The Issues of Generational Conflicts in Workplace and Solutions for it Foo Stefan Centre of Southern New Hampshire University (SNHU) HELP College of Arts and Technology Kuala Lumpur, Malaysia E-mail:
[email protected]
Rashad Yazdanifard Centre of Southern New Hampshire University (SNHU) HELP College of Arts and Teachnology Kuala Lumpur, Malaysia E-mail:
[email protected]
I.
Abstract
As the increasing growth of new generation and the deterioration of old generations are occurring currently in companies and organizations in all industries. Leaders and executives will witness the changes of policies and corporate cultures as a whole. However, as companies gradually and slowing changes their corporate ways; the issues of the article will discuss the generational conflicts in workplace as the new and the old will collide. As well as, discussing solutions and methods to understand these diverse cultures of generations and applying to resolve workplace conflict.
Keywords: Generational Conflicts, workplace, and resolutions.
II.
Introduction
In today’s workplace, generational gaps are some of the causes of conflict in workplaces. It causes conflicting issues that affect the efficiency of the work flow among co-workers or management structure and disrupts the effectiveness of fulfilling corporate goals. It is necessary for companies and organizations to take heed in this particular dilemmas and the new generations today. This article provides the characteristics of the four different generational groups and its conflicts dilemmas in workplace. The four generations are the Silent Generation, also known as Traditionalists (1925-1945); the Baby Boomers (1946-1964); Generation X or Gen X (19651981); and the Millennial (1982-1999). The latter are also known as Net Gen, Gen Y, Generation ME, Gen Net and Digital Natives. A generation is typically described as having been born within a specified range of birth years (Schullery, 2013).
1
Different generation have different experiences within its time frame. According to McDonald (2008) the differences among these groups go well beyond birth periods. Explaining that each generational cohort has been shaped by unique historical, social, and cultural events; as a result, each has distinct preferences, work styles and professional goals. In addition, there are indications that workers from each generation respond to different sets of motivators and rewards and seek to derive varying experiences and benefits from their jobs. Workers under Silent generation are the oldest generations, they are somewhat nearing to their retirement or reaching to their limit and new generations such the millennial are coming to age and are seeking to be employed. According to Simoneaux & Stroud (2010) Gen Xers and Millennial are likely to make up 50-60% of U.S. workforce. The huge populations and the technologies available, are giving them the advantage to change the ways of societies. However some firm or organisation that are hiring is reluctant towards the new generation especially those industries who has been around even before these new generations were born. Even though, companies and organizations that has a workforce of intergenerational characters and traits. Often so they have issues in the workplace regarding their differences in behaviour, technology, characteristic, mind-sets and desires. Most of the time, managers or executives have trouble managing such a diverse age-group and also satisfying their employment needs. What can be done for these workplace dilemmas is to provide an understanding of these generations and establish a common goal for all generation and at the same time meeting their employment needs.
III.
The Characteristic of Each Generations
To begin, a clear and understandable characteristic of each generation, can be helpful to lay out a set of goal for these diverse generations to work together and harness their differences to its potential. To do so, one must understand the concept of generation group. What is generation? According to Mannheim (1952 [1923]), generations – read as cohorts today – are position in the social structure: “Individuals who belong to the same generation who share the same year of birth are endowed, to that extent, with generation who share the same year of birth are endowed, to that extent, with common location in the historical dimensions of social process”. According to Massey (1986) “recognizes that generations develop different value systems because they are raised in different environment or “cultural landscapes”. Bucher (2000) refers “Cultural Landscapes” as our way of life, including everything that is learned, shared, and transmitted in one particular scene or setting. To start of is one of the oldest and fewest of generation in today’s workplace, the Traditionalists. A. Traditionalists Or “Radio Babies”, are those born around 1922 to 1945 or 46s; according to Clarke (2009), their core values are conformity and sacrifice also they are risk averse and resistant to change. They also are patient, loyal and put duty before pleasure (Clarke, 2009). McDonald (2008) concludes that, members of this generation typically value loyalty, discipline, respect for authority, and traditional approach towards work. They believe in paying their dues and are accustomed to a seniority-based system and a command-and-control approach to management (McDonald, 2008). It can said they are somewhat have a military persona, these can be explain as this generation have been growing up in two World Wars, either they have serve and fought for their countries or have suffered the effects. Clarke (2009) adds, many in this group have retired, but they are others staying in the work force on a part-time basis. B. Baby Boomers The name was given this way because they were part of the post-World War 2 baby boom, born between 1946 and 1964 (Petroules, Brown and Sundin, 2010). Being emphasized as a beacon of hope for the future by their parents (traditionalists) and were placed with great expectation for what they would achieve. However baby boomers have their fair share of events during their lives, such as the Vietnam War, race riots, the Kennedys and Luther King Assassinations, and Watergate. According to Jorgensen (2003), baby boomers are now predominant in senior positions within developed organisations. They believe in achievement comes after paying dues and value organisational commitment and loyalty, and believe in sacrifice in order to achieve success. More so, they have ideals that work equates to selffulfilment, and a drive and passion for hard work and long hours (Zemke, Raines and Filipczak 2000). Having an impact on the commitment they have to organisational hierarchy and the idea that meeting targets and
2
deadlines are more important than other aspects of life. Baby Boomers also tend to be less affiliated and show less concern to locus of control – the extent to which an individual believes the environment controls what happen to them. They are highly individualistic and have desires to be recognised for their specific contribution which leads to their reward and compensation systems that display the individual recognition to others their achievement. They also have a longer term goal focus and believe in continually growing the business in the future. Furthermore, baby boomers have a desire to exchange information and having high levels of communication. C. Generation X Gen Xers as they are also known as, are born in between 1965 and 1979; the level of organisations commitment and attitude toward work shown by Gen Xers worker has been influenced by the perception of the high price their parents may have paid for success through stress, family and health problems (McDonald, 2008). It can be said they are not trustworthy towards organisations for been raised in that way of life. Base on Zemke, Raines and Filipczak (2000) often believe the companies their parents worked for did not appreciate their efforts, as evidenced by the large number of layoffs in the 1980s recession. Moreover, it has given this generation a perspectives view on working lifestyle. They believe in a sense of balance between work and personal life in their occupation; these in turn affects their level of commitment with organisations and displaying high chance of turnover intentions on their employment. It does not render them with fear much, because they are very narcissistic and high self-esteem in them. Moreover, they are cynical of hierarchical structural lifestyles in and out of workplace; only to prefer the informality lifestyles. Growing up with serious baby boomers as parents and bosses, the need to have society approval of Gen Xers way of life doesn’t concern them much resulting to have a work environment to light up or to have a culture that encourage employees to be less corporate. If companies were to have an informal structural management, Gen Xers workers would be very motivated in the workplace. According to Lancaster and Stillman (2002), they are likely to dissent against procedures and policies and governance structures within administrative controls of the organisation, and they may rebel against codes of behaviour. Gen Xers value less for performance based reward and compensation, preferring to have a saving plans and paid time off. However, According to Eiser (2005), Gen Xers workers seem to enjoy intrinsic reward; managers may need to provide incentives to these employees by supporting personal growth, skill-development over job titles, and creating opportunities for satisfying their accomplishment. They have the attitude of individualism than collectivism, as a result of low affiliation and high self-esteem. Making them self-reliant and confident, preferring to work alone, plan their own work and monitoring their own progress. According to Eisner (2005), this gives them a preference to choose when work is to be performed, and makes them less reliant on others’ input. According to O’Bannon (2001), Xers may have the most profound effect on easing racial tensions in the workplace than any other in memory. In this generation, African-Americans, Hispanics, Asians, and Native Americans proudly display aspects of their culture and identity more than ever (O’Bannon, 2001). D. Generation Y Also known as the Millennial, it defined those born between 1979 and 1999; representing the youngest group in the today’s workplace. They are trustful in organisations and have positive view to hierarchical structures and policies within administration. According to Martin and Tulgan (2002), they have been influenced by educationminded Baby-boomer parents, they tend to believe that education is the key to success and they are ready to be lifelong learners. Training and education program are much apprenticed by Millennial as a motivator to perform at work. According to Twenge and Campbell (2008); generation Y has higher levels of narcissism and self-esteem that previous generations has, which adds to the high expectation in workplace. They can be arrogant knowing how much demand is there for their employment, and it’s giving them to dream or picture in their mind the ideal workplace they want to be. If it turn out that their ideal job is not coming true, having the higher levels of narcissism and self-esteem resulting in different perceptions of the psychological contract, along with lower need for social approval; meaning, just like the generation X workers they will tend to change job without concern for social taboos (Twenge and Campbell 2008). According to Petroules, Brown and Sundin (2010), generation Y members typically do not live to work instead they work to live. For they know that from their jobs, working and completing their task or objectives will be rewarded in their salaries or bonuses. From there, been hard working and achieving company target is the gate
