Background of the Problem
Each generational cohort brings different work values to the workplace (Brown-Crowder, 2017). Influential events and developments in technology have shaped work values in differing ways from one generation to the other. Organizational researchers are trying to understand the work values of generational workers as they have found values play an essential role in the behaviours of individuals that affect their attitudes, motivations, and perceptions and are a factor in influencing positive behaviours and motivation within the workplace (Ueda & Ohzono, 2012). Some studies have examined the work values of generational workers and found little distinguishing work values of one generation from other generations (Eskilson & Wiley, 1999). In contrast, others concluded that work generational experiences more influence work values than age and maturation (Wey Smola & Sutton, 2002). Work values can be seen as a source of motivation influencing the attitudes, behaviours, and perceptions of workers regarding their work and can influence organizational outcomes in a positive manner (Ueda & Ohzono, 2012). Further study is needed to understand and explore the work values of generational workers and their influences on organizational outcomes (Retzloff, 2010).
People from many generations comprise the workforce, and each has particular work values and beliefs that influence how they view their work. Work values are people’s attitudes and ideas about work and the workplace. They affect how people view their jobs and their value to various work areas, such as professional advancement, work-life balance, and job happiness. Researchers and practitioners have identified the impact of work values on work-related attitudes and behaviours as a crucial element influencing people’s performance and productivity at work (Ueda & Ohzono, 2012).
Managing a workforce that spans multiple generations and has varying work values is one of the firms’ most significant problems. Organizations need to understand the work values of their employees to increase productivity, employee satisfaction, and retention as the workforce ages and experiences more diversity. It can be difficult for businesses to accomplish their goals because of the disparities in work values between generations, resulting in disagreements, miscommunication, and a lack of cohesion in the workplace (Wey Smola & Sutton, 2002).
For several years, scholars have been interested in the impact of generational cohorts on work values. The work values particular to each generation and how they affect organizational outcomes have been the subject of studies. These investigations’ findings, however, still need to be clarified. According to several research types, generational workers’ work values are similar from one generation to the next (Eskilson & Wiley, 1999). According to other studies, workers’ generational experiences have a more significant impact on their work values than their age and level of maturity (Wey Smola & Sutton, 2002). Understanding the work values of each generation is essential as firms become more diverse and employ workers from many generations side by side. Understanding and embracing the many work values of each generational cohort can improve employee engagement, productivity, and organizational performance (Brown-Crowder, 2017).
Work values are people’s views, attitudes, and ideals about their work and the benefits they hope to derive from it (Ueda & Ohzono, 2012). Many variables, such as societal and cultural influences, technology developments, and generational experiences, have influenced these ideals. Since values significantly impact how people behave, influencing their attitudes, motives, and perceptions, organizational academics have been attempting to understand the work values of generational workers (Ueda & Ohzono, 2012).
Recent years have seen a considerable increase in the number of research examining the idea of generational disparities in the workplace. The results, however, have been mixed, with some studies suggesting that there is little difference between the work values of one generation and those of other generations, while others have concluded that generational experiences have a more significant impact on work values than age and maturity (Eskilson & Wiley, 1999; Wey Smola & Sutton, 2002). Notwithstanding the mixed results, research has repeatedly shown that work values can be a source of motivation impacting employees’ attitudes, behaviours, and views of their work (Ueda & Ohzono, 2012). Understanding the work values of different generations can help organizations create a more positive work environment, leading to better job satisfaction, employee retention, and overall organizational outcomes (Retzloff, 2010).
Technology is one of the most important variables affecting how various generations value their jobs. Technological improvements changed how work is done, with new tools and procedures needing various skills and competencies. Younger generations tend to be more at ease with technology and more willing to support its usage in the workplace since they have grown up in a society where it is omnipresent (Brown-Crowder, 2017). On the other hand, older generations could be averse to change and have difficulty adopting new technologies, which can cause friction and tension at work. The social and cultural milieu in which people grow up also has a bearing on work ideals. For instance, the Baby Boomer generation grew up amid the Cultural Revolution and economic affluence, which influenced their emphasis on individualism, autonomy, and self-expression. The millennial generation, in comparison, was raised in a more multicultural and connected environment, which resulted in a focus on cooperation, teamwork, and social responsibility (Brown-Crowder, 2017).
Each generation’s work ethic can significantly affect organizational outcomes. For instance, organizations that encourage teamwork and social responsibility might appeal more to Millennials who value these characteristics in their workplace. On the other hand, Baby Boomers might be more drawn to organizations that value independence and self-expression. Organizations may create a work environment that is more appealing to all employees and improve job satisfaction and employee retention rates by understanding the work values of each generation. Despite the significance of comprehending the labour ideals of many generations, there has yet to be much in-depth research on the subject. While some research has been on the subject, most have emphasized quantitative techniques, which might not adequately represent the subtle and complicated nature of work values. Qualitative exploratory case studies that explore the underlying beliefs, attitudes, and principles that shape these values can give a more profound knowledge of the work values of various generations.
