GENERATIONAL DIFFERENCES IMPACTING ADJUSTMENT

OF MILLENNIALS IN ORGANISATION

PROJECT REPORT
Submitted in partial fulfilment of the requirement for the subject of
BEHAVIOUR IN ORGANIZATION

By Group 5 (Section G)
Seema Dadlani- ABM15038
Ambrish Raigonde - PGP34303
Divyank Rastogi - PGP34313
Krishnika Agarwal - PGP34323
Pavan Nagendra - PGP34333
V.Renuka - PGP34343

Under the guidance of

Prof. Pushpendra Priyadarshi
Associate Professor of Human Resource Management
INDIAN INSTITUTE OF MANAGEMENT, LUCKNOW
August 2018
 ACKNOWLEDGEMENT

We wish to express our profound gratitude to Prof. Pushpendra Priyadarshi, for his valuable
support and guidance at every stage of our project. We are extremely thankful to him for
pointing us in the right direction and sharing his valuable time with us.

We would like to express our gratitude towards all the participants of the survey for providing
their valuable input.

Finally, we would like to thank our classmates for their support during the project.

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CONTENTS

INTRODUCTION AND LITERATURE.............................................................................................. 4

OBJECTIVE ......................................................................................................................................... 5

RATIONALE ........................................................................................................................................ 5

METHODOLOGY ................................................................................................................................ 6

DATA ANALYSIS ................................................................................................................................ 7

ANALYSIS AND CONCLUSION ...................................................................................................... 12

REFERENCES .................................................................................................................................... 13

APPENDIX I ....................................................................................................................................... 14

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INTRODUCTION

The entry of new generation in workplace impacts organisational culture in various ways.
Millennials have been in the workforce for a while now. They can be subcategorized into older
(28-30) and younger ones (20-27). There is a distinct difference in their workstyle and expectations
from the work they do, when compared to older generations in the current workforce. These
differences are a result of social, cultural and technological changes experienced by this generation
while growing up, finally culminating into generational differences. Acknowledging these
differences becomes extremely important in order to avoid any hindrances to growth and reduce
productivity of a team as a whole. It becomes extremely important to empirically measure these
differences and confirm their existence and extent. Identifying the major gaps will help better
manage the expectation of both generations and avert workplace conflict.
There have been various studies in the past elucidating differences in workplace values and
attitudes of two generations. Millennials are attributed to having greater job and organizational
mobility. They look forward to learning and enjoy different/challenging roles (Journal of
Managerial Psychology (Culpin et al., 2015), Lyons et al.(2015). Millennials have been observed
to be more entrepreneurial and open to adopting new and unconventional methods of problem
solving when compared to older generations.(Hatak et al. (2015). Crainer and Dearlove (1999)
asserted that millennials had lower level of organizational commitment. They are more committed
to work and are likely to leave the organization in wake of better opportunity. They would not shy
away from looking for employment opportunities if the level of job satisfaction is low owing to
poor work quality. They have a steep learning curve and the will to contribute impactfully whereas
Gen X has relatively greater organizational commitment.
These differences might prove beneficial at times and if acknowledged can be used in a
constructive manner. Organizations are able to function round the clock considering boomers
prefer 9-5 work shift while younger people prefer time flexibility and work during wee hours.
Another advantage is the variety of perspectives while making decisions. Every generation has a
different approach to problem solving and hold their own viewpoints. With the synergy of
experience, proper mentoring by GenX and, confidence, tech savviness of millennials, workplaces
can be made more holistic and efficient. The first step is to acknowledge the differences and

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 manage them constructively. Following study aims to identify these differences in context of
Indian workspaces.

OBJECTIVES

We are witnessing 3-4 different generations working simultaneously at workplace. With the advent
of multiple generations working simultaneously in a firm, there are different myths and stereotypes
regarding the different values, belief systems, preferences and working styles of different
generations, leading to higher conflicts within teams and difficulty in management of the
workforce.

In this study, we aim to study the following (all related to workplace):

1. Different stereotypes and myths related to different generations.
2. If different cohorts believe in the existing myths and stereotypes regarding their generation.
3. The perception of members of one generation about the preferences and values of the other
generations.
4. If the stereotypes associated with each generation are accurate.
5. The challenges faced by organizations due to the generational differences.
6. Advantages of generational diversity at workplace.
7. Ways to better manage the generational diversity.

As future managers, it is important for us to understand ways to best communicate and manage
the diverse workforce. If managed properly, we can leverage this diversity to improve
methodologies and efficiencies of the teams.

RATIONALE

There is a distinct difference in the workstyles and expectations of different generations. These
differences are a result of social-cultural and technological changes experienced by this generation
while growing up, finally culminating into generational differences. These tiny disparities hinder

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growth and reduce the productivity of a team as a whole, creating an unhappy workplace
environment.

