MULTI-GENERATIONAL WORKPLACE ASSIGNMENT OVERVIEW Jack has been a graphic designer at a family-owned engineering firm for over 20 years, but when the owners retire and close the company, he is out of a job. Although the job market is very weak, he finds a job at a large social media marketing firm. Jack is very excited to start at his new job, but shortly after starting he becomes discouraged. Jack is 59 years old and his new manager Mike is 35. Before Jack’s arrival, the average age of the people on Mike’s design team was 28. The design team is friendly, but they make a lot of jokes and make references to popular culture references that Jack doesn’t really understand. Sometimes, Jack plays along and laughs even though he doesn’t understand the joke. The team also goes out for dinner and drinks after work on Fridays, they invite Jack, but he doesn’t want to go because he’d rather go home and relax. Jack fears that if he keeps turning down the invitation that he will isolate himself and not be considered a “team-player”. In addition, the manager Mike, frequently attends the Friday nights out and will often share insights into the company’s future plans and discuss work projects. Jack worries that missing out on these gatherings will put him at a disadvantage and inhibit his ability to do well on the job. Jack decides to go to Mike and tell him how he feels. Mike has been with the company for 10 years. He started as a graphic designer, and worked up to now head the creative department. Mike prides himself in fostering a positive team atmosphere—he trusts his team, gives them autonomy, and values their creativity. He also believes that happy employees who can joke around, work together better, and are more productive. He prides himself in building a diverse team, and supports the team getting together on Fridays after work. He often tries to join them and even pay for dinner as a demonstration of his appreciation. Mike purposely hired Jack because he thought Jack had a lot to contribute to the team. Mike is a little surprised to hear Jack’s concerns because Jack seemed like he was friendly and “easy-going”. Mike is worried that if he tells the team to cutback on the joking that he will hinder the positive team interaction, and he also worries that the team will resent Jack. In addition, he can’t stop people from hanging out together after CASE STUDY work, and they aren’t doing anything inappropriate. He also doesn’t want to inhibit the teambuilding, rapport and trust-building that results from the after-work gatherings. ASSIGNMENT INSTRUCTIONS Examine the factors of the case and discuss: • Assess the barriers that Jack faces. • Make a recommendation for what Mike should do? • Examine what the organization can do now and in the future to promote diversity and inclusion among various generations. • Analyze the potential benefits or opportunities that could result from making the decision. ASSIGNMENT REQUIREMENTS • APA formatting is required, including title page and reference page. • Minimum citations: 2 citations per part, textbook source = 1 out of total • Word count: 500-750


    Multigenerational exertionforce has crabbed into a alikeness in manifold constructions. Each period has its values, perspectives and expectations that it brings to the exertionplace. The influence of the disgusting periods in a exertionplace afloat close each other is a motivational instigate that changes the exertionplace heterogeneousness. The subject con-over partition examines the multigenerational inclusion in the exertionforce, the exertionplace issues that inaugutrounce with the contact of integrating a multigenerational exertionforce, and the challenges that employees countenance when they fathom to solidity fathoming to harmonize in such a exertionplace. It looks into the perceptual dissimilitudes in contemplate to how employees’ psychical practices such as messera possess on their productivity. The subject partition besides looks at how constructions can beneharmonize from a multi-generational exertionforce, providing a advice on how constructions should traffic with such a periodal parti-colored exertionplace. Further, it highlights the contact of such a exertionforce and how the skill can traffic with such an environment to optimize productivity, similarity, and inclusivity.

    Keywords: Multigenerational, periods, exertionforce, construction, employees

    Multi-Generational Exertionforce


    A multigenerational exertionforce bears very obvious advantages. Past today’s exertionforce is comprised of five periods where each period possesses unanalogous strengths that acceleration them to rarely conduce to their afloat environment. However, when the periodal cultivations clashes, it can implicate the morale and productivity of the exertionforce (Kaifi, Nafei, Khanfar, & Kaifi, 2012). In extravagant subjects, companies can execute a estimation coercion intentionally delineating a undeniable period, or uniform avoiding a recommended oppidan practices. Such a estimation hurts employee resistance trounce and taints the attractiveness of the construction to prospective employees.

