A correlation between multi-generational workforce and employees' job performance

Abstract

(Introduction): Generally, companies nowadays are becoming more diverse in almost all aspects- gender, culture, education, beliefs, values, age or generation and some other more. Achieving work productivity in an organization may become challenging because of these diversities. Diversity is one of the latest buzz words and the success of a company relies on effectively managing these diversities found within an organization (Govitvana, 2001). Effective communication inside an organization may be harder than those during the earlier times because of the heterogeneity found within. One of the most overlooked diversities inside an organization is the diversity in generations. Organizations nowadays, according to Howe and Strauss, (2007), are comprised of three types of generations namely: Baby Boomers (1946-1964), Gen Xers (1965- 1980), and Millennials (1981- 1990). Multi- generational workforce, nowadays, is slowly becoming the trend. Few years ago, generations were separated at work by rank and status. Older employees were more likely to be in the top positions of the company. Middleaged employees were filling in the mid- management jobs, and the younger ones were most likely to be seen working in front line. People weren’t likely to rub elbows on a daily basis with those belonging in other age groups. However, nowadays, these different generations are working side by side, may they be under one department, to solve problems, make decisions, design products, manage projects, and serve customers (Murphy, 2007). “A generation is defined as a group of people born in the same general time span who share some life experience- such as big historical eventspastime, heroes, and early work experiences” (Weston, 2001, as cited by White, 2011, p.3). Generation gap analysts believed that these shared life experiences by different generational groups affect how they see and act differently in comparison with other generational groups; thus, generation gaps have emerged. These differences cause us to communicate differently and at the same time have different worldviews and perspectives on family and work-life balance (White, 2011). According to Hannam, (2011), this gap results to managers facing a set of challenges to engage the differences among his employees in order for them to work productively. The managers have to take full advantage of the knowledge of their workers and at the same time, getting them engaged on what work is and how it gets done. According to Sago, (2000), these different viewpoints by these generational groups have a direct impact on productivity in several levels. Failure in having intergenerational engagement negatively impacts employee interaction and productivity; in turn, the entire organization suffers as time, energy, and emotions are wasted dealing with these issues instead of focusing on the primary needs of the business. This paper aims to focus on the effects of a multi- generational workforce in the job performance and productivity of the organization’s employees. Accomplishing organizational goals and objectives is not easy given that there are generational gaps within the multi- generational workforce inside the organization. This paper would find the correlate having a multi- generational workforce among employees with their job performance and work productivity inside the organization. (No abstract)