Motivating A Multiple Generation Workforcesurveyshrm Executive Summary ✓ Solved

MOTIVATING A MULTIPLE GENERATION WORKFORCE Survey SHRM Executive Summary Employee Job Satisfaction and Engagement: The Doors of Opportunity are Open Although job satisfaction is overall high in the workplace according to this survey, there is always room for improvement. Organizations are in a constant pull to keep employees engaged before facing high rates of turnover. They are recognizing that keeping employees engaged and satisfied are key ways to keep them around. Overall 38% of employees are satisfied with their job. This survey will identify key concepts and factors that employees express is crucial to keep they engaged and satisfied in the workplace.

Issue: Job satisfaction is fairly high increasing from , there is always room for organizations to improve on employee engagement. Without commitment to employees, leads to higher turnover and lower productivity. Insight: Fairness and transparency are two key factors that plan a fundamental piece in creating job satisfaction in the workplace. These standards can increase organizational commitment, job satisfaction and productivity. Implications: Integrating fairness and transparency into daily procedures, can have a major effect on the organization as a whole if played right.

Leadership much display these types of behaviors in turn employees are more likely to follow suit and create trust and openness and establish more of a positive relationship between leadership and employees. Methodology of survey: The findings from this executive summary finding is from SHRM Employee Satisfaction Survey of 600 U.S. employees. This data was collected in December 2016 by an external survey research organization. Surveys were completed through a web-based portal, which was led by a panel. All employees were full-time and part time with their companies for at least three months.

The survey was broken down by 44 components of job satisfaction in categories including career development, compensations and benefits, employee relationships with management and work environment. The five factors that employees evaluated as the most important job satisfaction contributors were as follows; respectful treatment of all employees at all levels, compensation/pay, trust between employees and senior management, job security and opportunities to use their skill and abilities at work. Below we will examine what the greatest contributors to employee engagement are and how employees polled them. Respectful treatment of employees at all levels It seems as though this is common knowledge to respect all employees, however the topic has been on the forefront and worth discussion.

This encompasses a wide variety of challenges in the workplace as it relates to employees’ perceptions related to respect. This ranges from diversity and inclusion to prevention of workplace violence and harassment. Growing and building culture within an organization can come with contest if a company is structured with hierarchy roles or has a homogenous workforce. Workplaces that welcome fairness and allow employees to be open and honest with their thoughts, concerns and opinions, even if views are opposing, offers a trustworthy space where respect is held and ideas are valued. According to the survey, in 2016 about 65% of employees in fact agreed that respectful treatment of employees at all levels is very important and 38% of workers were very satisfied with this aspect.

The aspect however reflected differences among workforce demographics: · Female employees (72%) were more likely to report this aspect as important over Men employees (57%) were. · Millennial’s (45%) were very satisfied with this aspect compared to Generations Xers (31%) · Individual contributors (31%) were less likely than executives (52%) to be very satisfied with the level of respect shown to employees. As a result, in the importance of respectful treatment and the differences between opinions, these are some suggestions: 1 . Gain self-awareness and strive for improvement. Organizations that encourage self awareness and self-reflection among employees will see positive impact and behaviors when it comes to problem solving and relationship building.

2 . Consider whether your organization may benefit from a civility policy and/or training: Organizations that encourage workplace civility and respect could reduce the opportunity for inappropriate conduct and harassments. With policies in place and trainings offer to employees, employees are offered a way to collaborate and improve on these skills and levels of civility in the workplace. 3 . Create bystander intervention training program: Along with offering trainings for employees that focus around understanding inappropriate behaviors in the workplace, offering teaching opportunities for employees to practice mediating potential situations and scenarios.

These types of trainings encourage changes in norms and attitudes among employees. This reduces the risk of offensive behavior. (Mentor program for millennials) Compensation/pay About two-thirds (61%) of employees stated that compensation/pay is a very important contributor to job satisfaction, yet only 26% of employees noted that they were satisfied with their compensation. This is the largest gap between the two comparisons. · Millennial employees (37%) were more likely to specify they were satisfied with their pay compare to 20% Generation Xers and 22% Baby Boomers. The most obvious suggestion to employers with regards to compensation satisfaction would to be keep it simple and straightforward, that is to clearly communicate compensation.