Purpose of the Study
This exploratory case study will explore how a multigenerational workforce of Baby Boomers, Generation X, Millennials, and Generation Z describe work values and their influence on organizational outcomes. The population for this exploratory case study consisted of employees selected through random sampling. The sample was purposefully selected to include 18 years and older employees who have been working for at least five years. The participants shared their experiences on their views and perceptions of the work values of their generational co-workers and their influence on organizational outcomes.
Generation Z is the new generational employees introduced into the workforce. The expectations of Generation Z employees are vastly different from the other generations (Hsieh, 2018). Each generation has attitudes, values, and beliefs, so others challenge them with varying views. A manager must handle workers with different ambitions, mindsets, views, work ethics, and work styles to give individuals and their organizations a competitive advantage (Rajput et al., 2013).
With the addition of Generation Z employees, help will be needed to understand generational work values and their influence on organizational outcomes to foster collaboration and communication, strengthen relationships and alleviate difficulties in conflict and misunderstanding of generational cohorts to help enhance cooperation and organizational cohesion in achieving organizational outcomes (Dato’Mansor & Hossan, 2021).
The issue is that corporations may find it challenging to manage a staff of different generations. Conflicts and misunderstandings may occur due to the various attitudes, values, beliefs, work ethics, and work styles of different generations, which hinder collaboration and organizational cohesion in attaining organizational goals. Organizations need to comprehend how the values of each generation affect employees’ behaviour, attitudes, and job satisfaction, as well as how these factors affect organizational outcomes as they hire more Generation Z workers. Unfortunately, there need to be more studies on how the work values of various generations affect organizational outcomes, which makes it challenging for firms to develop efficient management techniques for a varied workforce.
The difficulties of managing a workforce with various generations have been emphasized in several studies. For instance, Rajput et al. (2013) suggested that various generations have different expectations and preferences in the workplace, which can cause conflict, miscommunication, and misunderstanding. In addition, Generation Z workers’ entry into the workforce has brought new expectations and demands that are radically distinct from those of the preceding generations (Hsieh, 2018).
Despite the growing interest in generational differences in the workplace, little is known about the effects of these differences on organizational outcomes. According to Dato’Mansor and Hossan (2021), businesses must comprehend how generational work values affect organizational outcomes to enhance collaboration and communication, build connections, and resolve conflicts and misperceptions amongst generational cohorts. As a result, this study intends to investigate how a multigenerational workforce expresses work values and their impact on organizational outcomes, emphasizing the contribution of Generation Z workers (Thach et al., 2021). Organizations can improve cooperation and organizational cohesiveness in accomplishing organizational goals by addressing this research challenge and developing practical solutions to manage a diverse workforce.
Significance of the Study
The four generations in this study have varying work values, which can cause conflict when working together (Deal & Levenson, 2016). The significance of this study is to understand the work values of generational workers (Baby Boomers, Generation X, Millennials, and Generation Z) and how their work values influence organizational outcomes (Hernando et al., 2019). There must be an understanding of the views and values of generational cohorts to allow different generations to increase their appreciation of one another. There must be a way for better communication and collaboration between generations to help build a sense of acknowledgement and appreciation that is imperative for promoting teamwork and diversity within an organization (Weeks & Schaffert, 2019). There must be an understanding of the differences in values to help managers and leaders manage the diverse attitudes, behaviours, perceptions, and work styles of generational employees that will help in achieving organizational outcomes, goals, and objectives. This study can help develop new and innovative methods for leading a multigenerational workforce within an organization (Al-Asfour & Lettau, 2014).
The study on how generational workers’ work values affect organizational outcomes and how those values are understood is vital in several ways. First, it adds to the knowledge and scholarly research in organizational behaviour and management. The study offers insights into how businesses may foster an inclusive and collaborative culture by examining the variations in work values between generations. This study’s results can guide future research on managing a multigenerational workforce, which is crucial as more and more generations coexist in the workplace.
Second, the study’s potential to advance practice makes it significant. Using the study’s findings, practitioners can build and apply strategies for successfully managing a multigenerational workforce. Managers and leaders can improve communication, teamwork, and a sense of gratitude for one another’s achievements by better understanding the work values of various generations (Yawson & Yamoah, 2020). Employee engagement, job happiness, and productivity may all rise. The study’s practical consequences are especially important for HR specialists, managers, and team leaders overseeing a diverse workforce.
Thirdly, the study’s influence on policy also adds to its significance. The results of this study can be used to inform laws and policies that support equality, diversity, and inclusion in the workplace. Policymakers can develop policies that address the requirements and preferences of a multigenerational workforce by knowing the work values of various generations. Policies could be created, for instance, to enable flexible work arrangements that consider the various work preferences and styles across generations.
Fourth, the study’s importance rests in strengthening relationships between different generations. People from different generations might gain a stronger appreciation for one other’s contributions and viewpoints by knowing the work values of other generations (Creswell, 2003). It can foster workplace teamwork, collaboration, and innovation while reducing generational friction. Promoting respect, understanding, and empathy between generations can be made more accessible by being aware of the values that different generations hold dear.
