Multigenerational Differences in Work Attributes & Motivation: An Empirical Study

This study empirically examines the differences in work attributes and intrinsic and extrinsic motivation among four generations (baby boomers, silent generation, generation X & generation Y). Data was collected with the help of an online questionnaire from working executives. Total sample consists of 653 respondents working in different public and private organizations. Data was factor analyzed and AN OVA was carried out followed by Post hoc analysis wherever applicable. Results indicate that generation y prefers to work individually and seeks instant feedback in comparison to the older generation. There is no difference in the preference of workplace flexibility among the four generations. Intrinsic motivation is higher in Silent generation and extrinsic motivation is higher in generation Y. Introduction Generation as a construct has been studied by scholars from various academic fields. Social psychologists have been interested in understanding the various socio-psychological influences that shape generational attitudes and behaviors. Some scholars like Giancola (2006) suggest that "generational approach may be a more popular culture than social science", yet generational studies have a long and distinguished place in the social sciences. Scholars have attempted to search for the unique and distinctive characteristics of generations for several decades now. In the last decade management scholars have tried to demystify generational attitudes, values, behaviors, (Gibson et al., 2011) motivators and their effect on team work, learning orientation (D'Amato & Herzfeldt, 2008), retention policies (Gabriel, 1999), leadership expectations, and organizational policies at large (Westerman & Yamamura., 2007). Academic research and industry experiences unanimously advocate the need for deeper understanding of generational differences at the workplace. Since long, generations have been attached with specific attributes. While some of these have been rooted in cultural stereotypes or anecdotal evidence (Macky, Gardner & Forsyth, 2008), substantial research has revealed age or generation related trends and characteristics. In addition, research also suggests that generational diversity has an impact on employees' work-related attributes and interpersonal interactions (Pitt-Catsouphes & Matz-Costa, 2008). Studies suggest that employers or managers should provide their employees appropriate opportunities and recognition according to their needs, and create a work environment that fosters productivity in every generation (Saunderson, 2009; Macon & Artley, 2009). In addition, it is also suggested that managers must provide adequate information and skills to their employees to enable them to understand the generational characteristics of their co-workers, to foster better understanding, communication and teamwork among employees (Kapoor & Solomon, 2011; Macon & Artley, 2009). Thus, it has been repeatedly emphasized in the existing literature that effectively handling generational difference in the workforce is one of the biggest challenges faced by managers today (Lester, Standifer, Schultz & Windsor, 2012). Generational Theory Generational theory proposed by Karl Mannheim (1928) postulates that people belonging to the same age group who witness common, crucial, socio political and historical events during developmental stages of their life form generational group Kupperschmidt (2000). This definition draws special attention to a shared or collective field of emotions, attitudes, and preferences which have an impact on work place attributes. Mannheim further emphasizes that generations is a localized concept and that socio-economic changes occurring in one country effect the generations of that particular country only. This generational localization unifies individuals belonging to a particular generational group within the framework of the same socio-historical context. …