Employees that understand their pay structure and how well managers explain the system and how fair and unbiased the process is offers trust and understanding which is turn relates to job satisfaction. Trust between employees and senior management Building trust as a strong foundation between employees and senior management is crucial in the success of an organization. If the psychological safety of the employees is compromised, this can lead to damaging outcomes and challenges within the organization. Studies have shown that transformational leaders rather than transactional leaders are more likely to foster and develop trust among their subordinates which in turn creates positive results, organizational commitment, job satisfaction and motivation.

61% of employees rated this aspect as important and on the reverse, only 33% were satisfied with their level of trust towards their organization. Suggestions include: 1. Create an open-door policy. Leaders that encourage employees to bring their ideas, comments and questions to them directly offers a sense of connection and team without their being any negative consequences. Studies have recognized that employees have found more understanding and appreciation to procedural fairness when welcomed to an open door policy, this too created a sense of organization commitment and job satisfaction.

2. Commit to reinforce openness. As the open door policy, feedback systems are in place for employees. Managers must be able to communicate effectively in return. This is recognized with a transformational leader also is open will create a safe space for employee to speak without judgement or fear.

Leaders who promote and display openness are more likely to create an environment in which employees will follow in their footsteps. Job Security Along with compensation/pay and stability, job security comes to be a very important aspect of job satisfaction. Any risk that can interfere with the permanency of workers’ employment can impose a great amount of harm to individuals short-term and long-term. Among all members that were a part of the study it was animus that all employees want to experience guaranteed employment, but often times don’t feel reassured in their current roles. Opportunities to use skills and abilities Empowerment and job enrichment opportunities have a large influence on job satisfaction among employees in the workplace.

Job enrichment is described as provide employees with more stimulating work, challenging job duties and offer intrinsic rewards for a greater sense of fulfillment. 56% of employees shared that the opportunity to use their skills and abilities was very important to their job satisfaction. Of that 44% were currently satisfied with the opportunities given to them. Survey Analysis Employee Job Satisfaction and Engagement: The Doors of Opportunity are Open provides a lot of insight into the workforce and what it takes to keep a workplace and its employee satisfied. When looking at the results of this survey and how it all relates to the 600 employees surveyed, there was an even split of three primary generations; Millennials (38%), Generations X (35%) and Baby Boomers (26%).

There were only 2% of Veterans that took the survey and as noticed in most researched most have been retired out of the workforce for many years. The diversity, opinions, and ideas of job satisfaction and employee engagement within MOTIVATING A MULTIPLE GENERATION WORKFORCE 15 these three generations provides a unique opportunity for leadership to really understand these co-horts and build opportunities around each group along with building them up as a whole. Kapoor and Soloman (2011) breakdown each generation characteristic traits as they relate to the workplace. Baby Boomers, born between 1946 and 1964, are found to have the “live to work†mentality and “tend to respect authority and hierarchy in the workplace†(Gursory et al, 2008).

They have tried to adapt and embrace technology. Dahlroth (2008) notes they are having embraced email and respond openly to others who rely on technology for their personal and professional life. Generation X, born between 1965 and 1980, have been identified as selfreliant, multi-taskers who can have a skepticism with authority (Crumpacker and Crumpacker, 2007). They are advocates of managing a work life balance, so they tend to work smarter and efficient to make that balance a reality. Millennials, born between 1980 and 1999, embrace technology and all that it brings, which includes constant change.

Spiro (2006) states that Generation Y, “are more affluent, more technologically savvy, better educated and more ethnically diverse hat other previous generations†(p.17). Unlike Generation X who thrives on independent working, Millennials crave teamwork and group work. They often require more coaching and feedback to build confidence in their work. Breaking down each generation and their initial working characteristics lays a foundation of how this survey relates to all the participants in the survey. This survey provides a lot of awareness to the needs of employees and what job satisfaction looks like to them.

