Business Organizations Report

This report examines the influence of generational differences on work values and employee behavior. It discusses how various generations perceive work, their values, and the implications for organizational practices. The analysis highlights the need for organizations to understand these differences to enhance employee motivation and commitment, ultimately leading to improved performance.

Running Head: BUSINESS ORGANIZATIONS
Business Organizations
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Introduction
Understanding motivation and employee behaviour has been a topic of interest for
managers organization development experts and researchers as they have the objective of
minimizing risk and maximizing human potential. Focus is being provided on the
management and working with individuals or groups divided into multiple ages and
generations by scholarly researchers, sociologists and human resources specialists. A
generational group in the work place can be defined as a group divided in accordance to age,
location, birth years and significant life events. Those who share social and historical
experience having a relatively stable effect on their course of life are referred to as a
generational group which is referred to as a cohort. However Lyons & Kuron (2014)
demonstrates critical review of the empirical evidence and theoretical basis in relation to the
famous idea according to which generational differences in work values exist. The principles
of generations is fundamental in Sociology theory however the empirical evidence in relation
to academic for generational differences in work values is mixed at best. There is a
significant difference between age and generation and those studies which are not able to
identify such difference are not able to make a simple observation related to the predicted
differences in work values. Methodological limitations are eminent in empirical literature as
most studies use a cross-sectional research design. This leads to confusion in relation to the
definition of generation as compared to that of cohort along with insignificant consideration
of the differences among ethnicity gender and national context .
The purpose of review
The young workers in modern day workplace are more worried about having
competent leaders, a say in the decision and getting fair pay. On the other hand the media
pictures millennials in a way which indicates that they are focused in getting kudos from

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superiors and taking up the social responsibilities of their companies (Great Places to Work,
2017). The purpose of this paper is to review the available literatures in relation to
generational differences in work values in order to find out to what extent the above
discussed findings are true.
Values
According to Bolton et al., (2013) values are a belief which has a connection with
behavioural conduct and desirable states, they are consistent towards different events and
situations and they act as a guide towards the evaluation of other people, events and
behaviour by an individual. As provided by Inkson, Dries & Arnold (2014) an enduring belief
which indicates that a particular mode of end-state of existence or conduct is socially or
personally fancied over an converse or opposite way of end-state of existence or conduct.
Values are not the same as social norms which merely refers to a mode of behaviour and
change in accordance to specific situations. Values are also not the same as attitudes as they
are not bound to situations or events and the core values which people posses are much less
then attitudes.
Work Values
Wrong at all 2008 defines work values as a standard which employees consider
towards ensuring an appropriate action along with attitude which can be deemed as
appropriate. It has been for the provided by this paper that different personalities are
consisted in generations and such personalities have an influence on work-related values held
by them. Landy & Conte (2016) states that values related to work are the conceptions held by
individuals in relation to their work activity which are desirable and reflect the Awareness of
the individuals in relation to the working environment which they want and father actors a
motivation for them to achieve such working environment. As provided by Sarma (2014)

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values are helpful reflectors of actions and decisions of an individual. Values are not very
prone to change and are relatively permanent. People can be provided motivation through
allocating those activities and outcomes which are valued by them. Although a few
differences have been identified between work values and general values, work values can be
expressed as the outcome which people desire and want to attain through work. The
perception of employees related to the workplace are shaped by work values as they exert a
significant and direct influence on attitudes and behaviours of employees along with job
decisions and problem solving. There exists a persistent difference in relation to work values
which is between extrinsic and intrinsic values. The focus of extrinsic work values are on
outcomes and consequences of work such as the rewards which are tangible in form of
opportunities, advancements, income and statues. On the other hand intrinsic work values
focuses on the way in which work is carried out and reflect the inherent interest related to
wok which carries such as opportunities to be creative and learning potentials. Other values
of work consists of autonomy or influence towards decision making, job security and
stability, contributing to the society and helping others, interpersonal relationships at work
opportunity for vacation, free time and exclusion from being supervised.
Different expectations and preferences are produced in relation to work by different
generations because of basically different events and experiences faced by them. During the
early phases of work the young workers have to take decisions which set their values in
place. A recently conducted meta-analysis by Beck & Cowan (2014) provided that the
attitudes towards work are fairly stable among humans from early adolescence to adulthood.
This means that same as abilities and personality traits, it is likely that vocational interest
would have effects on path followed over the course of life. Organizations can be benefited
through understanding work values of a group or individual by providing them structured

