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Proposal
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Professor Errasmus Addae

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Maryne Alanis
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 Proposal for Research on Motivating Multi-Generational Work Groups

Introduction.

Background.

Much has been written about how to motivate work groups, yet when addressing how to

motivate diverse work groups, studies seem to focus primarily on gender and ethnicity

diversities. Not as much has been written on motivating a subcomponent of the diverse work

groupthat is, the multi-generational work group, particularly a work group that includes Baby

Boomers, and Generations X, Y and Z. For the first time, four generations of workers are

sharing the same work space, each with a varying set of attitudes and values.

Problem Statement.

Since Generation Y employees are seen as increasingly familiar with digital and electronic

technology, and Generation Z employees are growing up in a highly sophisticated media and

computer environment, new approaches need to be developed that will appeal to these groups

while, at the same time, not discouraging or repelling the older Baby Boomer and Generation X

employees.

Significance of the Problem to Organizational Leadership.

Organizations today are challenged with leveraging the talents and skills of employees whose

ages range across multiple generations, from those nearing retirement to those just entering the

workforce. More importantly, organizations must find ways to not only leverage the skills of
these age-diverse employees but to also find ways to motivate the group, ways that will appeal to

the older employee as well as Generation X and the tech-savvy Generation Y and Z employees.

Purpose/Goals.

This proposal is to suggest ways to explore and discover innovations for motivating the multi-

generational work group, especially those groups that include Baby Boomers and following

generations up to Generation Z.

Research Questions.

What are the characteristics of Baby Boomer workers and Gen X, Y and Z workers?

What motivates these individuals?

What motivational techniques can leaders use to appeal to all generations?

Literature Review and Synthesis of Evidence.

Description of the Literature.

Scholarly articles were pulled from a variety of journals. Keywords used to locate potential

literature included motivating multi-generational employees, motivating age diverse groups,

motivating diverse work groups motivating Gen X workers, generational differences in the

workplace and similar searches. The primary database source was the online Discovery Search

engine available through South Texas Colleges library, using the key words above. During these

searches, it became apparent that, in the field of motivation, information on motivating groups

that included all four of the generations (Baby Boomers, and Gen X, Y, and Z) was less common

than literature devoted to one generation or two generations. Ultimately, articles were chosen

that included information in a broad range of how to motivate multi-generational groups,

whether or not the article specifically referred to one or all of the four generations. This was

done to allow a gleaning of useful information from all pertinent articles so that it could then be

synthesized into one piece of research to include all four of the generations.

Literature Synthesis.

One article addresses the digital divide in technology use, as found between the oldest adults and

the two younger groups, particularly with the aim of facilitating increased technology use by

seniors by offering individualized training in community sites. Another article included

information on tests that revealed significant differences among three generations of employees

work values, the managerial implications of those differences, and recommended strategies to

manage those differences, with a focus on creating ways to maintain a work environment that

fosters leadership, motivation, communication and generational synergy. Yet another article

examined all four generations characteristics, lifestyles, values and attitudes and concluded that

significant differences exist between the generations that organization leadership needs to

recognize and understand. Also considered was information on the relationships of

chronological age with thirty-five of the job attitudes most frequently studied and with

implications of the findings for practical application. In addition, one article explored differences

in the motivations-to-lead and in the leadership styles used by leaders of different generations,

specifically the Baby Boomers, Generation X and Generation Y. Focusing on the most recent

generation, one article describes extensive surveys that have determined that Millennials

