby-boomers.jpg
Baby Boomers’ Perspective
According to Hahn (2011), Baby Boomers share the following background and characteristics: Raised during a time of economic prosperity and
optimism Grew up with a clear division of gender roles and
low divorce rate Experienced the Vietnam War, the Apollo 11
moon landing, and the Civil Rights Movement Prefer “face-time” at the office Are comfortable working in hierarchical
organizations Demonstrate a strong sense of self, leadership,
and entrepreneurship
Baby Boomers’ Values
Hahn (2011) notes that Baby Boomers share the following values:
High social involvement
Strong work ethic
Willing to work long hours
Exhibit loyalty and leadership in the workplace
Desire job security
Want to make a difference
Baby Boomers’ Expectations
Hahn (2011) indicates that Baby Boomers: Expect hierarchical organization, pay dues
and work way up the ladder Benefits including paid time off, sabbaticals,
family leave, investment planning
Hard work and sacrifice is directly related to success
Health and well-being
Loyalty to and from company
Baby Boomers’ Communication
Need for face-to-face meetings
Value of hierarchy, structure, tradition
Expect life to revolve around work
Like to work in a collaborative team environment
Prefer group decision-making
May feel insulted by constant feedback
Generation X
Born 1965-197649,000,000 Americans
Image retrieved from http://www.hudsonlibrary.org/computercenter/images/ComputerInstructionIcon.pn
g
Generation X’s Perspective
According to Hahn (2011), Gen X members share the following background and characteristics:
Raised during a time of economic downsizing and uncertainty
Grew up as latch key kids with increasing divorce rates and dynamic gender roles
Experienced downsizing economy, the Cold War, the Three Mile Island disaster, and President Nixon’s resignation
Accustomed to change and make good change agents since they readily adapt to their environments
Generation X’s Values
Hahn (2011) indicates that Gen X members share values which include:
Work life balance, including flexible work schedules
Technical acumen supported by continuous learning and skill development
Independence and freedom, including the ability to rebel
Precedence given to accomplishments over an 8 hour work day
Caution and risk aversion
Loyalty to employer not perceived as a value
Generation X’s Expectations
Hahn (2011) reports that members of Gen X have workplace expectations that include the following:
Each job will be just a step up the ladder, not an identity
Businesses and people will do what is best for themselves
Freedom will be given to self-direct
Feedback and recognition will be provided
Untrustworthy employers and peers will create an environment that lacks job security
Generation X’s Communication
According to Hahn (2011), Gen X members have the following communication preferences and perceptions:
Like to receive feedback
Need to question authority
Think that everything is negotiable
Display a low desire for social involvement
Millennials(Generatio
n Y)Born 1977-1997
73,500,000 Americans
Image courtesy ofhttp://blog.leostreamdesktops.com/wp-content/uploads/2012/09/millenials.png
Millennial Perspective
According to Hahn (2011), Millennials share the following background and characteristics:
Raised in a self-centric environment with disposable income and security
Experienced the Oklahoma Bombing, 9/11, and the proliferation of technology
Had older parents with a high divorce rate
Known as multi-taskers with a strong focus on technology & education
Millennial Values
According to Hahn (2011), Millennials share values that include:
Strong social involvement with an emphasis on social networking
Personal growth
Devotion to the greater good
Work life balance
Informal organizational structures and dress codes
Loyalty to themselves and to community
According to Hahn (2011) Millennials have the following expectations:
Career should be purposeful, fulfilling, and balanced with personal life
Jobs and careers will change many times
The ability to make changes in organizations and immediately work on top projects with top officials should be an entitlement
Wellness benefits, including a flexible work schedule, telecommuting, and work-share options should be standard
Millennial Expectations
Hahn (2011) indicates that Millennials:
Prefer collaboration over hierarchy
Seek positive reinforcement
Integrate technology into workplace communication and rely on it for social connectivity
Expect to share their ideas, be given important projects, and have high visibility
Millennial Communication
Theoretical BasisCommunication as RelationalityCeleste M. Condit
Image courtesy of http://newsolio.com/wp-content/uploads/2012/02/Basic-theory-what-is-
