GENERATIONAL DIFFERENCES IN THE WORKFORCE

Answer

1. GENERATIONAL DIFFERENCES IN THE WORKFORCE

   Intensive advocacy for diversity and inclusive workforces has created workplaces with as many as five generations. This trend has accounted for an increase in generational differences. According to Jones, Murray and Tapp (2018) the term generational differences denotes variations in opinions, beliefs, and values between diverse generations of people. The most diverse workplaces have five generations beginning with the traditionalists, baby boomers, generation X, Y, and generation Z. Because of the differences in their upbringing and life experiences, these generations often have divergent beliefs which create generational gaps (Hayes, 2013). Guided by this backdrop, this paper evaluates the implications of generational differences in the workplace. Besides, it analyzes strategies that companies should use to train and develop perspective to cope with the generational differences and benefit the company.

   Implications of Generational Differences in the Workplace

   Human resource managers in organizations with multiple generations of employees have to embrace a new form of diversity. They have to manage the expectations of each employee. For instance, the baby boomers are mostly in the retiring age groups while generation Y and Z are the new entrants into the workforce (Hayes, 2013). The baby boomers expect the organization to have a reliable retirement plan while the generation Y and Z expect the workplace to provide them with opportunities for growth and self-development. From this example, it is notable that age demographics in the workplace creates both opportunities and challenges (Jones et al. 2018). The ability to explore the opportunities depends on how the management manages these generational gaps.

   Some of the opportunities presented by generational differences include increased diversity which contributes towards a healthier work environment. Fishman (2016) contends that diverse and inclusive workforces are more innovative as the employees present different solutions to challenges which helps the organization to grow. Another opportunity could be derived from the increased collaboration across generations which allows for mentoring of the younger generations to embrace the workplace culture (Hayes, 2013). As a result, collaboration and mentorship facilitates knowledge transfer and knowledge sharing which helps in retaining the culture of an organization.

   On the other hand, generational differences make it challenging to manage an organization. The differences in generational values, financial and technological perspectives, as well as variations in work ethics across generations is likely to be a constant source of conflict (Farrell & Hurt, 2014). The older generations are inclined to stick to the old culture and ways of doing things, while millennial employees prefer digitalized and technology driven approaches (Truxillo, Cadiz & Rineer, 2014). Such differences make it challenging for the management to create common or shared values and culture. In the long run, an organization might need to adopt different strategies to meet the diverse needs of each of the generational groups.

   Strategies from Training and Development Perspective to Cope with Generational Differences

   The best strategy for coping with the generational differences is by designing training and development programs targeting each of the generations. Noe and Kodwani (2018) argue that rather than subjecting all the employees to either traditional or technology based training methods, it should assess the training needs of each employee and classify them based on their generation. This strategy allows them to impart each generation with the skills they desire to be more efficient and productive.

   In particular, the older generations could be trained using traditional training methods such as hands-on, group training, and presentational methods. Additional methods include on-the-job training, lectures, simulations, and group building methods such as team building (Noe & Kodwani, 2018). On the other hand, technology based training methods will be used on younger generations. These methods entail the use of virtual reality, collaboration tools and mobile learning (Farrell & Hurt, 2014). Combining these two methods is referred to as a blended approach which benefits all the generations and in return, develops talent that creates more value for the organization.

    

    

   relationships between China the US.

Answer

Assessing Risk and Reward

The Nissan Motor Company is one of the leading automobile makers in the world. The Japanese carmaker has primarily enjoyed a successful run, allowing it to enter various regional and international markets such as the United States. However, the changing business environment was not favorable to the company in 2019. Notably, the cooperation recorded losses amounting to 7.8%. The experience pushed the management into making tough decisions, requiring almost all of its North American workforce to go for unpaid leaves.

In late 2019, the company announced that the decline in sales necessitated a two-day unpaid leave for the North American workers. The stated days for the vacation were January 2 and 3^rd    (Chicago Tribune, 2019).  Notably, this move was a crucial decision for the company because of its conflicting impacts. Whereas on the positive side, it could help the firm minimize expenses, it threatened to affect the public perception of the company regarding employee welfare.

The rewards for the decision involved cutting expenses by not paying the workers on leave, which eventually would translate into reduced expenses. Another reward was that the decision could allow the company to optimize performance by evaluating employee performances then developing new milestones. However, on the low side, the company risked affecting its public image and brand name, especially in the North American market. As per Chakravorti (2010), the way an organization treats its employees influences the firm's public perception. Thus, Nissan risked eliciting a negative public perception. With a distorted public image, the company could fail to revive its declining sales.

I would have advised the management of Nissan to utilize the Predictive Analytic perspective in determining the right decision to take. Ideally, the approach tries to predict what might happen in the future if particular decisions or actions are undertaken at the moment (Traymbak & Aggarwal, 2019). Looking at the situation at Nissan, the company needed to develop a goal such as increasing sales. After that, they would have made decisions aimed at realizing the set goal. In this regard, the predicted outcome could give the management an overview of whether more risks existed or significant rewards could be realized.

.