Washington: Companies that look only at age to bridge generational gaps among workers risk losing knowledge to retirements, higher turnover and other productivity-clogging problems, according to new University of Illinois research led by an Indian-origin scientist.
The study has said that firms often misfire when trying to mend generational divides, relying on broad stereotypes associated with Baby Boomers or Generation X’ers rather than vast research that shows workplace splintering can be rooted in more than just birthdates.
“The challenges are complex, but the solutions being offered are too simplisticOur aim should be to match the complexity of the problem with more nuanced solutions. The payoffs could be huge in terms of benefits, such as mining the knowledge base of older workers,” said Aparna Joshi, a labour and employment relations professor who led the study.
The study found that a trove of sociological and psychological research on generational issues has not been applied in business, where managers often wrestle with uniting employee factions that stifle efficiency and growth.
Thus, firms often seek to bridge seemingly age-related divisions based on sweeping labels attached to different age groups, such as appealing to the demanding and entitled nature associated with the millennial generation, according to the study.
“Our message is the problem isn’t that simple and there are no one-size-fits-all solutions. Just as we don’t want to take simplistic approaches to race and gender issues, we shouldn’t automatically assume that a gray-haired man isn’t on Facebook or good at technology. Assumptions based solely on age can lead to some very faulty conclusions and missteps,” said Joshi.
She says an analysis of research dating back decades found that three primary factors could help breed generational factions in the workplace that can keep employees from interacting and sharing knowledge.
Age is one factor, but goes beyond broad labels such as Baby Boomers, which spans a nearly 20-year age range, according to the study.
Generational factions also can emerge based on when employees start work with a firm, similar to the lifelong bonds formed by soldiers during boot camp or deployments, the study found.
Workers also can form factions based on their work duties, such as a top management team representing a generation of leaders who may be replaced by a new generation or a supervisor working with a subordinate who could ultimately take over his or her job. Those bonds also create multi-generational groups that defy age-based solutions, according to the study.
The study has been published in the Academy of Management Review.
ANI
By clicking “Accept All Cookies”, you agree to the storing of cookies on your device to enhance site navigation, analyze site usage, and assist in our marketing efforts.
Cookies Setting
By clicking “Accept All Cookies”, you agree to the storing of cookies on your device and the processing of information obtained via those cookies (including about your preferences, device and online activity) by us and our commercial partners to enhance site navigation, personalise ads, analyze site usage, and assist in our marketing efforts. More information can be found in our Cookies and Privacy Policy. You can amend your cookie settings to reject non-essential cookies by clicking Cookie Settings below.
Manage Consent Preferences
Strictly Necessary Cookies
These cookies are necessary for the website to function and cannot be switched off in our systems. They are usually only set in response to actions made by you which amount to a request for services, such as setting your privacy preferences, logging in or filling in forms. You can set your browser to block or alert you about these cookies, but some parts of the site will not then work or you may not be able to login.
Functional Cookies
These cookies enable the website to provide enhanced functionality and personalisation. They may be set by us or by third party providers whose services we have added to our pages. If you do not allow these cookies then some or all of these services may not function properly.
Targeting Cookies
These cookies may be set through our site by our advertising partners. They may be used by those companies to build a profile of your interests and show you relevant adverts on other sites. They are also used to limit the number of times you see an advert as well as help measure the effectiveness of an advertising campaign. They do not store directly personal information, but are based on uniquely identifying your browser and internet device. If you do not allow these cookies, you will experience less targeted advertising.
Performance Cookies
These cookies allow us to count visits and traffic sources so we can measure and improve the performance of our site. They help us to know which pages are the most and least popular and see how visitors move around the site. All information these cookies collect is aggregated and therefore anonymous. If you do not allow these cookies we may not know when you have visited our site, and may not be able to monitor its performance.