The reason we picked the topic for our study is not only that it is the buzz of today, but also because
of our personal experiences while working at different firms. The members of our team have work
experience ranging from 2-4 years at firms of different industries operating at different scales.
During our discussions, we got to understand that all of us had either witnessed or faced the
problems arising due to discordance between different age groups. We wanted to explore this
avenue in a more systematic way.

The study is to find out if such problems are generic and what the other related problems are. The
inefficiencies in managing such a diverse workforce leads to reduced motivation among the
employees and higher attrition. Identifying the major gaps will help better manage the expectations
of different generations and avert workplace conflict.

METHODOLOGY

We analyzed multiple methods and frameworks that are available to conduct the study on
generational gap. In this report, we have adopted a quantitative approach or correlation method.
We used this approach because our study considers participants perceptions, interpretations of
real-life experiences and expectations. All these parameters can be quantified or categorized into
a set of options.

The study was carried out by floating a Google form with a list of questions (Appendix 1). Each
question was designed to achieve a certain objective or be part of a background data to correlate
the values of the participants. As part of the study, we are assuming the individuals were truthful
and honest in answering the questions.

We collected data from 150+ participants. It consisted of individuals from varied background;
managers, subordinates, experts and freelancers. The age group was divided in the ratio of 6:4:2

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of Young Millennial, Older Millennial and Gen X. All the individuals have their origin in India,
resulting in narrowing our study to Indian context.

DATA ANALYSIS

From our primary research, we studied the behavior of various generations towards changing jobs.
The analysis suggests, business managers are experiencing 80% turnover among the young
millennial, 20% among the old millennial and 10 % among the Gen X. This is a huge cost for the
company. It includes the cost of selection, recruitment, training, disruption in project flow, and
rehiring process. The reasons for such job changes are varied and dependent on the generation
value they hold. Going forward, the study presents the analysis of how they could reduce this by
understanding the generational difference which is one of the parameters.

Young Old
Reason for conflicts Millennial Millennial Gen X
between Generations (Age group 1) (Age group 2) (Age group 3)
Acceptance vs. non
acceptance of 30% 16% 20%
rules/regulations
Different perspectives 43% 21% 25%
Lack of Respect 12% 7% 5%

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 Extra working hours
age group 3 age group 2 Age group1

0-1 hour

1-2 hours

>2 hours

0% 10% 20% 30% 40% 50% 60% 70%

We tried to understand how both the generations balance their work life in terms of working extra
hours after 9 to 5 office hours. Contrary to the popular beliefs that Generation X strictly comply 9
to 5 working hours and millennial are more flexible in working for extended hours, our data is
presenting the contrary picture. Instead of millennials, it is Gen-X who are more comfortable in
spending more number of working hours (greater than 2 in the extended hours). Whereas
millennials are more inclined towards spending not more than 2 hours in the extended working
hours. Hence the concept of work life balance in terms of not working in extra hours is more
popular in the millennial as compared to the Generation X.

Preferred mode of communication

Phone Call

One on one meeting

Instant messaging

Email

0% 10% 20% 30% 40% 50% 60% 70%

Age group 3 Age group 2 Age group 1

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In this study we attempted to verify another stereotype that is associated with the millennial which
say that millennials are much more engrossed in the "instant messaging" as their most preferred
mode of communication than any other generation. But through this data it can be inferred that
when it comes to workplace communication, then both the generations have equally high
preference for e-mail as their most preferred way of communication and thus demystifying yet
another stereotype of millennial. However, it can also be interpreted from the graph that when it
comes to one on one personal interactions, millennial still have a long way to catch with the
Generation X. This may be probably because of the fact that millennial grew up with the gradual
introduction of instant messaging, texting, email, and other forms of written communication and
because they’re just as instantaneous & provide them the ability to think over their words, they are
more comfortable and precise communication forms particularly among the millennial.

Preference for flexible worktime

High

Medium

Low

0% 10% 20% 30% 40% 50% 60%

Age group 3 Age group 2 Age group 1

In this study we tried to link the work satisfaction that different generations perceive as a function
of their preference of getting flexible timings in their working schedules. In most of the industries
today, it is generally believed that millennial think they would be more productive in doing their
official tasks at home versus in an office and they would be more loyal to their employers if they
had flexible work options. Through this data, this belief is only reinforced while showing that
fairly large percentage of millennial showed interest in high preference for flexible work time as
compared to millennial.

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 Preference to work individually over teams

High

Medium

Low

0% 10% 20% 30% 40% 50% 60%

Age Group 3 Age Group 2 Age Group 1

Both the Gen-X and the Millennials prefer to work in team. This defers common perception held
by the people that the Millennials prefer to work individually. The Millennials favour leadership
roles and prefer team effort as it brings variety to the options and better results to the task.

