Multigenerational Workforce: A Qualitative Analysis

Interview questions will be delivered to participants in logistical organizations on fort Bliss, Teaxas. The interview questions will be semi-structured in nature to feel how employees feel about the organization as a whole (Tran, Porcher, Tran, & Ravaud, 2017). Some expected results will show if flexible work practices along with employee rewards and recognition are successful techniques for managing a multigenerational workforce (Pinto et al., 2014). This may prove as a valuable tool for organizational leaders when it comes to rethinking of organizational policies and procedures for managing a multigenerational workforce (Deichmann & Stam, 2015).

The Kaiser-Meyer-Olin measuring of sampling will be used to analyze the data (Sager, 2015).

This qualitative research will contribute to the field of multigenerational workforce management by providing an insight into successful policies managing a multigenerational workforce. The research is to illustrate if good governance adds to a successful multigenerational workforce (Abdullah et al., 2016). Employees perform satisfactorily in a well-organized environment. Cornelis, Van Hiel, De Cremer, and Mayer (2013) illustrated that leaders should understand employee feelings concerning current situations and the need for employees to at least express their feelings concerning the situation at

Hammermann and Mohnen (2014) state benefit treatment motivate some employees. Alipour, Mohammed, and Martinez (2017) conveyed that a supervisor to employee relationship affects job attitudes and task performance. The authors’ also noted that supervisors form an expectation of employees at the time of hire. Cornelis et al., (2013) concluded conclude that work performance is higher when employees are in pursuit of reward and fair treatment.

Alipour et al. (2017) noted successful leadership action need to identify implicit leadership and followership theories. There are typical behaviors from leader and follower having differing views on organizational leadership (Alipour, Mohammed, & Martinez, 2017). Transformational and transactional leaders identify the appropriate leadership style to address in changing situations (Deichmann & Stam, 2015). Changes in circumstances call for the role of leaders to identify unpredictable changes (Allayarova, Kalashnikova, & Moiseenko, 2015). Deinert et al. (2015).

Definitions of Key