Understand Generational Diversity For Strategic Human Resource Management Case Study

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5. Understand generational diversity for strategic human resource management
In diverse workforce it is possible to have various challenges for human resource professionals. It is required to understand existing stereotypes and generalities about the characteristics about the different generations in the (Amayah & Gedro, 2014).
In 1988, Organ identifies five dimension of organizational citizenship behaviors (OCB). 1. Altruism – helping others employees at work, 2. Conscientiousness – respect to organization rules and observe those, 3. Sportsmanship – avoid making complaints, 4. Courtesy – concern on other workers, minimize the impact, 5. Civic virtue behaviors – political life within the organization, like participation to meetings. These
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Older workers may embrace with new technology. Human resource development program required to address some technological barriers. HR department can implement program for computer training, other data management software training to older generation to minimize the technological gap. When implement new technology in generationally workplace, it is required to take strategies, in order to get the benefit of those changes. Example: an organization is going to implement new computer base document control program. HR department can organize training session with workers (regardless the age) give more knowledge and experience on computer based document control. But it possible to customize the training according to the knowledge and experience of the employees. According to the job satisfaction survey conducted by the Society of Human Resources Management, employees of all ages value security and balance. Younger and older adults actually share many similar values. Those values are family, respect and trust (Amayah & Gedro, …show more content…
850 employees were selected to this study which belongs to BB, GX and GY. Their attitude were recoded 1to 3 scale. According to the results motivational factors are similar in all three generations (Baran & Kłos, 2014). The need of recognition is preferred by all three generations. The above results are comply with the Herzberg’s theory of motivation (Baran & Kłos, 2014). All three generations participated for this study recognized, 1. Constant development, 2. Being profit making asset to the company, 3. Adaptation skills, 4. Conflict resolution skills as employer’s expectations. All three generation were consider “Feeling of being unneeded” as discouraging factor. Companies can use competences to build competence-based human resource management models, but generational diversity have impact on intergenerational cooperation the workplace. When consider the future prospective of all three generations, most respondent of the above study consider “ balance between private life and professional life” essential factor (Baran & Kłos,

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