interpersonal-communication-skill.jpg
Communication as Relationality
According to Condit (2006):
People communicate to maintain relationships
Communication changes those relating to each other
Communication is understood through the lens of personal perspectives with a purpose related to a specific Time Place Social or cultural context
Communication as Relationality
Condit (2006) notes:
Society isolates, aggregates, and labels groups like generations for convenience
People identify more intensely with groups they are closer to physically or socially
Similarity and difference both impact relationships
Communication apprehension may occur between groups due to perceived differences in experience, power, or credibility
An Economist’s PerspectiveMillennials and the World of Work: An Economist’s Perspective
Image retrieved fromhttp://hankjohnson.house.gov/sites/hankjohnson.house.gov/files/styles/
section_front_boilerplate/public/economy.jpg
An Economist’s Perspective
Levenson (2010) makes the following assertions regarding generational differences in the workplace:
Perception of differences does not prove actual differences exist
“Each generation goes through a natural life cycle evolution in their attitudes toward and decisions about work,” so stage of life should be considered (p. 258)
No data exists to compare decisions of previous generations to those of Millinnials during similar stages of the life cycle
An Economist’s Perspective
According to Levenson (2010), the following factors should be considered:
Social norms change slowly, and are likely unrelated to the emergence of a new generation
“Quite different stereotypes about the same generation at different points in time were put forth as part of the conventional wisdom,” so perceptions of Millennials are likely to change (p. 260)
Economic and environmental factors contribute to Millennials’ attitudes and behavior and may impact how they are perceived
TakeawaysKey findings supported by research
Image retrieved from:http://blog.medbroadcast.com/wp-content/uploads/2009/05/19048164.jpg
Key Findings
Differences between generations are perceived in the workplace Baby Boomers live to work, but Gen X and
Millennials work to live Baby Boomers believe people should do what they
are told, but Gen X and Millennials expect to be listened to and valued
Perceived differences may cause divisions Baby Boomers feel respect must be earned Both Gen X and Millennials feel they are entitled
to respect and the ability to question authority
Key Findings
Features believed to differ between generations include: Influences Environment Motivations Expectations Communication styles Backgrounds Work habits Use of technology
Note: For a humorous take on perceived generational differences in the workplace, watch The O’Shea Report.
Key Findings
Employers can improve communication and work environments by focusing on: Ethics Wellness benefits Communication Collaboration Flexible structure Succession planning
Perceived differences may not be actual differences
Points to PonderPlease consider and respond to the following questions.
Image of Rodin’s Thinking Man courtesy ofhttp://revaustinmiles.com/images/uploads/ThinkingMan.jpg
Points to Ponder
Based on the dates cited, which generation (Baby Boomer, Gen X, or Gen Y) do you belong to?
Which values associated with your generation do you identify with most closely? Which values do you identify with least?
What are two misconceptions you had or have about another generation?
After learning more about this concept and watching the videos, how can you change those misconceptions?
References
Conrad, C. & Poole, M.S. (2012). Strategic organizational communication in a global economy, 7th ed. Malden, MA: Wiley-Blackwell.
Condit, C. (2006). Communication as relationality. In G. Shepherd, J. St. John, & T. Striphas (Eds.), Communication as perspectives on theory (pp. 3-12). Thousand Oaks, CA: Sage Publications, Inc.
Gibson, J., Greenwood, R., & Murphy, E. (2009). Generational differences in the workplace: Personal values, behaviors, and popular beliefs. Journal of Diversity Management, 4(3).
Hahn, J. A. (2011). Managing multiple generations: Scenarios from the workplace. Nursing Forum 46(3), 119-127.
Associated Bank, NA. (2013). Overcoming the generational divide. Retrieved from http://knowledgecenter.associatedbank.com/Business-Insights/Resources/Video-Overcoming-the-Generational-Divide
Levenson, A. R. (2010). Millennials and the world of work: An economist’s perspective. Journal of Business and Psychology, 25, 257-264. doi: 10.1007/s10869-010-9170-9
The O’Shea Report (2011). The O’Shea Report: Generations at work. Retrieved from http://www.youtube.com/watch?v=V2k3Mx07B9I