Generational Differences In Work Values In The Workplace

Neha Kinger · Satinder Kumar

15 citations0/0 files storedFolia Oeconomica Stetinensia

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Generational Differences and Trends Job Satisfaction and Organizational Behavior Retirement, Disability, and Employment

Abstract

Abstract Research background Generational differences in work values, specifically in India, are now having an impact on organizational effectiveness and workplace environments. Even though a wide range of perspectives, experiences, and skill sets might be valuable to a business, generational mixing can also lead to conflict and a lack of agreement in the workplace. Such disagreements have a negative effect on the workplace since they reduce productivity and negatively damage employee morale. To solve the problems of inefficiency caused by the generation gap, different generations in the workplace must understand the differences between the three generations and be able to get along with each other. Purpose Examining the differences between three generations in the workplace is the purpose of the study. The study also aims to examine how different generations have different work values. Research methodology To examine the current situation in IT companies of Delhi and NCR. A total of 450 employees completed a questionnaire. Baby Boomers were defined as those born between (1946–1964), Generation X was born between (1965-1980) and Generation Y was born between (1981–1996). The values of status and freedom at work were more important to the younger group than to the older group. Results There were significant generational differences, with Baby Boomers having higher status values and extrinsic values in organizations than Generation X and Generation Y. Values have an important role in directing behaviour and improving work motivation. An organization’s work values and expectations must be clarified to workers, and values must be flexible enough to satisfy the demands of various employees. Novelty Furthermore, Generation Y is the first generation that has grown up with the Internet; as a result, they consider working together virtually to be standard procedure.

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References

2000Multigeneration Employees: Strategies for Effective Management 1999Basic Individual Values, Work Values, and the Meaning of Work 2008Generational differences in work values, outcomes and person‐organisation values fit 2008Generational differences: An examination of work values and generational gaps in the hospitality workforce 2003The Value of Organizational Reputation in the Recruitment Context: A Brand‐Equity Perspective 2010Millennials at Work: What We Know and What We Need to Do (If Anything)2011Generations at work: are there differences and do they matter?2020“ We aren't your reincarnation! ” workplace motivation across X, Y and Z generations

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