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jobs, compensation packages, working conditions and policies so as to provide motivation
and extract best quality effort.
Several views exist in relation to the connection between work values and personal
values. As provided by Twenge, Campbell & Freeman (2012) a cognitive structure producing
conceptual similarities between work and personal values is consisted in values. Parry &
Urwin (2011) states that wok values arise from the projection of personal values in relation to
the work. Thus it can be stated that personal values have some kind of link with work values.
Generations
As the definition of work is subjected to change over time, the diverse age groups
which constitute a work place are likely to provide diverse vales of work based on societal
influences. Values are constituted by generational cohorts on the basis of social and historical
experience which manipulate their perceptions about work, career desires and organizations.
For the purpose of understanding the logic behind the classification of a specific age cohort
into a generation theoretical and definitional underpinning has to be understood in relation to
the question that how influence is exerted and manifested in relation to a work place.
According to Kramer & Porter (2011) the definition of generations is made in social and
chronological terms in form of a group sharing age location, birth years and significant life
events at early stages. Beck (2014) Provided that generation is a group of people having
collective memory and are connected by age. The concept of generation provides a view that
how a same event is viewed differently by different ages. The generational theory as provided
by Costanza (2012) sets out a distinction coevals people moving through life cycles at the
same time and brought born at the same point of history and contemporaries people who
exists at a same point of time but having different ages. Thus contemporaries would interpret
and experience a historical event in different ways because of their past experiences and to

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the contrary as coevals have a similar history they would interpret and perceive an event in
the same way. Generation location is the terms which had been used in Cogin (2012) in order
to represent temporary space of a group of individuals sliding through the life cycle
contemporaneously.
Development of values in generation groups
Through theoretical concept about generations, it can be stated that with the help of
particular development experience, the roots of generational differences may be found to an
extent in differences of values. The theory provided by Schullery (2013) provide a suggestion
that unique characteristics are bestowed in generations which upon interaction with social
influence and individual development results in diverse values which take place within the
environment of work. Generational stereotypes and conflicts are identified through the help
of this theory along with the problems related to communication between groups. In addition
as the focus of work in relation to career and attitudes is changing in the modern day there
would be a significant role of generations towards explain values of work.
Generation and work values
Overall a lack of academic research exists specifically in the organizational context
towards identifying the differences among generations in relation to work values. Mixed
results have been produced by studies which have provided an overly stereotypical
conclusion. More precise studies depict that researcher have only utilized age for the purpose
of their analysis and as a result social and historical context and the use of generational
membership influence as a variable. Age related finding are to some extent useful towards
identifying the influence of generational differences in work values. The generations are
divided into Matures born between 1925 to 1945, Baby Boomers born between 1946 to 1961,
Generation X born between 1962-1979 and baby boom echo born between 1980 to 2000.

