Managing Millennials and Baby Boomers

Managing Millennials and Boomers.
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Managing Millennials and Boomers.
Baby boomers and millennials are two generations with contrasting values and characteristics. Baby boomers, born between 1946 and 1964, are recognized for their focus on career advancement, loyalty, and work ethic, while millennials, born between 1981 and 1996, are known for their tech-savvy work style, collaborative approach, and desire for work-life balance. In industries like healthcare management, dealing with these two cultures can be challenging regarding retention, productivity, and job satisfaction. Chang et al.'s (2017) SEHC survey found significant differences in job satisfaction between these two generations (262). Effective management strategies for both generations can be developed by applying organizational theory principles like contingency theory and resource dependence theory, as recommended by Birken et al. (2017). Furthermore, Glanz and Bishop (2010) suggest using behavioural science theory to create targeted interventions that encourage positive attitudes and behaviours among baby boomers and millennials.
The Baby Boomer generation, born between 1946 and 1964, has been a significant part of the workforce for many years. With their retirement, the crew is gradually being taken over by Millennials, born between 1981 and 1996, resulting in significant changes in organizational behaviour related to motivation and job satisfaction. There are three main ways in which Millennials differ from Baby Boomers in their impact on the culture.
The first significant difference between Millennials and Baby Boomers is that Millennials prioritize work-life balance more. They value flexible work arrangements, including remote work, and strive to balance their personal and professional lives. Birken et al. (2017) state that flexible work arrangements can increase job satisfaction and reduce stress. Furthermore, a study referenced by Glanz and Bishop (2010) reveals that 84% of Millennials view work-life balance as vital to their happiness, in contrast to 62% of Baby Boomers (412).
The second significant difference between Millennials and Baby Boomers is that Millennials tend to seek employment in organizations that make a positive social impact. They are more likely to work for companies prioritizing corporate social responsibility, including those promoting diversity and sustainability. In contrast, Baby Boomers prioritize financial stability and job security over social impact. An article by Chang et al. (2017) cites a study indicating that employees who believe their work has a positive social impact tend to report higher job satisfaction (266)
The third key difference between Baby Boomers and Millennials is that Millennials desire meaningful work that aligns with their values and passions. They are more likely to switch jobs if their current position does not reflect their values. In contrast, Baby Boomers typically prioritize job stability and longevity. Organizations must adjust their recruitment approaches to attract and retain Millennial employees. A study referenced in the article by Glanz and Bishop (2010) found that employees who believe their work aligns with their values tend to be more engaged and satisfied with their jobs.
Overall, the differences between Baby Boomers and Millennials have led to a notable transformation in organizational culture concerning motivation and job satisfaction. Priorities such as work-life balance, job satisfaction, and consistent feedback have resulted in a more engaged and motivated workforce. Companies that acknowledge these changes and establish initiatives to meet the requirements of their Millennial employees are more likely to thrive in attracting and retaining the best talent in the present job market.
An issue that could arise is a divergence in communication styles. Baby Boomers tend to favour face-to-face interactions and may perceive technology-mediated communication, such as email or instant messaging, as less productive. On the other hand, Millennials were raised in a world of technology and are more accustomed to communicating through digital channels. This variance in communication preferences can create misunderstandings and breakdowns, especially in team settings.
A second challenge is a difference in work style and expectations between Baby Boomers and Millennials. Baby Boomers prioritize job security and stability, while Millennials often value work-life balance and flexibility more. Conflicts and tension may exist without flexible work arrangements that cater to both generations' needs. Furthermore, Baby Boomers might perceive Millennials as entitled or unmotivated to succeed, while Millennials may view Baby Boomers as resistant to change and lacking innovation.
A third challenge is related to leadership style. Baby Boomers may prefer a top-down hierarchical leadership approach, while Millennials prefer a more participatory and collaborative leadership style. As a result, decision-making conflicts may arise, mainly if Baby Boomers are not open to feedback from younger team members. Furthermore, Baby Boomers may have more expertise in a specific field, while Millennials may be more up-to-date on new technologies and trends. Finding the right balance between these perspectives can be a challenge for leadership.
One solution to address the communication style differences between Baby Boomers and Millennials is to provide training on effective communication techniques. Birken et al. (2017) suggest that organizations can utilize social cognitive theory to teach communication skills that can help reduce conflict and improve understanding (11). This training may involve teaching active listening, using clear and concise language, and recognizing and accommodating cultural differences. By offering this training, organizations can enhance communication and foster stronger relationships between employees from different generations.
The difference in work style and expectations can also pose a challenge in the workplace. One solution to this is to adopt flexible work arrangements. Glanz and Bishop (2010) suggest that behaviour change theories, such as the Transtheoretical Model, can help organizations implement new practices that promote a healthy work-life balance. These practices include providing remote work options, flexible schedules, and time off for personal and family responsibilities (Chessare et al., 2016). By incorporating these practices, organizations can boost employee satisfaction and minimize burnout, turnover, and absenteeism.
Thirdly, another way to address the challenge of differing leadership styles in a multi-generational workforce is to provide targeted leadership training that recognizes the strengths and benefits of each generation (BFW nd). The Satisfaction of Employees in Health Care (SEHC) survey can be utilized by organizations to assess job satisfaction and identify areas for improvement, according to Chang et al. (2017) pg. 264. Leadership training programs can be tailored using the survey to meet each generation's specific needs and expectations. This may include initiatives such as mentorship programs, team-building exercises, and opportunities for intergenerational collaboration. By investing in targeted leadership training, organizations can build strong and diverse teams that are better equipped to address the challenges of the modern workplace.
The differences in communication, work style, expectations, and leadership styles between Baby Boomers and Millennials pose challenges for organizations. While organizations have previously attempted to bridge these differences, they now recognize the importance of creating an inclusive work environment that accommodates both generations' unique needs and preferences (BFW nd).
One of the significant challenges organizations face when managing Baby Boomers and Millennials is their different communication styles. Baby Boomers prefer face-to-face communi...