Generational Differences in the Workplace: Gen Z vs. Older Generations
There are different general differences in workplace environments. Some of these differences include generational differences for example a difference between Gen Z and older generations. These differences should be investigated in order to look for ways that will allow employees from different generations to work in a collaborative manner. if the differences are not considered, this leads to less involvement of the employees and as a result there is increased employee turnover. Employee turnover increase the expenses in training which can be reduced by listening to the employees and considering their differences during decision making process. These paper conducts and interview on two respondents one from Gen Z and from older generation and compares their views on different workplace environments.
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Interview questions
- Based on the work experience, describe your work expectations and levels of satisfaction. What role did your Human Resource Manager I (HR) have in your overall level of satisfaction based with your experience in the organization?
- In your experience, what ways has HR engaged the workforce? Can you provide some examples? Are there better ways that HR can better engage the workforce?
- Are you aware of the process that the organization has in reporting ethical issues and situations?
- What is your impression of different generations in a workplace? Have you observed differences in workplace expectations between different generational cohorts?
Original questions
- In reflection of your training and development experiences, what methods have been most effective to you?
- How do you perceive the role of performance management in your career growth and development? Can you share an instance where performance management positively impacted your professional development?
Interviews summary
Gen Z interview representative.
During the Gen Z interview the respondent made emphasizes on the importance of career balance and career growth opportunities in their work expectations. The stated the human resource role was to provide a supportive environment by offering the necessary materials to ensure satisfaction (Barhate& Dirani, 2022). They stated it is important to have a supportive work environment and opportunities for skill development. On performance, they highlighted significant goal setting and continuous feedback in driving theory professional development. They also insisted I n recognition of their work which acts as drive in their professionalism. Based on their experience they stated different ways in which the HR engaged the workforce for example, they were included in crucial decision making during the time the company was experiencing financial hiccups. They also took employee for workshops and training to help them engage better in their field of professionalism. They insisted that there are better ways that HR can engage employees by promoting leadership skills and also allowing employees to get involved in innovative practices.
On ethical reporting issues, the respondent had little knowledge about ethical reporting processes which made it difficult for him to analyze the situation. They observed differences in work expectations between generations in a workplace (Hernandez-de-Menendez, et al, 2020). They noted that the younger cohorts prioritize flexibility and career progression unlike the older generation who their aim is to make more achievement on finances to generational change and prioritize experience and tenure. In reflection to training and development experiences, training is one of the methods that the respondent stated that has impacted them in their career growth. They also stated that performance management impacted them positively as they have to push themselves to achieve more. They gave an example where they were give same projects but work differently and his hard work on the project earned him a bonus in the end of the year.
Interview with an older generation representative (baby boomer)
The interview was very interesting as the generation valued stability and loyalty in their work expectations and emphasized on job security and traditional performance evaluation methods. They stated the HR played a major role in their satisfaction and they could receive and elderly treatment and give them a position that they can handle at their age. They shared a positive work experience performance management which included constructive feedback from the supervisors that contributed to the career advancements (Maloni, et al, 2019). Some of the ways they stated of employee engagement include involvement in decision making and workshop training. For example, there was a situation that the company wanted to lay off employees due to reduced profits. This did not happen as employees gave suggestions according the trainings they receive and the company performed better after implementations of the suggestions. They insisted that there are better ways that HR can use to engage employees more like team building activities and allowing the juniors to work with the seniors.
They stated that they are aware of ethical reporting processes and situations in their organization. There are aware that an issue is not just brought up but there is a process to use which includes investigations to allow fair and just trial (Ravetz, 2020). The respondent acknowledged differences in workplace expectations between generations stating that older cohorts may prioritize experience and tenure unlike the young generations who prioritize flexibility and career progression. In respondent to the most effective methods in career development, they stated traditional performance evaluation methods are the most effective to them as there is no technology involved to provide feedbacks. They positively the role of performance management as it allows who have done their best to receive a reward. For example, they stated there was this time in the company they almost lost a tender but they were able to get it with the help of a junior employee and they were rewarded heavily. This acted as a motivation for them and other employees.
Comparison and analysis
Both interviews from Gen Z and older generations revealed common themes related to work expectations, performance management and training. They have emphasized on the importance of career growth and job satisfaction in their expectations though they had differences in in factors such as stability and flexibility. In management, both generations valued regular feedbacks though the younger generation preferred more immediate feedback and recognition. They both recognized the importance of training and development with different preferences. The Gen Z preferred technological-driven approaches while the older generation preferred traditional mentorship.
On expectations in generational cohorts, the respondents acknowledged differences in work preferences and training. The younger generation prioritized flexibility and technological integration and the older generation emphasized on stability and traditional methods. In performance role, they were both satisfied with it but they would prefer equality based on this performance may be based on technological performance or traditional performance. In conclusion the interviews highlighted the importance of understanding and accommodating generational differences in a workplace. It plays a crucial role in promoting collaboration and employee performance. Knowing each and every expectation of members in a team promotes effective communication and team members are able to correct and come up with decisions that help each other.
Effective performance and management and training practices should be well natured to meet the diverse needs and expectations of employees and across different generations which helps create a culture of inclusivity and continuous learning. it is important for an organization to learn about attitude of different generation and mindset especially the young generation which is more likely to be in the working era. This will reduce conflicts between the employees and promote team work among employees. decision making will be easier as it will be based on generations expectations and no one will feel left out instead they will feel more involved.
References
Barhate, B., & Dirani, K. M. (2022). Career aspirations of generation Z: a systematic literature review. European Journal of Training and Development, 46(1/2), 139-157.
Hernandez-de-Menendez, M., Escobar Díaz, C. A., & Morales-Menendez, R. (2020). Educational experiences with Generation Z. International Journal on Interactive Design and Manufacturing (IJIDeM), 14, 847-859.
Maloni, M., Hiatt, M. S., & Campbell, S. (2019). Understanding the work values of Gen Z business students. The International Journal of Management Education, 17(3), 100320.
Ravetz, J. R. (2020). Scientific knowledge and its social problems. Routledge.