Understanding the impact of generational issues in the workplace

James B. Bennett · Michael Pitt · Samantha Price

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Generational Differences and Trends Facilities and Workplace Management Corporate Management and Leadership

Abstract

Purpose Now there are four generations of people sharing the workspace, each group brings different views, expectations, desires, dreams, values and ideas about work and life. This paper will examine how four generations work together in different ways and explores organisational strategies for managing the transition of knowledge through the generations. The factors of team working, mentoring and the design of the physical and virtual workplace are considered. Design/methodology/approach The paper is an examination of the workplace using a literature review. The content reviewed explores the characteristics of each generation, their cultural values and identity and the method to incorporate this into strategy, workplace design and workplace productivity. Findings The results of the paper demonstrate that it is vital for organisations to actively facilitate the transition of knowledge which is currently taking place within the multi‐generational workplace. The findings demonstrate that the changing pattern of work and life dictate that organisations have to adapt their culture to meet the demands and expectations of new generations in the workplace. Research limitations/implications The paper does not look at workplace scenarios as a possible method of testing the theories suggested. Practical implications By understanding the make up of the workforces, facilities can be adapted to take advantage of employee characteristics which may lead to productivity improvement. Originality/value The link between the transition of knowledge and the management and design of facility space is made. Embracing workplace styles of flexible work locations, informal and fluid use of space, space for mentoring and team work, fun, open collaborative spaces, plug and play technological environments and non‐hierarchical organisational structures are just a few of the strategies which will have to be implemented in order to attract and retain high performance individuals.

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References

1998The Human Equation: Building Profits by Putting People First.1998Virtual teams: Technology and the workplace of the future 2005From high maintenance to high productivity 2007Understanding generational differences for competitive success 2008Engaging a new generation of graduates 200713_2_30: Experiences, perceptions and expectations of retail employment for Generation Y 2005Leadership style 2007Towards a model of human resource solutions for achieving intergenerational interaction in organisations

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