Motivation at work place

Work culture

Team members/peers

Quality of work

Compensation

0% 10% 20% 30% 40% 50% 60% 70%

Age Group 3 Age Group 2 Age Group 1

As per the data, the source of motivation for Gen-X comes from the work culture and the company
of team members. For old Millennials the quality of work provides greatest source of motivation
which allows them to showcase their talent and grow up the corporate ladder. The young
millennials not just prefer quality of work but also better work culture and better compensation.

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 Conflicts due to Generational Difference

More than 50%

Less than 50%

About 50%

0% 20% 40% 60% 80%

Age Group 3 Age Group 2 Age group 1

It is a general perception among the Millennials that their ideas and working styles are not easily
accepted by the Gen-X due to generation gap. The survey suggests the other way. Less than 15%
of Millennials both young and old believe that much of the conflicts in the organisation occurs
due generational difference.

Acceptance of ideas by other generations

Easy

Difficult

0% 20% 40% 60% 80% 100%

Age group 3 Age group 2 Age group 1

It is generally perceived by one generation that it’s difficult for the other generation to accept its
ideas. But from the survey, the trend goes the other way. A larger percentage of both millennials
and Gen-X feel that their ideas are mutually accepted and respected in the organisation.

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 Confidence levels of other generations

Under Confident

Over Confident

Confident

0% 20% 40% 60% 80%

Series3 Series2 Series1

It is generally perceived that the millennials are over-confident which creates major problem while
working in an organization. But the survey results break this myth as a greater percentage of both
generations feel that the millennials are confident. They are bound to be so as they grow in a
competitive society and technologically advanced world.

CONCLUSION

The survey results tend to show that not everything that is perceived about the generational gap at
workplace exists, such as non-acceptance of ideas of one generation by the other, over-confident
nature of millennials, conflicts arising due to generation difference. As far as attrition rate is
considered, it should not come as surprise when taking into consideration of millennials vs Gen-
X. The millennials have grown up in a world that is fast moving and competitive. They crave for
more challenging roles in the absence of which job change trend would continue. It is generally
perceived that the millennials prefer working extra hours after office timings. But the survey result
tends to other direction. Millennials prefer not to work for more than two hours at as they focus on
a proper work life balance. Although millennials are tech savvy, but when it comes to
communication at workplace they prefer e-mails over instant messaging which is general trend
common to Gen-X. The millennials are yet to catch up Gen-X on one-on-one meeting. The
millennials prefer flexible work hours and work from home. The source of motivation for
millennials at workplace is not just monetary value they derive as the common perception is, but
they prefer quality of work, work culture and team members over the compensation they get.

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We can clearly say that the notion of generational gap at workplace causing adjustments of
millennials is not completely true. The Gen-X and the Millennials value each other’s ideas,
working style etc. Now the challenge lies ahead with the millennials to work in harmony with the
young millennials and upcoming generation Z.

Possible measures for better adjustment Young Old

of Millennial at workplace Millennial Millennial Gen X
Dialogue between generations 26% 1% 33%
Advice, models, examples, cases
19% 24% 27%
discussed in different forms
The problem to be discussed in school 7% 10% 20%

REFERENCES

https://search.proquest.com/docview/1850490213?pq-origsite=summon
https://www.emeraldinsight.com/doi/full/10.1108/SHR-08-2017-0052
https://ieeexplore.ieee.org/document/7934363/
https://search.proquest.com/docview/1967314710?pq-origsite=summon
https://www.emeraldinsight.com/doi/full/10.1108/JOCM-10-2015-0193

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 APPENDIX I

1. Age (mention in completed years)

2. Current/Last Industry
3. Your residential background
4. Current/Last Designation
5. How many extra hours do you generally spend working at workplace?
6. Number of jobs you have changed till now
7. You prefer to work individually than in groups
8. What motivates you most?
9. Completing fixed tasks within deadline (work time flexibility) is more important than spending
fixed work hours.
10. What is your preferred style of formal communication?
11. Rate your comfort level in adopting new technologies
12. Wearing casual clothing at workplace reflect casual attitude towards work?
13. How easily do other generations accept your idea?
14. What do you believe about the confidence level of the other generation?
15. What percentage of your conflicts do you think are related to the so-called generation gap?
16. Which of the following do you consider to be the main reasons for generation disputes? (choose
the most important 2)
17. Please underline 3 main areas of interest/activity in which the generation gap is mostly
experienced?
18. Please choose 3 of the following steps that you think are important to reduce conflicts due to
generational gap
19. In your opinion generational diversity promotes Team/Company performance
20. In your opinion generational diversity promotes Innovation
21. In your opinion generational diversity promotes Learning

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