3
way to their emanate desires or needs. They tend to be on the lookout for fun, quality friendships, and look for a fulfilling purpose (Roberts 2005). This generation is truly blessed to be around in such era as today, with internet available to provide them with information they wish to learn or know about. It is accessible where ever they are, in their home, education facilities, offices, and apparently anywhere with a WIFI. Its continual development and improvement of technology is helping to break down barriers in emerging markets or countries, making international travel more broadly or globally to seek opportunities to that can be prosperous for them. With this new introduction, Generation Y has been able use these tools and opening their minds to see things with a global outlook and perspectives. According to Sayers (2006), continual developments in technology and shared life experiences seem to have heightened an awareness of the environment and social responsibility. However with the growing trend where speed is important in technology on the performance of its product or services, has created a sense of immediacy in generation Y even to preferring to short-term goals then long term goals and require immediate feedback.
IV.
The conflicts among generation group in workplace
The conflict of generation group is mostly on the differences of behaviour, attitudes, principles, experiences and other trait among the generation that has brought about in today’s workplace including the new generation Millennial and what companies or organisations can do to prepare for these growing potential workforce. According to Murphy, Gibson, and Greenwood (2010) on these issues: The difficulties of managing an age-diverse workforce, with its potential for conflict, are widely accepted. The remedy better understanding of what the different generations wants and need. Understanding such differences can help managers design motivation systems, reward and compensation program, and leadership approaches that recognize their associates’ fundamental value structures. Finally, managers, working with human resource groups, must recognize the importance of HR interventions in resolving conflict. Each generations group are aware of the trouble on respect, they want to respect each other but either one is willing to understand the value in each generations. According to Penttila (2009), unresolved conflict can leads to unhappy employees, high turnover, lower productivity and lower profits. Many research were done on this conflicting matter, some would said its over-emphasizing these differences on generation group as they are some who are able to work together well and learning from each other as a team. Even so, there are some who can’t stand one another for various reasons. For example, generation X and Y workers are too reliant on technology to do everything for them. Traditionalists or Baby boomers aren’t tech-savvy enough to keep up with the modern world. Both groups are taking each other seriously, and there is no respect among group generation. Research by Deyce and Fox (2011) reported that the millennial generations has required human resources to rethink many of their policies and procedures in an effort to minimize the generational conflict. According to DiRomualdo (2006), two major differences in the survey were the differing work values and communication styles. However generational conflict isn’t something that recently is new and unknown in these times, only just a simple changing pattern of thinking that has happened before.
V.
Solutions
It is important for supervisors to recognize that employees’ backgrounds and age often affect the way they approach project and one another (Lieber, 2010). Older generations are not fond with working on project that is changing frequently, and younger workers might grow bored if the task required a highly procedural or bureaucratic manner that follows the rules or process-driven completion. If leaders are to resolve these conflicts, understanding the needs of the generations is a start. According to Cox & Holloway (2011), new generations must acclimate themselves to the organization and older generations must learn to work with the newer generations. Once a person understands generational value systems at the individual level, a team can begin to share their [its] value systems. There are five skills for managing any team, and are especially vital when the teams are filling with diverse cultures or generations. The five skills are Knowledge Transfer, Inclusion, Develop Methods for conflict Resolution, Open Communication, and Trust.
4
I.
Knowledge Transfer It encompasses all of the organizationally training, learning, and enculturation practises from the employees beginning orientation to its continuing development. According to Kulesza & Smith (2013), emphasising that knowledge is best measured by experience rather than years. Time alone doesn’t make someone knowledgeable only through learning is possibly.
II.
