Mak­ing gen­er­a­tional dif­fer­ences work

The Smart Manager - - Making Generational Differences Work Employee Enga -

Or­ga­ni­za­tions that have a deeper un­der­stand­ing of gen­er­a­tional dif­fer­ences go a long way in en­hanc­ing the per­for­mance of in­di­vid­u­als.

Gen­er­a­tional dif­fer­ences—re­al­ity ver­sus ru­mor

The topic of gen­er­a­tional dif­fer­ences is one that never seems to go away. There has al­ways been a cer­tain amount of nar­ra­tive and de­bate about what the dif­fer­ences are and how they in­flu­ence or­ga­ni­za­tional dy­nam­ics. Yet it is im­por­tant to bear in mind that gen­er­a­tional cat­e­gories are some­what ar­bi­trary so­cial con­structs and that shift­ing pat­terns of mo­ti­va­tion and be­hav­ior are a nat­u­ral func­tion of a world that it­self is chang­ing rapidly. Fur­ther­more, peo­ple’s no­tion of any given gen­er­a­tion is based on stereo­typ­ing, sub­jec­tive per­cep­tion, and untested as­sump­tions.

Mil­len­ni­als, aka Gen­er­a­tion Y, are the fastest-grow­ing or­ga­ni­za­tional pop­u­la­tion glob­ally. Yet how much do busi­ness lead­ers un­der­stand about them be­yond gen­eral per­cep­tions, and what are these per­cep­tions based upon? Are there any em­pir­i­cal data to val­i­date or chal­lenge these as­sump­tions?

One thing is cer­tain—the en­vi­ron­ment in which peo­ple grow up in­flu­ences their ex­pec­ta­tions and be­hav­ioral norms and, con­se­quently, how they cat­e­go­rize and

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