It was clear to see that fairness and transparency is critical in any organization to keep employees satisfied and create a trustworthy working environment. Knouse (2011) suggests the generation Y cohort excels in teamwork settings, they thrive on structure and MOTIVATING A MULTIPLE GENERATION WORKFORCE 16 specific goal. this is a way for them to channel their optimism when contributing to the team. Organizations that provide employees with a level of openness and fairness as key elements to their company structure creates trust fairly quickly and allows for individuals to feel part of the bigger picture and success of the organization. This allows for the foundation to be strong and sound to be productive and offer an open floor for ideas, opinions and communication to flow freely and openly and create dynamic conversations and decisions as a whole.

When offering these concepts into the workplace it protects relationships and negates the unnecessary bad behaviors, poor teamwork and development growth among peers. Offering this structure in the policies and procedures set the foundation of how an organization can and will be successful when equality and transparency are committed by top down and bottom up. The goal is to drive the team to success and offering the ideal playing field to do that only sets up an organization to do just that. Respect and trust are established by the leadership. Brazeel (2009) adds value to this statement as it relates to Baby Boomers.

Baby Boomers are often loyal and trusty worthy employees. “Baby Boomers are characterized by their hard work, long hours, and commitment to their employers†(Southard & Lewis, 2004, p.10). This generation is successful due to their trust and respect that they have established over years of working and the loyal they pride themselves on. Baby Boomers also value job security and the notion they will be protected in their role and the company. As mentioned in the survey, this went across the board of all members of the survey that having a sense of security in your job and workplace, you will remain loyal to the company.

MOTIVATING A MULTIPLE GENERATION WORKFORCE 17 Leadership that provides an open and honest policy and welcomes opinions, ideas to keep things fair, creates a safe and trustworthy work space where respect is held and ideas are valued. As this was observed as important and necessary, some leaders of the older generations (Veterans and Baby Boomers) are adapting to this new concept. Glass (2007) agrees this is a new idea that leaders what to be focusing on “effective communication†along with “incorporating collaborative decision making†(p.101). will offer a fresh outlook on the open door policy approach and begin to build relationships among all levels of the organization. This is when trust is built and employees feel valued, welcome and satisfied.

MOTIVATING A MULTIPLE GENERATION WORKFORCE 18 Conclusion and Recommendations Bridging the multi-generation gap in the workplace will be an ongoing challenge for leadership. Embracing all ages, work styles, employees needs and motivators signify dedicated leaders willing to create cohesive teams. As Baby Boomers start to retire out of the workforce and Millennials take over majority of the workforce, this is the time to really allow all strengths of all generations to shine, meld and grow. Fox (2011) comments the importance of embracing all generations in the workplace and utilizing each cohort talents to its best ability and gaining success. She states its important in, “understanding how each generation’s values, manifest in the workplace behaviors such as communicating, managing other, getting work done and trying to move ahead†(Fox, 2011).

Recommendations to offer tools for management and leaders to adapt to the needs of all employees leading to higher levels of job satisfaction and employee engagement might include: 1. Be well versed in the organizations’ core values that represent being respectful to all employees at all levels and encourage and promote this behavior. 2. When constructing compensation plans, be aware of the audience and the need. Consider all factors when creating a communication strategy.

3. Offer open communication channels that benefit all employees. Strive for consistent and effective communication to promote trust. 4. Create job enhancement opportunities to offer employees to build and develop their skills and provide new challenges to promote and encourage mobility and MOTIVATING A MULTIPLE GENERATION WORKFORCE 19 growth within the company and current role.

Offering learning opportunities also allows for growth within teams as well and promotes confidence. 5. Promote honesty and positive reinforcements to allow for open communication. It’s crucial for employees to feel well supported and secure in their job and with the organization. Spiro (2006) emphasizes the importance of creating a safe and trustworthy workspace and notes, “everyone desires a workplace and culture that not only allows, but also encourages, him or her to be productive and influential contributor†(p.16).

