Robert D. Lawsson
IDENTIFYING AND MANAGING DIVERSITY OF WORKFORCE
Robert D. Lawsson (MSc)
The objective of this work is to complete a research proposal on the comparison of work values for gaining of knowledge for management of the multi-generation workforce. The specific focus is upon Generation ‘X’ and the Millennium Generation which are the two primary groups comprising the new workforce.
Lawsson R.D. - Identifying and Managing Diversity of Workforce
Business Intelligence Journal
The objective of this work is to complete a research proposal on the comparison of work values for gaining of knowledge for management of the multigeneration workforce. The specific focus is upon Generation ‘X’ and the Millennium Generation which are the two primary groups comprising the new workforce.
The generation that a person is born within has some impact upon that individual in terms of work styles, work values and self-image. The demographic profile of the workforce is undergoing quite a change insofar as the representation of generations and the result is that organizations are experiencing a necessity to make changes as well. The workforce will become increasingly more diverse in the future and this greatly affects the organization in its capacity of hiring and retaining employees. The literature reviewed within this study illustrates the fact that the expectations of employees differ within the generations represented in today’s workforce and unless managers have a sound knowledge-base of the needs and expectations of the organization’s employees then keeping these employees motivated may prove to be quite difficult.
2001, many intelligence agencies have experienced a surge in hiring however; many of these employees have five (5) years experience or less. Furthermore, a recent intelligence agency report stated findings that employees coming to retirement age in the next five (5) years are expected to increase greatly. If the organizational effectiveness is to be maintained in this diverse workforce, the current corporate culture must evolve to satisfy those diverse values, attitudes and behaviors. (Harris, Moran & Moran, 2004) The organization that fails to address these issues will be the organization that faces human resource issues of critical import. The culture of the organization must experience rapid and substantial change if the human resource challenges are to be negotiated successfully and specifically demonstrated in employee retention, recruitment, development, and motivation. The organization that intends to remain competitive in global markets will be required to strive in order to become the ‘employer of choice’ which may accomplished by the company that gains the great commitment of the employee and through means of increasing ability to attract and retain the best talent.
The purpose of this quantitative study is to measure the work values of the Generation X - (1961-1981) and Millennium Generation – (1982-2000) (Strauss & Howe, 1991) within the Intelligence Community in order to provide managers with tools to assist in managing and maintaining generational diverse work environment. An examination of the generational diversity workforce will be done by using a survey order to determine that key elements (i.e., dependent variables; multinational workforce skills, recruitment and retention, professional development,
STATEMENT OF THE PROBLEM
The specific problem is the fact that as more and more members of the Generation X and the Millennial Generation move into the workforce a greater demand is created for the manager and the need to possess the knowledge that calculates the expectations and needs of all employees into the organizational management strategy. Following the events of September 11,
Business Intelligence Journal - January, 2009 Vol.2 No.1
Robert D. Lawsson
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