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Generational values not only vary in relation to wok values but also in relation to work
outcomes. In relation to age and job satisfaction it has been provided by various studies that
age and job satisfactions are related. In a Meta analysis conducted by Kapoor & Solomon
(2011) it was found that job satisfaction and age had a mean correlation of .23. people who
were belonging to a higher age group and having a high hierarchy in generations tend to have
far more job satisfaction as compared to those who are young and belong to the present
generation. This is because there are increased wants and demands of the modern generation
and they perceive all situations in a competitive way as compared to people belonging to
provisions generations. In relation to age and affective organization commitment significant
relationships have been found by those researches which have investigated demographic
characteristics. A Meta analysis conducted by Gentry et al., (2011) provided a statistical
average correlation of 0.20 among age and organizational commitment. This can be provided
as the present generation are always looking for more and more opportunities and personal
development to enhance their careers and therefore ignoring the commitment towards a
particular organization.
What is depicted by the media in relation to millennials is not totally incorrect. This
particular generational group does strive for appraises from the supervisor, however such
apprises are desired in relation to personal development and evaluation but not in relation to
organization commitment. As provided by Haynes (2011) baby boomers have been more
committed towards organizational goals as compared to generation X who are more
committed towards personal development. In relation to age and intention mixed results have
been produced by researches. Studies depict that employee retention is dependent on the
competency of their leaders in the present day. People are concerned about having competent
leaders who would help them not only to achieve organizational objectives but also personal
development. In addition Deyoe & Fox (2012) the present generation as they lack

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organization commitment are worried more about the payments received by them as tend to
be always in search of opportunities which would provided them better payments as
compared to previous generations.
Conclusion
Thus it can be concluded from the above discussed studies that personal and work
values are related to each other to a large extent. Values differ in accordance to generations as
each generation has their own perceptions about events and experiences. These values are
influence the work domain of individuals. A work place consists of contemporaries which
mean that they perceive different events in different ways. The millennials as studies depict
are more towards personal development as compared to the previous generations. They
believe in taking up opportunities rather than having a commitment towards the organization.
This is because of the social influence on the generation which in the modern times is
predominantly restricted to materialistic values. What is depicted by the media is also not
totally incorrect as the millennials are also devoted to work and often manifest organizational
commitment for the purpose of only attaining a better position.

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Part B
In modern times where competition is predominant in the market the organizations
have to ensure the well being of the employees. Mostly all studies have depicted that
employee wellbeing initiatives taken by the organization have a direct effect on the
performance of employees and their commitment towards the organization. Effectiveness can
be enhanced by the organization through addressing wellness shortfalls. The question which
arises is that whether an organization should design there wellness initiatives around a
particular generation. As concluded in the above essay generational differences have a
significant influence on work values. An organization does not have employees merely
belonging to a specific age or generational group. Each group have different work values
which make them approach their roles within the organization in diverse ways. Each and
every employee has a certain role to play within the organization and thus is significant to the
organization in some or the other way. I do not think that organizations should frame
wellness initiatives to be imposed as a whole in relation to a particular generation. However it
is necessary for organizations to identify and generational differences within it. If
generational differences are identified it would be easy for organization to deal with them
separately and in order to ensure best performance. The modern generation knows that
changes is inevitable within the workplace and see changes as a new opportunity to
development however the previous generation employees are not particularly habituated with
changes and therefore it is not taken by them in a good way.
The generation X would therefore require a wellness activities which would provide
them personal time and scope for exercising own independence. They have to be provided
with tools along with the opportunities of using them. The communication in relation to
wellness has to be done with them in relation to “life” instead of “work” so that more focus
can be provided on work life balance when they are more interested in. When it comes to

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Millennials who desire a challenging and meaningful work environment matching wellness
initiatives have to be considered. The particular generation has grown up surrounded with
technology and thus they have a lot of information and access to it at their finger tips. They
have high expectations from employees in relation to wellness programs. Thus in order to
ensure the wellness of young employee’s short terms goals have to set as they want quicker
results and rewards. In addition there are need to be shown that the company is interested in
them and have made a considerable investment to help them achieve their goals.
Then while designing an employee wellness program the organizations must take a
look at their workforce. After such consideration has been made a place should be designed
to meet the needs of the entire workforce. In case an organization is able to achieve a balance
through the combination of tactics they can make the most out of wellness programs.
Generational gaps can be challenging but instead of a road block it has to be considered as a
opportunity to include a diverse work environment.

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