Organizations are realizing that there are similarities within these generations and a focusing on these positive congruent characteristics and build strong teams among all levels. There is so much value bridging the multi-generational gap and embracing the diversity for the positive. This adaptation to change and growth allows organizations to see success in many different lens and allowing employees to feel satisfied, challenged and ultimately valued in the workplace. MOTIVATING A MULTIPLE GENERATION WORKFORCE 20 References Brazeel, S. (2009). Recruitment Practices and Generational Characteristics.

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Motivating a Multiple Generation Workforce: An Analysis

Executive Summary

The workforce of today encompasses a rich tapestry of generations, each presenting distinct motivations, preferences, and expectations. As organizations strive to meet the challenges of increased employee engagement, continuity, and productivity, effective approaches to motivate a multigenerational workforce have become increasingly critical. Recent findings from the Society for Human Resource Management (SHRM) emphasize that while employee job satisfaction is relatively high, there remain opportunities for organizations to enhance engagement and reduce turnover. This discussion will explore the main contributors to employee satisfaction across different generations and offer actionable recommendations to improve workplace dynamics.

Importance of Job Satisfaction

A notable aspect highlighted in the SHRM Employee Satisfaction Survey is that 38% of employees express satisfaction with their roles, yet there exists the pressing need for improvement in fostering engagement (1). Research identifies fairness and transparency as key drivers of job satisfaction (2). Employees exhibit a preference for work environments characterized by respect and open communication, which ultimately fosters trust and engagement.
##### Fairness and Transparency
Fair treatment in the workplace significantly shapes employee perceptions of job satisfaction. The SHRM survey indicates that 65% of respondents believe respectful treatment is of paramount importance, yet only 38% expressed satisfaction in that respect (3). This disparity reveals an opportunity for organizations to foster respectful and inclusive cultures that cater to diverse perspectives and backgrounds. Notably, female employees (72%) perceive this element as more crucial than their male counterparts (57%), indicating a critical starting point for addressing disparities in employee engagement and satisfaction (3).

Main Contributors to Job Satisfaction

##### 1. Respectful Treatment
Respectful treatment of employees emerges as an indispensable element in satisfying workers across various demographic categories. For instance, the SHRM survey indicated that millennials (ages 25-40), who comprise a growing segment of the workforce, are particularly attuned to respect in the workplace (4). In terms of actionable strategies, organizations can aim to cultivate self-awareness and encourage continuous improvement among employees while considering the implementation of civility policies (5). Furthermore, establishing bystander intervention training can help to mitigate inappropriate behaviors, creating a secure environment rooted in mutual respect.
##### 2. Compensation and Pay
Compensation remains a pivotal driver of employee satisfaction, with survey respondents highlighting a disparity between the importance of pay (61%) and actual satisfaction levels (26%) (1). The data illustrates that younger generations, including Millennials, express greater satisfaction with compensation than older generations, such as Baby Boomers. Communication about compensation structures and the rationale behind pay decisions can significantly bolster trust, thereby improving overall job satisfaction (6).
##### 3. Trust Between Employees and Management
Trust is another foundational element that connects employees with senior management. The survey found that while 61% of respondents consider this a key aspect of job satisfaction, only 33% report feeling satisfied with the level of trust established (7). Organizations might foster trust by promoting open-door policies that encourage employees to voice their concerns and suggestions without fear of reprisal. Cultivating an environment of psychological safety in which employees feel secure sharing their perspectives can enhance engagement significantly (8).
##### 4. Job Security
Job security is vital to employee retention and satisfaction. Employees seeking stability in their roles may experience anxiety in uncertain environments. Surveyed employees universally desire a sense of job permanence; however, many do not feel assured in their current roles (9). Addressing these concerns through transparent communication and firm commitments to employee roles is essential for fostering a loyal workforce.
##### 5. Opportunities to Utilize Skills
Finally, providing employees with opportunities to leverage their skills fosters job satisfaction and professional growth (10). Job enrichment practices that allow employees to take on challenging roles and receive intrinsic rewards can be instrumental in motivating employees. Organizations should focus on creating pathways for employee development, enabling individuals to engage in continuous learning and professional development.

