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Four aspects of diversity
Diversity, inclusivity and differentiation
The Positive and Negative Effects of Diversity
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The Business Case for Proactively Managing a Multigenerational Workplace
There are bottom-line benefits for organizations that proactively address multigenerational issues in the workplace, according to the AARP report Leading a Multigenerational Workforce (Murphy, 2007). Those benefits include:
Improved Corporate Culture
HR and talent management professionals who take the time to educate employees on generational issues will improve intergenerational understanding, multi-generational inclusiveness, respect, and productivity.
Improved Competitiveness
Education about the generations reduces age discrimination and alleviates potential organizational “brain drain” as older generations leave the workplace.
More Effective Recruitment
Recruiting
messages specifically tailored to each generation will attract talent across generations. Improved Employee Engagement and Morale Managers who know how to motivate employees from different generations will improve employee engagement and morale. Better Employee Retention Organizations that effectively manage generations will find happier, more engaged employees, and this will result in improved employee retention (Murphy, 2007). That same AARP report cited the following benefits of multigenerational work teams: Multigenerational teams are more flexible. They can gain and maintain more market share because they reflect the multigenerational market. They make better decisions because they have received broad-based input from multiple generational perspectives.
The millennial generation is made up of people that were born from 1978-1999. People from older generations say the millennial generation people are growing up being unprepared for the real world. In an article titled “The Tethered Generation” written by Kathryn Tyler she talks about why the millennial generation is so different than any other generation. She also explains how they depend heavily on their parents well into adulthood. In this article Tyler allows the reader to see why HR professionals are worried about the millennial generation entering their work force. Using Toulmin’s schema the reader can judge the effectiveness of Tyler’s essay to the audience, and this schema is used to persuade the audience to
Have you ever worked for a company that has a mixed age of workers? The article, “What Happens When Millennials Run The Workplace?” published in The New York Times in March 2016 is about millennials starting a business and running a successful website. According to Dictionary.com, a millennial is, “a person born in the 1980s or 1990s, especially in the U.S.; a member of Generation Y”. The website “Mic” was created about five years ago in New York. It was created to appeal to millennials and to provide a new type of work environment for millennials. “Mic” has one-hundred six people on their staff writing stories like “When Men Draw Vaginas” or “Don’t Ban Muslims, Ban Hoverboards”. Even though this company was created to appeal to millennials,
Workers are often pitted against each other in the work place as a form of competition. One division that is commonly seen is gender and race, but there is also a divide concerning age that isn’t discussed as frequently. Baby Boomers are those who was born between 1946-1964, when WWII soldiers came back home, settled down and started the “Baby Boom”. While Millennials are those born around 1981-2000, and have a similar population size as Baby Boomers. In the workplace, Millennials are categorized as being bad workers due to how they were raised in sheltered lifestyles and require a different environment than the previous generation, but that is not accurate. Even though the two generations view work different, sometimes to the point of conflict,
Smola, Karen Wey, and Charlotte D. Sutton. "Generational Difference: Revisiting Generational Work Values for the New Millennium." Journal of Organizational Behavior 23 (2002): 363-82. JSTOR. Web. 28 Mar. 2012. .
Age discrimination has long been present in society due to the rapid development happening around us. According to Farney, Aday & Breault (2006), this era of ageism is defined as "discrimination against any age group", but it often is pointed to age discrimination among adults which is slowly causing a negative effect for them in the workplace. In the workplace, adults with more experience and longer history behind them are targets of this ageism belief that companies and employers tend to have (Farney, Aday, & Breault, 2006). They are shunned and even fired in favor of accepting new and fresh faces for the company they have worked for. Unknown to most companies and employers, this notion of favoring the young and banishing the old can cause them a lot of losses in terms of business, economy and individually if this continues on. For this paper, it is my fervent belief that this concept of age discrimination in the workplace can be stopped if there is a proper decorum on addressing the importance of older employees in the workforce and the discussion of the possible consequences of continuing this age discrimination practice and how revise the current recruitment system so that employees are given equal opportunities and not fire them just because of their ages.
The focus of this paper is to elaborate on the changing landscape of work in America during the twenty-first century. According to the researchers, as the economy continues to slowly recover from the recession and economic crisis, more of our baby boomers are reentering the workforce. In addition to the introduction of automation and computer technologies into the workplace, this has dramatically changed the nature of jobs for the older workers (Czaja and Sharit 2009). As stated in the Government Accountability Office in 2006, the number of workers over age 55 is projected to increase significantly over the next 20 years. Evidence shows that ageism, stereotypes, and misinformation about our older population continue to be major issues across
For example, it would be more suitable to ask a 25-year old individual to be in charge of website editing rather than a 50-year old individual who is far more experienced in the marketing industry. Segregating skills and knowledge that each individual has will result in a more effective company. Hence, multiple generations will be able to communicate with one another smoothly; contributing to a stronger company identity.
Ageism in Today’s Society The definition of discrimination, as described by Merriam-Webster Dictionary, is “prejudiced or prejudicial outlook, action, or treatment.” While there are many forms of discrimination in the workplace of today, there is only one type that this paper is concerned with, and that is age discrimination. The analysis of Ageism can be broken down into different parts: the meaning, types, causes, ways to prevent or stop Ageism, as well as the benefits of reducing Ageism. Dr. Robert Butler was the man who coined the term “Ageism” in 1986.
The ability to integrate generations will be a significant interpersonal skill set requirement of those in Human Resources. The Manager of Employee Engagement develops engaging and prompt manners to determine employee satisfaction and receive feedback focusing on the lean towards specialization in the workforce, along with the need to retain talent (Guppta, 2016). The Director of Learning is in charge of “designing voluntary or mandatory training programs, and bridging virtual and in-person training sessions and exercises (Guppta, 2016).” The internet allows HR to search a broader base of potential employees by using online job postings and online recruiting companies such as Monster.com or CareerBuilder.com.
Generational Differences within the Workforce The U.S. Consists of four working generations; Traditionalist, Baby boomers, Generation X, and Millennials. There are great differences in the way these generations manage certain life aspects such as viewpoints, morals, values, work ethics, thinking patterns and experiences. These differences can cause conflict within the work place. The needs of employees differ and the workplace is becoming more diverse as the years pass. Some possible conflicts within the generational gap within the workforce include, attitude towards work, motivation, loyalty towards the employer, respecting authority and training styles and needs (Tolbize, 2008).
...The importance of the generational mix within an organisation is that it brings about inclusivity and helps generate new innovative ideas that could bring the organisation to its sustained competitive advantage. With each age group with its expectations by interacting with one another, there is knowledge and experience exchange.
For the first time in history, there are four generations of people working side by side in the workplace. Think about your place employment and the different people who work there. It is sometimes hard to get your point across to someone in a different age generation. This especially becomes a problem in the supervisor employee relationship. In order to effectively communicate with your peers, you have to understand the context in which they view the world. This problem is a real concern for managers. There has even been a Center for Generational Studies created.
Zemke, Ron. (2013). Generations at Work: Managing the Clash of Boomers, Gen Xers & Gen Yers in the workplace. Edition #2.
Timm, Bartholomew J. "Cross-Generational Management | U.S. Chamber Magazine." U.S. Chamber Magazine | Business News, Commentary, Opinion, How-To, Policy/Advocacy, Profiles, And Economic Information. 1 Sept. 2007. Web. 23 June 2011. .
In addition, human resource management has to be business savvy and think of themselves as strategic partners in the 21st century. Multi-generational workforce.... ... middle of paper ... ...