Precisely, the importance of this study resides in its contribution to the scholarly literature and research in the area of organizational behaviour and management, as well as in its potential to enhance practice, policy, and intergenerational interactions. The results of this study can be utilized to drive future research, shape legislation and direct practice, and advance workplace inclusion, diversity, and collaboration. The significance of this study is especially pertinent given the growing significance of managing a multigenerational workforce and the requirement for businesses to foster an inclusive and collaborative culture.
Conceptual Framework
As organizations become more diverse through generational workforces, a focus on generational differences has been receiving much attention (Lyons et al., 2015). A conceptual framework is an analytic tool using variables to help comprehensively understand a phenomenon. A conceptual framework would be appropriate to study the work values of generational workers (Baby Boomers, Generation X, Millennials, and Generation Z) and their influence on organizational outcomes. The conceptual framework used for this study will include generational cohort theory, Mannheim’s theory of generations, and Strauss and Howe’s generational theory. The generational cohort theory is a theory on distinguishing generations by specific time periods in which individuals were born and raised (Hemlin et al., 2014). Mannheim’s theory of generations is a theory of generational cohorts experiencing events during a distinct period in which they change in response to a significant event(s) (DeChane, 2014). Strauss and Howe’s generational theory is one in which the earlier generations have a more significant influence over the new generations (DeChane, 2014).
Generational Cohort Theory
A generational cohort theory theoretical framework describes the distinguishing traits of various generations according to when they were born and raised (Hemlin et al., 2014). According to this theory, every generation has a distinct set of values, beliefs, and attitudes influenced by the era’s social, political, and economic conditions (Reisenwitz & Fowler, 2019). As a result, generational workers may have different work values depending on their generation, and these variations may affect organizational outcomes.
The ability of generational cohort theory to account for variances in work values and behaviours is one of its main benefits. For example, Baby Boomers are renowned for their tenacity, fidelity to their companies, and great regard for job security. On the other hand, Generation X is more inclined to value independence, flexibility, and a work-life balance. While Generation Z appreciates variety, technology, and innovation, Millennials frequently prioritize personal fulfilment, teamwork, and social responsibility (Lyons et al., 2015). Organizations can tailor their policies and procedures to attract, retain, and encourage employees across different generations by understanding these generational variances in work values.
The oversimplification of generational variation is one of the generational cohort theory’s drawbacks. There can be significant variety within a generation depending on criteria including colour, gender, ethnicity, and socioeconomic level. Members of a generation do not necessarily have the same values, beliefs, or experiences (Hemlin et al., 2014). Moreover, the idea emphasizes generational differences over commonalities, which can lead to prejudices and intergenerational conflict.
Mannheim’s Theory of Generations
According to Mannheim’s theory of generations, generational cohorts are influenced by historical occurrences and social shifts over a specific period (DeChane, 2014). According to this hypothesis, significant occurrences like wars, economic crises, and social movements can significantly influence a generation’s values, beliefs, and attitudes. As a result, each generation is characterized by its reaction to these occasions and the resulting social and cultural changes.
The capacity of Mannheim’s theory of generations to explain why particular generational cohorts share comparable attitudes and views is one of its main advantages. For instance, the Vietnam War, the feminist movement, and the civil rights movement significantly impacted the Baby Boomers’ principles of equality, social justice, and personal freedom. The emergence of new technology, the development of globalization, and the dissolution of the Soviet Union all impacted the values of pragmatism, adaptability, and scepticism held by Generation X. (Lyons et al., 2015). Organizations can better understand their employees’ work beliefs and behaviours by knowing the historical events that influence each generation.
However, one of the drawbacks of Mannheim’s theory of generations is that it can be challenging to apply to social and cultural environments undergoing rapid change. The values and beliefs of generational cohorts can change throughout time in reaction to new experiences and events because they are not static entities. Moreover, the idea frequently overstates the impact of historical occurrences on generational attitudes while downplaying the importance of other elements, including family upbringing, education, and personal experiences.
Strauss and Howe’s Generational Theory
According to Strauss and Howe’s generational theory, each generation has its own distinct set of traits impacted by the generation that came before it. According to DeChane (2014), this idea contends that each generation has a unique personality that is influenced by the experiences of their parents and grandparents as a whole. According to Strauss and Howe, these shared experiences mould each generation’s values, attitudes, and behaviours, which in turn affect the society in which they live. Because it contends that the attitudes and behaviours of earlier generations can impact those of following generations, this theory is particularly pertinent to understanding the work values of various generations.
Ultimately, generational cohort theory, Mannheim’s theory of generations, and Strauss and Howe’s generational theory will all be included in the conceptual framework for this study. These ideas offer a framework for comprehending how various generations approach the workplace and how it affects organizational outcomes. By utilizing these theories, this study sheds light on the distinctions and overlaps within generational workforces and offers tactics for successfully leading and managing such a workforce.
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