Summary 1

Summary

Generational gap is a key driver of business talk due to the fact that a new generation is

forming the largest percentage of employees. This has been highlighted by both mainstream

media in across the world as well as researchers across the world .

By May 2015, there was acclaim of the millennial Generation having highly surpassed

the Gen x having been the highest population in the U.S job market according to an internet post.

This phenomena is seen to continue thriving due to anticipated retirements due to inability of

earlier generations being unable to harmoniously work with the new generation. Therefore unless

radical measures are made to ensure workers accommodate one another, productivity in the

workplace is seen to be negatively affected. There is also a general trend of the labor force of

different millennial generations to work up the job ladder in an attempt to avoid older

generations of colleagues in the workplace.

There is an outcry in the technological attitude displayed by different millennial as there

is believe among college students that the internet is a near human need. This also has seen shift

in culture in the workplace with older labor having to cope with new ideas from new recruits a

move seen to give them impetus in the job market.

Statistics indicate that approximately 73 million millennial members who are better educated as

opposed to past decade.

Educators too have shifted with the style of student interaction too shifting. Students

appear to derive a different type of motivation and adapt to educational procedures.

Organizations therefore are now training their own staff to suit the dynamics. Youths in the Age

bracket of 18-24 years that they can keep their jobs despite absence of satisfaction. Contrary,25-

35 year olds got their job satisfaction based on their perception of the culture as being positive.
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This population indicates that they would stay longer in the job environment. Therefore the

conclusion here has been not a generational issue but rather age.36-49 year olds too looked to

agree with 25-35 year olds in that provided that the culture of the workplace was positive, then

they were motivated and good to perform. Basically, Gen x groups do not base their commitment

to jobs based on the culture of the workplace (Stewart et al., 2017 pp.45-54.).

The culture of a work place has a correlation with job satisfaction, personal performance

and the commitment of the workplace. The length of employment was not a factor that

determined organizational commitment. At work, culture is very concrete for commitment of

millennial workers. Some work parameters like satisfaction, rate of turnover, and commitment

differences appear to occur across the different generations.

With the dynamic workforce is seen to motivate organizations to change the management

and motivation of their labor force. After adulthood, evolution of policies in the work place took

place. This was necessitated by factors like adjustments in retire and health care expenditure

although the millennial worker was still stereotyped as being lazy, lacking focus, arrogant and

generally lacking etiquette (Stewart et al., 2017 pp.45-54).

Research surveys indicate a general tendency of millennials to show desirable

characteristics as opposed to their older counterparts. A suggestion therefore to amend the work

place culture and appraisals focusing on positive contributions would enable a better workplace

environment. Millennials are seen to seek team work, with clear communication and feedback.

Generally, on duty performance, Baby Boomers are seen to do more than the boss asks

while millennials tend to do their minimum. As per PriceWaterHouseCoopers, every generation

of workers has similar reasons for firm loyalty with millennials having expectations of rewards

the number of such expectants soaring to 41%. Older worker on the contrary view this as mere
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arrogance and selfishness. Finally, development of communication should recognize all effort

by both old and young workers. Motivation of workers in form of individuals or group improves

performance without forgetting that organizational culture deeply influences both the old and

younger workers (Stewart et al., 2017 pp.45-54.).

References

Stewart, J.S., Oliver, E.G., Cravens, K.S. and Oishi, S., 2017. Managing millennials:

Embracing generational differences. Business Horizons, 60(1), pp.45-54..