Managing Younger Workers at Workplace

1Managing younger workers
Running head: MANAGING YOUNGER WORKERS
Managing younger workers at workplace
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2Managing younger workers
Contents
Introduction....................................................................................................................3
First: critical analysis of younger workers....................................................................4
Second: Recruitment & development of Generation Y.................................................6
Third: recommendations................................................................................................8
Conclusions..................................................................................................................10
References....................................................................................................................11

3Managing younger workers
Introduction
People around the world have similarities and differences according to their
social identity. According to Byrd (2014), the common social features create shared
identities based on people's practices. Accordingly, the differentiation among people
according to their race is the outcome of social categorization classified by politicians
to group people according to their relevant social class.
The human capital represents the most valuable tangible resource to the
organization according to the resource-based theory. It represents a core competence
that could be transformed into a sustainable competitive advantage. Therefore,
recruiting diverse human factor in terms of age, gender, religion, attitude and caste is
beneficial and complex at the same time for the managers and the employees as well.
The work environment should be well prepared to control conflicts that might occur
because of diversity and maintain stability for a productive environment (Saxena,
2014).
The following section provides a critical analysis of younger workers, the
selected topics to be critically analyzed are recruitment and employees development.
Finally, recommendations are provided.
First: critical analysis of younger workers
The human resources management (HRM) at every organization has its
practices, but according to Alcázar, Fernández, & Gardey (2013), the universalistic
approach of HRM combines HR strategies into practice by introducing the best HRM
practices that support the organizational performance. Successful practices could be
applied in the field of diversity and cross-cultural management at the workplace.

4Managing younger workers
These practices, reveal the importance of intercultural training, flexible compensation,
work-life balance and assessment of participative performance (Kulik, 2014).
Lauring (2013), argues that diversity management main role is to prevent
discrimination among people at the workplace. In recent years, organizations have
moved to consider diversity to be a strategic resource that could perform to diversify
their business rather than create problems. The rationale of such a multicultural
approach is based on the ideas that people with diverse skills and networks can benefit
the organization at a large scale. This approach requires that the work environment
should be prepared to make diverse employees feel included. On the other hand, the
majority of the employees might resist this initiative for their fear of losing their
positions, dominance, instability or the benefits they gain to the stake of diverse
employees that represent the minority. This means that the majority feel afraid of
losing their social identity safety that refers to feeling safe within a particular team
context. Social identity safety could be physical, like group recognition, or it could be
effective, like, organizational recognition for the employee belonging to a specific
group (Jansen, Otten, & Van der Zee, 2015).
1.1 The impact of younger employees at the workplace
Today society is highly attracted to aging. Aaltio, Salminen, & Koponen
(2014), argue that ages of their coworkers affect both older and younger workers at
workplace. The older managers tend to treat older and younger workers equally, but
younger managers provide more support to younger employees. Younger workers are
highly involved in discretionary behaviors. Organizations with higher younger
employees' percentage tend to invest in training or innovation to enhance the younger
employees' capabilities. Employers should pay much attention to generational
differences for the reason of that age represents a fundamental element that identifies