They value tenacity and entrepreneurial in workplace and are more of goal-oriented and multitasking. More individualistic than other generations and demand balance between their social and personal life. Emphasis on participation in their opinions and behavior. They believe in earn and spend and low on loyalty to organization as for them work is the mean of end fulfillment. Age composition of the workforce is ageing in UK and then by the next decade the trend of early retirement is out phased as they tend to work longer due to fall in pension values. Currently the workforce is mostly consisting of younger or older workers.
The value and equity of Job performance and satisfaction is different in each generation. In the same perception they also have different expectancy, instrumentality and valence in regard to compensation and what motivate them to work or not, which is main factor in turnover and absenteeism. Organization culture and structure need to change for a proper design for employee’s involvement in achieving Organizational goal. B was among the first British companies to focus on recruiting of all ages including women returning from career breaks, older and disabled people.
Today more than a quarter of B’s 38,000 staff are over 50. Ian Cheshire, B&Q’s chief executive, says: “There are clear business benefits to employing a workforce that is age diverse and reflects the customer profile. ” B found that older workers and their Job performance are unrelated. Cheshire says: “We have found that older workers have a great rapport with the customers, as well as a conscientious attitude and real enthusiasm for the Job. ” [iv] B age diverse workforce is reflected in there flexible work place.
Employees can whose to work part/full time and their responsibilities outside workplace are always respected by the organization. As employees in workforce are consist of different generation, they do have Iterance In value Ana system wanly sometime De centralists as conflicts, wanly have impact on work environment. Employees requires participation as normal and be given both skills to do the Job and skills to participate. Employees also have to be participative in problem solving and decision making to reach the organization’s goal.
Manager should also use participation and empowerment. Successful manager will e the one who recognize that the employment process is a key part of the culture of organization and time taken to mentor staff is worthwhile and important. They must also be open to new idea from employees. There has to be a cultural change in leadership and management. The managers should stop being a leader or decision maker and should be more of a coach. To put it as simply as possible, Valuable lesson learned is the need to have phased retirement and flexible working options as program and not as policy.
How company- sponsored benefits and retirement planning workshops that focus on the economic uniqueness of leaving the workforce will encourage some employees to stay in the workforce past age 65. How to create effective knowledge sharing relationship between older and younger workforce, such as experience and technology; and why companies must stop searching for a quick fix to these workforce obstacles. The solution is having flexibly integrated structure of Job design and diverse culture. The study also provides specific tips to help employers: 1 . Create and operate a network of former employees; 2.
Rehire retirees indirectly on a project or performance base when pension extractions prevent direct re-employment; 3. Tap the expanding pool of older people seeking employment. 4. Training should be essential and seen as investment to company than cost. Finally, most organizations today face the fact that by next decade their workforce is going to change dramatically. Nevertheless, organization can maximize the contributions of employees and the assets they bring to the workforce Just by tapping on the right organizational design and structure. References [I] Roger Coleman, 2006.