diverse age groups
TRANSCRIPT
Briefer: Dr. Curtis G. Edwards
Diverse Age Groups
EdwardsCPSY8403-6
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Acting Out
Your Age
Varied Needs and Values
Overviewhttps://unsplash.com
Avoiding Stereotypes
Traditional & Innovative Incentives
EdwardsCPSY8403-6
Developing Diverse Groups
Varied Needs and ValuesExample needs:
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An organization that values diversity Teamwork in the workplace Flexible work arrangements
Getting immediate feedback and recognition from my supervisor Work–life balance
Having a job that challenges me A company that provides continual training and development opportunities
That I am involved in decision-making processes that affect my work Being financially rewarded for the work I do
Career advancement opportunities within the company
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Varied Needs & Values
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• Many values have been found to be similar amongst all generations, and this is relative to what each
generation is considering a need
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• Values are shaped by
identified needs
Varied Needs and Values
A Need’s importance shapes value and values
impact attitudes towards
performance
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Perception has an impact on
choosing behaviors & goals, which
reflect influence of
rewards
Traditional & Innovative IncentivesTraditional:o Employing
non-discriminat
ory practices
o Flexibility in work hours
o Standardized feedback
processo Work is
done go home
o Promoting opportuniti
es for growth
o Money
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Innovative:• Seeking job applicants
globally• Employee-designed
work schedule• Allowing subordinate
authority to request feedback
• Employee control over where work is
conducted• Allowing cross
utilization among work centers
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Traditional & Innovative Incentiveshttps://unsplash.com
Boomer:
Innovate
X: Innova
te
Y: Either
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Baby Boomers Live to Work Need Training with Technology
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Generation X & Y Work to
Live Enjoy
Leisure
Avoiding Stereotypes
Avoiding Stereotypes
Education & Experience Amongst Diverse Groups
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Developing Diverse Groups
Act locally
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Encourage Leaders
Challenge the Norm
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Developing Diverse Groups
Team Selection Based on Merit
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Know the Strengths of Each Generation
Accountability
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Developing Diverse
GroupsSummary
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Traditi
onal & In
nova
tive
Incenti
ves
Avoiding StereotypesVa
ried N
eeds
& Va
lues
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ReferencesAmayah, A. T., & Gedro, J. (2014). Understanding generational diversity: strategic human resource management and development across the
generational "divide". New Horizons In Adult Education & Human Resource Development, 26(2), 36-48.
Butts, D. (2015). Generations united. AI Practitioner, 17(2), 47-49. doi:10.12781/978-1-907549-23-6-5
Deal, J. J., Stawiski, S., Graves, L., Gentry, W. A., Weber, T. J., & Ruderman, M. (2013). Motivation at work: which matters more, generation
or managerial level?. Consulting Psychology Journal: Practice And Research, 65(1), 1-16. doi:10.1037/a0032693
DeVaney, S. A. (2015). Understanding the Millennial generation. Journal Of Financial Service Professionals, 69(6), 11-14.
Mencl, J., & Lester, S. (n.d.). More alike than different: what generations value and how the values affect employee workplace
perceptions. Journal Of Leadership & Organizational Studies, 21(3), 257-272.
Omana, N. (2016). Generational delivery strategies - what, when, where, and for whom. Workforce Solutions Review, 7(2), 7-10.
Winter, R. P., & Jackson, B. A. (2016). Work values preferences of Generation Y: performance relationship insights in the Australian Public
Service. The International Journal Of Human Resource Management, 27(17), 1997-2015.
doi:10.1080/09585192.2015.1102161
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