Multigenerational Workplace Research

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As demographic composition of most countries changes, managing multigenerational workplace has become an integral section of human resource management. Scholars agree that effective management of multigenerational team of workers and intergeneration conflicts at the workforce are essential for the success of businesses and organization. Bursch and Kip (2014) notice that most organizations are currently having a mixture of generation X, Y, baby boomers and Generation Z in their workforce. In numerous studies, researchers have described the differences amongst these generations regarding motivation, workforce expectation, attitudes and workplace behaviors. For instance, Bursch and Kip (2014) observe that Baby Boomers are motivated by rank, wealth, and prestige some thing which makes them have a strong work ethics. On the other hand, Generation X is result-oriented and value flexibility at their place of work. Generation Z values its impact in the world more than its work. Also, it is also a generation that is much into technology and to have and maintain them; one must improve the level of technology that suits them.

Scholars and experts, including Namita (2012), Iden (2016) Legas, Matthew, and Cynthia Howard Sims (2012) and Klaffke (2015) underscore the tremendous effects effective management of multigenerational workforce can have on the efficiency and productivity of an organization. For instance, Namita (2012) emphasize the importance of multigenerational management in achieving maximum output from employees while Klaffke underscores the importance of a diverse workforce. According to Bursch and Kips (2014) reported that managing multigenerational workforce effectively improve corporate culture; it also improves competitiveness, boosts employee engagement and morale as well as improving employee retention at the place of work.

Due to the fundamental contribution a multigenerational workforce can provide to an organization, various organizations have designed strategies and techniques to ensure they achieve maximum output from each generation. According to Iden (2016), addressing the challenges of a multigenerational workforce requires creative engagement practices which involve understanding the employees and introducing practices are appealing and favorable to all the generations. This is essential as it has been noted earlier; having practices that are favorable to all the generations is much important and fruitful to the organization. Additionally, mentoring and training programs aimed at providing the employees with information and ideas on how best to interact despite their generational gaps can improve a sense of organization identity. The importance of training is also emphasized by Klaffke (2015).Klaffke analyzed best practices from the United States of America as far managing of the multigenerational workforce is concerned. He noted that diversity training forms the backbone of all other strategies. Another measure proposed is the change in office structures to suit the needs of all the generations within the organizations. This is because of the different generations have their specific needs when it comes to office structure. For example, the younger generation will feel comfortable in a place which is well reached with all forms of modern technology. Without this, the younger generation will feel out of place and uncomfortable. As a matter of fact, communication is an essential element to the success of any organization or entity, and if not emphasized, then the success of the organization is compromised. Miscommunication between the generations is one of the major problems affecting many workplaces, especially in the United States of America (Legas & Cynthia, 2012). Miscommunication causes conflicts and production breakdown at the workplaces. It is evident that different generations have different communication strategies and preferences. For instance, while young employees may embrace technology-based communication and innovation, the senior employees may prefer traditional methods such as memos and letters. Legas and Cythnia (2012) further reported that inter-generation competition is a major cause of conflicts in a multigenerational workforce. Namita, therefore, insists that there is a great need to find ways in which the organizations can well engage the generations for maximum output. I agree with Namita’s findings that one of the best strategies to effectively manage multigenerational workforce is to create an all-inclusive work environment and culture. According to Namita (2012), an all-inclusive workplace entails the way the leaders interact with the employees and how they address or communicate with them. This should be structured in a way that all the generations at the workplace will feel comfortable and appreciated.

In conclusion, there is a consensus among leaders and managers that competence in managing multigenerational workforce is essential for 21st leaders. Employees’ demographics are changing, and as more young people enter the job market, there is a great need to ensure their potential is exploited effectively. Scholars agree that multigenerational workforce present numerous opportunities including improvement in corporate culture, organizational competitiveness, boosts employee engagement and morale as well as improving employee retention. Effective management of the diverse workforce requires adequate training, effective communication structures and channels, mentoring programs, and knowledge transfer.


Bursch, D, & Kip (2014).Managing the Multigenerational Workplace. University of North Carolina Executive Department.

Iden, R L(2016). Strategies for Managing a Multigenerational Workforce.Dissertation. Walden University.

Klaffke, M (2015). Managing the Multigenerational Workforce: Lessons German Companies Can Learn from Silicon Valley. The University of California, Berkeley, 2015.

Legas, M, & Cynthia H (2012). Leveraging Generational Diversity in Today’s Workplace. Online Journal of Workforce Education and Development, vol.5, no. 3, 2012, p. 1.

Namita R (2012). Engaging Generations at Workplace. Society for Human Resource Management, vol. 1, no. 1, 2012, pp. 1-8.

October 20, 2021

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