Open communication The way a communication in a team creates views and emotions that enhance or inhibit relationships, problem solving, and learning. Based on Scheindvers & Barsoux (1997), the tone, connotations, vernacular, media, and communications patterns also reveal how issues of identity, independence, power, conflicts and negotiations are managed. Open communications and trust are very much interrelated; according to Nichols & Bartolome (1997), “keep team members and employees informed by explaining policies and decisions and providing accurate feedback. Be candid about one’s own problems and limitations. Tell the truth”
III.
Trust There are five dimensions to trust. Based on Robbins & Judge (2009), these dimensions are integrity, competence, consistency, loyalty and openness. There five principles of trust to follow as a team member, a) Mistrust breeds mistrust b) Conversely trust also breeds trust c) Trust can be regained d) Mistrust leads to a team destruction e) Lack of productivity
IV.
Develop methods for resolving conflicts A resolution of conflicts is vital for any conflicts management. According to Cox & Holloway (2011), “modes of conflict resolutions have been classified according to degrees of assertiveness, cooperation, competing, collaborating, compromising, accommodating, and avoiding. Individuals that can understand and adapt to these different styles of conflict resolution will have better results in the workforce (Barsoux, 1997).
V.
Inclusion Inclusion is the ability to involve people that may appear, act, and solve problems in a very different way (Cox & Holloway, 2011). It is somewhat a two-way style, having the ability to mix with diverse groups. It also requires the capability, maturity, and perception, patience to understand and justly evaluate methods of behaviour from different culture. It is the involvement and appreciation of each member of a team.
Knowing all each traits of the generation groups, somewhere they all share a commonality to success in life and to contribute to social responsibly as a citizen. In workplace, knowing such commonality in each other with a diverse age gap; they would be able to collaborate and work as a team to be productive in the firm. And then applying these five skills in the workforce of diverse culture, beliefs, and point-of-view, will help produce the best of everyone in the firms.
VI.
Discussions
The conflict of each generation group, can be said is on the understanding of cultures, behaviour, attitudes, and beliefs. The main problem many of the groups have with each other is technology, the older generation especially some of the Baby Boomers are not adjusting well with new and sophisticated gadgets and tools of technology in work area. As for younger generations, they have been born and rise under the advancement of technologies as well as using it in education and socializing with friends, young co-workers and families. To teach older generation how to use technologies from young generation is difficult because many of the youth learn by themselves and on their own; it’s hard to implement what they learn to older generations as both definitely have different styles or ways of understanding and learning new tools or methods. Not just technology that is a conflicting factor among generation groups, corporate attitudes is one of the boiling factors of generation conflicts. Each group has different approach to performing corporately, older generation tend to be loyal and authority towards hieratical structure; as for generation X are not that into following their elders but for millennial are authority as older generation only if there something for them in return. These factors of
5
conflict rectified, as leaders need to implement unity and common goals for these diverse groups to hold on and work together as a team. The common goals need to have meaning of social responsibilities which will contribute to society and environment as well. Leaders are needed to have knowledge on conflicts resolution and employ diversity among the team to respect one another and take each other seriously and with respect.
VII.
Conclusion
Each generation have different experience in their life span, wars, economic crisis, political movements, technology development and cultural changes. In understanding to vitality and importance of diverse generation group characteristic and the events that they have gone through, helps leaders to provide and set common goals and values that all generations can share and treasure together. Each of the generation group consisting of Traditionalist, Baby Boomers, Generation X, and Generation Y, have different approaches in going about with their lives. One prefers to follow orders and been loyal, another like materialistic rewards and productivity, another is diverse oriented in racial, sexuality, and cultures, lastly one is reliant on technologies and willing to contribute for the futures well-beings. In implementing and practicing the five skills of knowledge transfer, open communications, inclusion, trust, and develop methods for conflict resolutions on diverse groups in workplace will be beneficial for companies and production as well as team members to appreciate one another as a whole.
