Today’s Generation’s Values Are Clashing with Our Corporate Values
I do believe that today’s generation’s values are clashing with our corporate values. The current generation of managers is made up of Baby Boomers and older members of Generation X. They are the ones who set the current workplace culture along with modes of behaviour. Today’s organizational systems and structures represent their values and priorities.
Organizations must change their current cultures so that the organizational values align with workers from all generations. Growing up in a different era can make people see things in a different way. Generational differences in work values can affect the perceived fit of employees with the organization. Each generation has distinct priorities, attitudes, behaviors, expectations, and motivators. Diverse value systems, conflicting work ethics, and different ways of getting things done, can create tension. New generation employees may experience person-organization misfit which could mean more negative attitudes toward work, decreased performance, and greater likelihood of turnover.
Each generation has variances in their work perceptions, values (social responsibility and volunteerism), motivators (compensation, flexibility, intellectual rewards), and working styles which can pose a challenge for managers. Baby Boomers managing Generation X should realize that money isn’t a motivating factor for job satisfaction. For them it is quality of life.
Organizations should also keep an open mind about attitudes. New generation employees are empowered, techno savvy and they are not afraid to speak up for change in the workplace. Baby Boomers who do not understand this new technology think the new generation is not committed to their job. Their perception is that if an employee is not seen then they are not working. They stereotype them as being lazy. Emotionally unintelligent managers are not helping the younger generation as a result of their reactions and
Organizations must change their current cultures so that the organizational values align with workers from all generations. Growing up in a different era can make people see things in a different way. Generational differences in work values can affect the perceived fit of employees with the organization. Each generation has distinct priorities, attitudes, behaviors, expectations, and motivators. Diverse value systems, conflicting work ethics, and different ways of getting things done, can create tension. New generation employees may experience person-organization misfit which could mean more negative attitudes toward work, decreased performance, and greater likelihood of turnover.
Each generation has variances in their work perceptions, values (social responsibility and volunteerism), motivators (compensation, flexibility, intellectual rewards), and working styles which can pose a challenge for managers. Baby Boomers managing Generation X should realize that money isn’t a motivating factor for job satisfaction. For them it is quality of life.
Organizations should also keep an open mind about attitudes. New generation employees are empowered, techno savvy and they are not afraid to speak up for change in the workplace. Baby Boomers who do not understand this new technology think the new generation is not committed to their job. Their perception is that if an employee is not seen then they are not working. They stereotype them as being lazy. Emotionally unintelligent managers are not helping the younger generation as a result of their reactions and