(Generation Y) have different values than the previous two generations, a fact that will have

bearing on what motivates them. Additionally, one article presented information on new

generations entering the workforce; how best to manage them for better results was also

discussed. This article made the point that everyone sees the world their own way, a concept that
is crucial for managers to understand, and each generation has unique experiences that shape

their behaviors and attitudes. For example, Generation Y views the world much differently than

the previous generations. Also to be included is literature dealing with research that suggests a

change in people's motives rather than a general decline in motivation due to age: older

employees were less motivated by extrinsic factors but were more motivated by intrinsically

rewarding job features. A comparison of the lifestyle of four generations that work within the

same company is offered in an article by Eileen Wubbe, including a description of the tensions

created by gaps in communication styles. One article presents an alternative view, which

suggests that leadership should be wary of adopting a broad-brush strategy, as it may not apply to

a particular group of employees. In addition, how to proceed in dealing with generationally

diverse groups is explored. Information on a new training for supervisors is suggested, which

addresses factors influencing age diverse teams and seeks to improve team performance by

recommending that training reduces age stereotypes and team conflicts and enhances innovation.

Also, information on differences between Baby Boomers, Generation X and Generation Y are

looked at with issues of status in the workplace, including need for recognition (typically by

younger employees), issues of commitment to the workplace, and idealism in the workplace

being considered. . Another article addresses generational differences from a human resources

perspective, focusing on the challenges that organizations have in dealing with a multi-

generational workforce and offering information on the importance of knowledge transfer as well

as learning new technologies. The article also addresses different ways that respective

generations learn. Interestingly, one study suggests that employees health, particularly that of

the older and younger employees (middle-aged workers didnt seem to be affected), could

actually be affected by negative stereotypical views about the older workers, and that
management should take steps to change the stereotypical viewpoints that the younger team

members have. An article by Donald Hillman provides a management practices model that will

assist managers in making decisions for a generationally diverse workplace, with the recognition

that there is conflict created by differences in generational work-values. Last but not least, one

article focuses on selecting the correct communication media for companies that have several

generations, including the Baby Boomers and up to Generation Y.

Project Plan and Methodology.

The methodology used in gathering the research material included individual members of the

group researching various articles pertaining to the subject of motivating multi-generational

work groups and then submitting the articles for review by the entire group. Chosen articles

were categorized by pertinence to one of the three research questions and ultimately will be

synthesized into one research paper that will also include surveys conducted by the team

members. The surveys will be used to interview employees and staff from various departments

at South Texas College, with representation from each of the four generations, in an attempt to

further define their attitudes and values as they pertain to the work place, and to attempt to

determine what motivates them on the job. Based on the outcome of these surveys, conclusions

will be formulated and presented in a research paper.

Resources Available.

Resources for the project include scholarly articles and literature available through libraries;

computer resources; group discussion, input, and reflection on course lessons; and

employees/staff from all generations to be surveyed at South Texas College.

Conclusion.
This proposed research is intended to provide guidance for management and organization

leadership, including field managers, mid to upper level management, and human resources, by

addressing the challenges of leading a multi-generational work group encompassing all four of

the generations, from Baby Boomers, to Generations X, Y, and Z. It is hoped that this research

will help management to deal with the challenges proactively, in a manner that resonates with all

four generations, while eliminating harmful stereotypes based on generation/age. The research

will also seek to offer hands-on tools and resources for motivation techniques for management.

Ultimately, it is hoped that a leaders willingness and ability to motivate effectively across all

generations will be greatly enhanced.

Project Timeline.

Research for this project will begin in late March, to coincide with the beginning of coursework

on Management Theory II.

1. Week one: review the proposal and make specific assignments to group members

for additional research, as required. Week one will also involve creation of the survey.

2. Week two and week three: collection of the data via survey.

3. Week four: analyze the data.

4. Week five: formulate a conclusion and create a draft paper.

5. Week six: solicit feedback and revise the paper as needed.

6. Week seven: submission of the final research paper.

References
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Giancola, F. (2008). Should Generation Profiles Influence Rewards Strategy? . Employee

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Hillman, D. R. (2014). Understanding Multigenerational Work-Value Conflict Resolution.

Journal of Workplace Behavioral Health, 240-257.

Inceoglu, I., Segers, J., & Bartram, D. (2012). Age-related differences in work motivation.
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Kilber, J., Barclay, A., & Ohmer, D. (2014). Seven Tips for Managing Generation Y. . Journal of
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