6
References 1) MCDONALD, P. (2008). The Multi-generational Workforce. Internal Auditor, 65(5), 60-67. 2) Schullery, N. M. (2013). Workplace Engagement and Generational Differences in Values. Business Communication Quarterly, 76(2), 252-265. doi:10.1177/1080569913476543 3) Clare, C. (2009). Generations Differences. Journal of Property Management, 74(5), 40-43. 4) Petroulas, E., Brown, D., & Sundin, H. (2010). Generational Characteristics and Their Impact on Preference for Management Control Systems. Australian Accounting Review, 20(3), 221-240. doi:10.1111/j.1835-2561.2010.00099.x 5) Jorgensen, B. (2003). ‘Baby Boomers, Generation X and Generation Y? Foresight: The Journal of Futures Studies, Strategic Thinking and Policy, 5, 4: 41–9. 6) Zemke, R., Raines, C. and Filipczak, B. (2000). Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. Performance Research Associates. New York. 7) Lancaster, L. and Stillman, D. (2002). When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Collins Business. New York. 8) Eisner, S. (2005). ‘Managing Generation Ys’, A.M. Advanced Management Journal, 70, 4: 4–15. 9) Martin, C.A. and Tulgan, B. (2001). Managing Generation Y. HRD Press. Harvard. 10) Twenge, J.M. and Campbell, S.M. (2008). ‘Generational Differences in Psychological Traits and their Impact on the Workplace’. Journal of Managerial Psychology, 23, 8: 862–77. 11) Roberts, A. (2005). ‘Generation Y: What it Means for Chartered Accountants’, Chartered Accountants Journal of New Zealand. 84, 11: 42–3. 12) Sayers, R. (2006). ‘Australia’s Changing Workplace: A Generational Perspective’. PhD Thesis. RMIT University, Melbourne 13) Murphy Jr., E. F., Gibson, J., & Greenwood, R. A. (2010). Analyzing generational values among managers and non-managers for sustainable organizational effectiveness. SAM Advanced Management Journal (07497075), 75(1), 33-55. 14) Penttila, C. (2009). Talking about my generation. Entrepreneur, 37(3), 53-55. 15) Deyoe, R. H., & Fox, T. L. (2011). Identifying strategies to minimize workplace conflict due to generational differences. Journal Of Behavioral Studies In Business, 41-17. 16) DiRomualdo, T. (2006). Viewpoint: Geezers, Grungers, GenXers, and Geeks: A Look at Workplace Generational Conflict. Journal Of Financial Planning, 19(10), 18-21. 17) Lieber, L. D. (2010). How HR can assist in managing the four generations in today's workplace. Employment Relations Today (Wiley), 36(4), 85-91. doi:10.1002/ert.20278 18) Tyler, K. (2007, May). The tethered generation. HR Magazine, 41-46. 19) Simoneaux, S., & Stroud, C. (2010). Bridging the Generation Gaps in the Retirement Services Workplace. Journal Of Pension Benefits: Issues In Administration, 17(2), 66-75. 20) Mannheim, Karl. (1952 & 1923). “The Problem of Generations.” In Essays on the Sociology of Knowledge, ed. and transl. Paul Keeskemeti. London: Routledge and Kegan Paul. 21) Massey, M. E., & Rodgers, J. (1986). The Massey triad. [Des Plaines, IL]: VPH 22) Bucher, Richard D. (2000). Diversity Consciousness: Opening Our Minds to People, Culture, and Opportunities. Upper Saddle River, NJ: Prentice-Hall Inc.
7
23) O'Bannon, G. (2001). Managing Our Future: The Generation X Factor. Public Personnel Management, 30(1), 95. 24) Cox, J., & Holloway, M. (2011). WORKSHOP ON KNOWLEDGE TRANSFER IN A MULTIGENERATIONAL BUSINESS ENVIRONMENT. Review Of Management Innovation & Creativity, 4(10), 23-33. 25) Kulesza, C., & Smith, D. (2013). Reverse Mentoring--Something for Everyone!. Strategic Finance, 95(4), 21-63. 26) Scheindvers, Barsoux, J. (1997). Managing Across Cultures. Great Britain: Biddles Ltd. 27) Nichols, R. & Bartolome F. (1999). “Harvard Business Review on Effective Communication” Boston MA. Harvard Business School Press. 28) Robbins, P & Jude, T. (2009). “Organizational Behavior.” Upper Saddle River: NJ. Upper Saddle River: NJ. Pearson Prentice Hall.
8