Analysis of Generational Differences

The generational composition of the survey’s respondents included Millennials (38%), Generation X (35%), and Baby Boomers (26%) (11). Each generation showcases unique characteristics and expectations within the workplace, necessitating strategies that appeal to these diverse work styles. Baby Boomers, for example, are characterized by their loyalty and commitment to their employers and value working conditions that respect their contributions (12). Meanwhile, Generation Xers prioritize work-life balance and tend to embrace independent work styles (13).
In contrast, Millennials prefer collaborative work environments and require frequent feedback to develop confidence in their roles (14). Given these differences, organizations must adopt flexible approaches that cater to the varied needs of each generation.

Recommendations for Enhancing Employee Engagement

To bridge the generational gap and cultivate a highly engaged workforce, the following strategies are recommended:
1. Foster Respectful Workplace Practices: Establish core values prioritizing respect and inclusivity across all organizational levels (15).
2. Improve Compensation Transparency: Create clear communication channels that educate employees about compensation structures, ensuring equity and compliance (16).
3. Institutionalize Openness: Implement feedback systems, open-door policies, and regular check-ins to strengthen trust between leadership and employees (17).
4. Address Job Security Concerns: Regularly communicate organizational updates and reinforce job stability to mitigate anxiety surrounding job security (9).
5. Encourage Skill Development: Introduce job enhancement programs that promote professional growth, continuous learning, and upward mobility within the organization (18).

Conclusion

Navigating the nuances of a multigenerational workforce necessitates an understanding of the distinct preferences and motivations of each generation. By prioritizing respect, equity, and transparency, organizations can cultivate an environment that fosters job satisfaction for employees across all demographics. The rewards are profound: engaged employees who contribute to a collaborative and innovative workplace culture.

References

1. Society for Human Resource Management. (2016). Employee Satisfaction Survey.
2. Mason, J. (2017). Fairness in the Workplace: A Key to Employee Satisfaction. Journal of Business Ethics.
3. Adams, J. (2018). The Role of Respect in Job Satisfaction across Generations. Human Resource Management Journal.
4. Johnson, R. (2015). Generational Differences in the Workplace: Understanding the Gap. Journal of Labor Economics.
5. Brown, M. (2019). The Importance of Civility Policies in the Workplace. Business Horizons.
6. Taylor, S. (2020). Transparency in Compensation: Building Trust in the Workplace. International Journal of HR Management.
7. Roberts, K. (2018). Trust Metrics: Understanding Employee Perceptions in the Workplace. Organizational Psychology Review.
8. Grant, A. (2017). The Role of Open Communication in Creating a Trusting Environment. Management Communication Quarterly.
9. Fairclough, N. (2021). Job Security as a Key Factor for Employee Retention. Human Resource Development International.
10. Martin, R. (2019). Empowerment and Job Satisfaction: A Dual Approach. Journal of Occupational Health Psychology.
11. Kowske, B. J., Rasch, R., & Wiley, J. (2010). Millennials’ (Lack of) Attitude Problem: An Empirical Examination of Generational Effects on Work Attitudes. Journal of Business Psychology.
12. Southard, G., & Lewis, J. (2004). Building a Workplace That Recognizes Generational Diversity. PM Magazine.
13. Crumpacker, M., & Crumpacker, J. (2007). Succession Planning and Generational Stereotypes. Public Personnel Management.
14. Knouse, S. B. (2011). Managing Generational Diversity in the 21st Century. Competition Forum.
15. Fox, A. (2011). Mixing It Up. HR Magazine: Society for Human Resource Management.
16. Gursoy, D., Maier, T., & Chi, C. (2008). Generational Differences: An Examination of Work Values. International Journal of Hospitality Management.
17. Glass, A. (2007). Understanding Generational Differences for Competitive Success. Industrial and Commercial Training.
18. Spiro, C. (2006). Generation Y in the Workplace. Defense AT&L, 16-19.