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Motivating Employees from Different Generations

 The employee motivation could be different from their generation such as Baby Boomers, Gen X, Millennials and Gen Z. The most significant differences between the different generations of employees is their source of motivation (Hammill, 2019). With a diversified human capital, it is required to understand their source of motivation which could be challenging with the generation difference. Hence, the values, motivations and preferences are required to identify and categorize in line with the generations of the human capital. (Freeman, et al., 2009)

Baby Boomers who are having higher tendency to be competitive and they are motivated to be Boomer who requires a higher level of recognition and desire to make a difference in their workplace. They are willing to mentor the people to support them on skills development and knowledge management which could be identified as an intrinsic motivation for them. (Freeman, et al., 2009) This segment has been identified as challenge seekers who motivate to work harder and accomplish things through the commitment.

Generation X is mainly focused over their skill set and they more focused over managing projects with higher level of dependency on their capabilities and skills. They are expecting to run the businesses as the leaders with more responsibilities and they would like to be more agile and willing to compete in more positive manner (Masys, 2002). Furthermore, Gen X cares about the organizational culture and seeking to improve the personal growth in speedy manner. Hence, the companies need to invest on leadership development programs and many other skills development programs to enhance the motivation levels of the Gen X. (Katzell & Thompson, 1990)

Millennials are mainly focused on outcomes where they expect the recognition based on the outcomes not on the age, experience or the seniority. Hence, they are expected to have higher level of competition in the work environment with more positive energy on creativity. They value the healthy work life balance and autonomy of the career life. (Gagné & Deci, 2005) As they are goal oriented and results driven, the businesses are required connect them with highly target oriented activities which could define in comprehensive manner. Furthermore, Millennials are willing to see their personal growth in faster manner than others. Therefore, personal development plans and development opportunities could drive higher motivation among them. (Masys, 2002)

Gen Z is not having a significant presence in the current work force o the business environment. However, leadership needs to understand that they are unique in nature who are much focused over the flexible work environments with higher returns and value on their contribution. They are identified as self-motivated with having higher level of dependency over the digital tools which could connect in both work life as well as the personal life (Stephey, 2019). The technology solutions are considered as a main component to create higher level of convenience and flexibility. Furthermore, they are not focused over the long-term relationships with employees where they are driven by rewards and recognition of the employment. (Hammill, 2019) Hence, the management required to understand the level of impact of the Gen Z on the future organizational context and implement necessary turnaround strategies accordingly to manage culture and people of the organizations in effective and efficient manner.

References

Freeman, L. M., Trower, C. A., Tan, R. J. & Terkla, D. G., 2009. Comparison of Attitudes between Generation X and Baby Boomer Veterinary Faculty and Residents. Journal of Veterinary Medical Education, , 36(1), pp. 128-134.

Gagné, M. & Deci, E. L., 2005. Self‐determination theory and work motivation. Journal of Organizational Behavior, , 26(4), pp. 331-362.

Hammill, G., 2019. Mixing and managing four generations of employees. FDU Magazine Online, 12(2).

Hammill, G., 2019. Mixing and managing four generations of employees. FDU Magazine Online, 12(2).

Katzell, R. A. & Thompson, D. E., 1990. Work Motivation: Theory and Practice.. American Psychologist, , 45(2), pp. 144-153.

Masys, D. R., 2002. Effects Of Current And Future Information Technologies On The Health Care Workforce. Health Affairs, , 21(5), pp. 33-41.

Raaij, W. F. v. & Wandwossen, K., 1978. Motivation-Need Theories and Consumer Behavior. ACR North American Advances, , (), p. .

Stephey, M., 2019. Gen-X: The Ignored Generation?. Time.

 

 

 

Comments

  1. ALM.AmeenDecember 8, 2022 at 6:14 AM

    Good Article, Good motivation can strengthen commitment (Sohail et al., 2014; Burns and Alexander, 2020) and lead to improved performance (Joseph, 2015),

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    1. Thilini WijesundaraDecember 12, 2022 at 10:18 PM

      Appreciate Ameen. As Grant (2008), motivation imposes employee outcomes for performance and productivity. He also concentrate on the fact that motivated employees are more oriented towards work autonomy and are more self-driven in contrast to less motivated employees. Furthermore, motivated employees are highly engaged and involved in their work and jobs and are more willing to take responsibilities (Kuvaas & Dysvik, 2009).

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  2. KandeepanDecember 9, 2022 at 2:02 AM

    Agree with your post Thilini. Furthermore, (Wan and Tan 2013) Organizations must comprehend not only the significance of employees' motivations but should also be aware of the differences in preferred motivational variables among diverse employee generational groupings. If these requirements are not met, companies' overall effectiveness may suffer.

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    1. Thilini WijesundaraDecember 12, 2022 at 10:21 PM

      Thank you Kandeepan. Furthermore, the variables encompassing employee motivation; Training is the formal procedure by which a person acquires skills, knowledge and competencies. Motivation is the direction and intensity of one’s effort, or the psychological feature that arouses an organism to action toward a desired goal. Organizations that use training practices, directly or indirectly affect employee motivation as well as commitment to the organization (Meyer & Allen, 1991).

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  3. RahmanDecember 10, 2022 at 4:08 AM

    well thought article. Organization providing motivation based on their generation and their need can be a thoughtful gesture.

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  4. SHAZLINSAHARDecember 14, 2022 at 3:25 AM

    Good Post Thilini, Higher management must be aware that declining performance may not be caused by external motivational reasons but rather may be a result of unhappiness with the assigned work and the results produced. They must concentrate on creating employment that engage employees, inspire them, and meet everyday expectations (Tietjen and Myers, 1998).

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  5. Naushad FarukDecember 15, 2022 at 6:19 PM

    Good Post Thilini, Motivating employee performance through work is more successful than trying to motivate it through rewards (Muduli & Trivedi, 2020). An important part of improving employee motivation and performance is clear, attainable goals. Informing your employees of goals you have set for your small business improves focus and team cohesion (Lievens & Chapman, 2019).

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  6. Charitha WijayaratneDecember 16, 2022 at 11:05 AM

    Well said Thilini. Different generation employees require different requirements that drive their motivation (Cote, 2019). The management must understand the generation gap within an organization and must address their needs.

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