Strategies for Managing a Multigenerational Workforce

Strategies for Managing a Multigenerational Workforce by Ronald Iden MBA, Regis University, 2001 BBA, Mount Vernon Nazarene University, 1999 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University February 2016 Abstract The multigenerational workforce presents a critical challenge for business managers, and each generation has different expectations. A human resource management study of organizations with more than 500 employees reported 58% of the managers experiencing conflict between younger and older workers. The purpose of this single case study was to explore the multigenerational strategies used by 3 managers from a Franklin County, Ohio manufacturing facility with a population size of 6 participants. The conceptual framework for this study was built upon generational theory and cohort group theory. The data were collected through face-to-face semistructured interviews, company documents, and a reflexive journal. Member checking was completed to strengthen the credibility and trustworthiness of the interpretation of participants’ responses. A modified van Kaam method enabled separation of themes following the coding of data. Four themes emerged from the data: (a) required multigenerational managerial skills, (b) generational cohort differences, (c) most effective multigenerational management strategies, and (d) least effective multigenerational management strategies. Findings from this study may contribute to social change through better understanding, acceptance, and appreciation of the primary generations in the workforce, and, in turn, improve community relationships.The multigenerational workforce presents a critical challenge for business managers, and each generation has different expectations. A human resource management study of organizations with more than 500 employees reported 58% of the managers experiencing conflict between younger and older workers. The purpose of this single case study was to explore the multigenerational strategies used by 3 managers from a Franklin County, Ohio manufacturing facility with a population size of 6 participants. The conceptual framework for this study was built upon generational theory and cohort group theory. The data were collected through face-to-face semistructured interviews, company documents, and a reflexive journal. Member checking was completed to strengthen the credibility and trustworthiness of the interpretation of participants’ responses. A modified van Kaam method enabled separation of themes following the coding of data. Four themes emerged from the data: (a) required multigenerational managerial skills, (b) generational cohort differences, (c) most effective multigenerational management strategies, and (d) least effective multigenerational management strategies. Findings from this study may contribute to social change through better understanding, acceptance, and appreciation of the primary generations in the workforce, and, in turn, improve community relationships. Strategies for Managing a Multigenerational Workforce by Ronald Iden MBA, Regis University, 2001 BBA, Mount Vernon Nazarene University, 1999 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University February 2016 Dedication The study is evidence of when one pursues a dream you can certainly obtain it through commitment, decisive action, and support. Without God’s intervention last year, changing the entire perspective on my life’s focus and outlook, I am not certain the completion of the study would have occurred. In addition, I dedicate this project to my wife—Cindy Iden—who endured countless hours of my time away from her and continually supported me throughout the process. She continues to believe in me to obtain higher and greater things in life. Acknowledgments The completion of this doctoral study would not have been possible without the support of a number of people. My gratitude to my Lord and Savior Jesus Christ is paramount with giving me life, breath, strength, and the determination to finish the course. In addition to the aforementioned support of my wife, the Strive-for-Five support group substantially contributed to my success. Included in the group was Dr. Rocky Dwyer, who volunteered to mentor the group all along the way. Melvia Scott, Leigh Byers, Roxie Mooney, and Cad Shannon, and others in 9000 classes provided personal encouragement during periods where events appeared to be overwhelming. I want to thank my doctoral study committee comprised of Dr. Tim Truitt (Chair), Dr. Carol-Anne Faint (Second Committee Member), and Dr. Anne Davis (URR) for coaching and advising me through the entire process. A special thank you is due to Dr. Freda Turner, Fred Walker, and Dr. Arnold Witchel for their personal words of inspiration during Walden University residencies. Lastly, I know I had numerous family members—both natural and church—lifting me up in prayer for God’s blessing, courage, and tenacity to carry this through. Without this undergirding support, I would have not finished the course.