9730_Comparative empirical analysis of motivational differences of various generational cohorts

MASTER IN BUSINESS ADMINISTRATION – HUMAN RESOURCE MANAGEMENT

DISSERTATION
Comparative empirical analysis of
motivational differences of various
generational cohorts in the Irish
workplace.
A dissertation submitted in partial fulfilment of the requirements of Dublin Business School for
the degree of M.B.A. in Human Resource Management

Katarzyna Raganowicz-Gargasz
Student number 1257909

May 2014
Thesis Advisor: Claire Devlin
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Declaration:

I Katarzyna Raganowicz – Gargasz declare that all the work in this dissertation is entirely my own
unless the words have been placed in inverted commas and referenced with the original
source.
Furthermore, texts cited are referenced and placed in the reference section. A full reference
section is included within this thesis.
__________________________
20th of May 2014

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To my family.
Especially to my parents whose willing sacrifice and ongoing support
made it all possible, for which I am forever grateful.

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“An idea is always a generalization, and generalization is a property of thinking.
To generalize means to think” – Georg Wilhelm Hegel.
“All generalizations are false, including this one” – Mark Twain.

Abstract

Building on previous research on inter-generational differences, this study seeks to examine whether
differences in motivational factors truly exist in the Irish workplace across various generations. Using the
data gathered through Motivational Factors Questionnaire as measures of motivational drivers, the
study examined cross-sectional differences in three groups of working population in Ireland: Baby
Boomers, Generation X and Generation Y. Results are not entirely supportive of generational
stereotypes that have been present in the popular and management literature and media. This analysis
found some radical differences between various drivers of different generations, however, these might
be attributed to the age rather than generational difference overall. Even though, statistically
differences were quite significant, in practice they might not pose such difficulty in overall management
approach. Furthermore, analysis of current literature available on the subject has revealed some
discrepancies and showed that present research did not have the same results on some occasions. In
order to get a better understanding of the profiles and factors that motivate Baby Boomers, Generation
X and Generation Y, all three age groups were tested against five motivational drivers: compensation,
free-time, advancement potential, work environment and more responsibilities. Differences found,
although statistically significant, are not considerably impactful on the workplace and may be because of
the various life stages presented by the age group. However, it does not remove the fact that each age
group does think differently because of the specific environment one was growing up in and various
situations it was exposed to in their life-time. It may mean that although they are different as people, in
the work setting they will be similar. Present analysis has many limitations and further research in the
field is recommended. Overall, organizations need to foster the environment for respect and
mindfulness to create the bridge linking all age groups to build and maintain a productive workforce.
Key words: Generation, Motivation, Generation X, Generation Y, Baby Boomers, Human Resource.
Word count:
Thesis – 19,866.
Reflection on learning and development – 1,728