    Multi-Generational Exertionforce

    Jack, being a period X descriptive contriver acquires a oddlightlight operation below a period Y director. Apparently, Jack had adopted a plan of beliefs, values, and behavioral patterns that he doesn’t ascertain in his oddlightlight exertionplace (Pitt-Catsouphes & Matz-Costa, 2008). This proves to be challenging and abundant of what he meets turns extinguished to be wholeotments to his enterprise. Messera is quantitative coercion a fruitful team. However, Mike’s team portraitures ambagious dialect which repeatedly leads to messera breakdown. Second, era dissimilitude acts as a wholeotment (DelCampo, Haggerty, Haney, & Knippel, 2011). The gravity Jack premise that his team members’ averera era was 28, this daunt him. Despite the team members fathoming to repeated him in the loop of their succeeding-exertion activities, Jack delineates himself from the other team members. This government bestow Jack as having a stereotypical mindset.

    To manipulate this whole, Mike should oration the whole intelligently. Full employee wants to apprehend that the exertionplace values their influence and subsidy to the construction. Each of the couple periods has unanalogous fashions of handling their operations, rare skills, exertion conduct, and specificities (DelCampo, Haggerty, Haney, & Knippel, 2011). Mike shouldn’t tally to a unroving fashion of thinking, he should commence unanalogous afloat and literature styles. He should besides cem a interval coercion apprehendledge sharing. Materially, repeated evaluation, feedback, and welcome are material to the team to raise fixity (Phillips & Addicks, 2010). Mike should besides ascertain a base premise coercion message.

    Generally, the construction needs to inoppidan an embracing exertionforce that soliditys multi-generational exertionforce. Further, succeeding embracing a multi-generational exertionforce, it should standpoint on the basealities. As Phillips and Addicks (2010) tell, categorizing employees fixed on their periods can descant the rift discurrent employees and hinder team fixity. A exertionplace with a settled exertionplace cultivation should standpoint on creating periodal oneness past they whole possess some base traits. Constructional cultivation is quantitative in accomplishing this. To cem an embracing cultivation, the construction should standpoint on inspiriting comradery discurrent the periods through the portraiture of clump activities and uniformts (Kapoor & Solomon, 2011). This accelerations the exertionforce to procure acquainted with each other at a specific plane and besides to cem a base premise.

    Another material restraintce that should be smitten is contrast up oppidan mentorship programs. Mentoring programs adduce employees from unanalogous periods an opportoneness to understand from each other (Srinivasan, 2012). Mentoring settledly contacts twain the mentor and mentee and repeatedly leads to reliance, improved skills, over employee promise. This is besides material in retaining employees in an construction.

    Adopting such a cultivation conciliate furnish an construction eminent productivity as the multi-generational exertionforce exertions with a synergized endeavor (Kapoor & Solomon, 2011). Further, this wholeows employees to be over talented, to join and interact rectify, and to pronounce improved experiences coercion the exertionforce resisting the consideration. Additionally, it cems a settled constructional estimation and attracts implicit employees.


    Conclusively, full employee hanker to affect alike to their exertionplace. Wholeowing unanalogous multi-generational exertionforce to ascertain a base premise with each other is material in creating a sagacity of acceptability at exertion. According to Kapoor and Solomon (2011), when these employees affect over alike and current at exertion, their productivity increases and they commence to divide innovative ideas comfortably.


    DelCampo, R. G., Haggerty, L. A., Haney, M. J., & Knippel, L. A. (2011). Managing the multi-generational exertionforce: From the GI period to the millennials. Gower Publishing Ltd.

    Kaifi, B. A., Nafei, W. A., Khanfar, N. M., & Kaifi, M. M. (2012). A multi-generational exertionforce: Managing and belowstanding millennials. International Journal of Business and Skill, 88.

    Kapoor, C., & Solomon, N. (2011). Belowstanding and managing periodal dissimilitudes in the exertionplace. Worldwide Hospitality and Tourism Themes, 308-318.

    Phillips, D. R., & Addicks, L. K. (2010). Engaging a Multi-generational Exertionforce. International Journal of Facility Skill.

    Pitt-Catsouphes, M., & Matz-Costa, C. (2008). The multi-generational exertionforce: Exertionplace flexibility and promise. Community, exertion and Family, 215-229.

    Srinivasan, V. (2012). Multi periods in the exertionforce: Building collaboration. IIMB Skill Review, 48-66.