Hello world. It has been a long time since I have written anything; I have been a bit busy with work, study and family. Hopefully I can get into a better habit.
Over the last few weeks I have been reading a book called Retiring the Generation Gap: How Employees Young and Old Can Find Common Solution. Based on research regarding intergenerational conflict, how different generations really are, and what workplaces can do reduce conflicts among people of different generations, it is based on US research conducted over seven years.
The main point I learnt from this book is that all generations have similar values; they just express them differently. It also highlighted that if you are party to a conflict that appears to be about generation-based values differences it is most likely that the conflict is between individuals and that it has nothing to do with their generation and the conflict is about difference in behaviour rather than about a fundamental values difference.
The research from this book highlighted that top ten values for all generations were:
- Family (72%)
- Integrity (65%)
- Achievement (48%)
- Love (48%)
- Competence (47%)
- Happiness (46%)
- Self-respect (45%)
- Wisdom (45%)
- Balance (39%)
- Responsibility (38%) [1]
I know that this is US research, but I wonder how different it would be in Australia?
What do you think?
- Retiring the Generation Gap: How employees young and old can find common ground, Deal, J., 2007 John Wiley & Sons, Inc., p15
2 Comments
This is interesting as one my main critiques of generational theory (that a particular generation has a shared set of characteristics) is that it ignores the bell curve of human characteristics. We are all human & have a similar set of needs, wants and desires (especially if you take a Maslowian view). These are mediated by the socio-cultural milieu, but realistically demographics and psychographics will override generational theory.
I've read a study recently that looks at generational factors in relation to work preferences, motivation and personality. The results suggested that for public servants there were no psycho-motivational differences across generations. However, in the private sector, there were significant differences across generations.
The suggestion, is that norming effects on motivational behaviour occur within specific work-group types. What it didn't explore (which I would certainly find interesting) is whether motivation changes when an individual comes from the public sector into the private and vice-versa.
Perhaps generational issues are more a factor of group dynamics (the socio-environmental factors) and personality than they are of 'birth date'.
M
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