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Table of Contents
ABSTRACT ………………………………………………………………………………………………………………………………………….. 4
LIST OF FIGURES:…………………………………………………………………………………………………………………………………. 6
LIST OF TABLES: ………………………………………………………………………………………………………………………………….. 7
CHAPTER 1 …………………………………………………………………………………………………………………………………………. 8
INTRODUCTION …………………………………………………………………………………………………………………………………………..
8
BACKGROUND OF THE TOPIC
……………………………………………………………………………………………………………………………
9
BACKGROUND OF THE RESEARCHER
………………………………………………………………………………………………………………….
10
LEARNING STYLE
………………………………………………………………………………………………………………………………………..
11
RESEARCH QUESTION ………………………………………………………………………………………………………………………………….
12
RESEARCH OBJECTIVES
…………………………………………………………………………………………………………………………………
12
RESEARCH HYPOTHESIS ……………………………………………………………………………………………………………………………….
13
THESIS DISPOSITION ……………………………………………………………………………………………………………………………………
13
RECIPIENTS OF THE RESEARCH ………………………………………………………………………………………………………………………..
14
CHAPTER 2 ……………………………………………………………………………………………………………………………………….. 15
LITERATURE REVIEW
………………………………………………………………………………………………………………………….. 15
FOREWORD
……………………………………………………………………………………………………………………………………………..
15
2.1.
DEFINITIONS ………………………………………………………………………………………………………………………………..
16
2.1.1.
Generation
………………………………………………………………………………………………………………………..
16
2.1.2.
Generation Gap …………………………………………………………………………………………………………………
17
2.2.
BABY BOOMERS – CHARACTERISTICS …………………………………………………………………………………………………….
18
2.3.
GENERATION X – CHARACTERISTICS ……………………………………………………………………………………………………..
19
2.4.
GEN Y – CHARACTERISTICS ………………………………………………………………………………………………………………..
20
2.5.
THEORETICAL BACKGROUND OF MOTIVATION
…………………………………………………………………………………………..
22
2.5.1.
Motivation – definitions ………………………………………………………………………………………………………
22
2.5.2.
What motivates employees? ……………………………………………………………………………………………….
23
2.6.
REVIEW OF EXISTING STUDIES …………………………………………………………………………………………………………….
24
CHAPTER 3 ……………………………………………………………………………………………………………………………………….. 33
RESEARCH METHODOLOGY ………………………………………………………………………………………………………………… 33
3.
INTRODUCTION …………………………………………………………………………………………………………………………………
33
3.1.
DEFINITIONS ………………………………………………………………………………………………………………………………..
33
3.1.1
Research
……………………………………………………………………………………………………………………………….
33
3.1.2.
Methodology …………………………………………………………………………………………………………………….
34
3.2.
RESEARCH DESIGN………………………………………………………………………………………………………………………….
35
3.3.
CHOSEN METHODOLOGY
…………………………………………………………………………………………………………………..
35
3.4.
THE RESEARCH PHILOSOPHY – POSITIVISM. …………………………………………………………………………………………….
36
3.5.
THE RESEARCH APPROACH: DEDUCTIVE APPROACH: TESTING THEORY………………………………………………………………
37
3.6.
RESEARCH STRATEGY: SURVEY ……………………………………………………………………………………………………………
38
3.7.
THE RESEARCH CHOICE: QUANTITATIVE MONO-METHOD APPROACH………………………………………………………………..
40
3.8.
TIME HORIZON: CROSS-SECTIONAL ……………………………………………………………………………………………………..
42
3.9.
RESPONDENTS: POPULATION & SAMPLE
………………………………………………………………………………………………..
43
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3.9.1.
Population ………………………………………………………………………………………………………………………..
43
3.9.2.
Sample ……………………………………………………………………………………………………………………………..
43
3.10.
DATA ANALYSIS
……………………………………………………………………………………………………………………………..
45
3.11.
DATA COLLECTION, EDITING & CODING ………………………………………………………………………………………………..
45
3.11.1.
Data Collection …………………………………………………………………………………………………………………
45
3.11.2.
Data editing ……………………………………………………………………………………………………………………..
47
3.11.3.
Data coding ……………………………………………………………………………………………………………………..
48
3.12.
ETHICAL ISSUES IN THE RESEARCH ………………………………………………………………………………………………………..
48
3.13.
THE LIMITATIONS OF THE RESEARCH ……………………………………………………………………………………………………..
49
3.14.
QUALITY STANDARDS: VALIDITY & RELIABILITY
…………………………………………………………………………………………
49
CHAPTER 4 ……………………………………………………………………………………………………………………………………….. 51
DATA ANALYSIS AND FINDINGS …………………………………………………………………………………………………………… 51
4.
QUANTITATIVE RESEARCH THROUGH SURVEYS ……………………………………………………………………………………………..
51
4.1.
RESPONDENTS PROFILE
…………………………………………………………………………………………………………………….
52
4.1.1.
Question 1: Out of the following three time periods, which one were you born in? …………………….
52
4.1.2.
Question 2: What is your gender? ……………………………………………………………………………………….
52
4.1.3.
Question 3: What is your job classification?
…………………………………………………………………………..
54
4.1.4.
Question 4: What is the highest level of education you have completed? ………………………………….
55
4.1.5.
Question 5: Which one of the following would make you feel most motivated at work?
……………..
57
4.1.6.
Question 6: Please rank below factors according to importance for you in the workplace with 5
being the most important, and 1 being least important.
…………………………………………………………………………
61
CHAPTER 5 ……………………………………………………………………………………………………………………………………….. 69
SUMMARY OF FINDINGS AND RECOMMENDATIONS
………………………………………………………………………………. 69
5.1.
CONCLUSION
………………………………………………………………………………………………………………………………..
69
5.2.
IMPLICATIONS AND ADVICE FOR FUTURE RESEARCH ……………………………………………………………………………………
71
5.3.
RECOMMENDATION FOR MANAGERS
…………………………………………………………………………………………………….
72
CHAPTER 6 ……………………………………………………………………………………………………………………………………….. 73
REFLECTION ON LEARNING AND SKILL DEVELOPMENT ……………………………………………………………………………. 73
6.1.
LEARNING STYLE ……………………………………………………………………………………………………………………………
73
6.2.
SKILL AND PERSONAL DEVELOPMENT …………………………………………………………………………………………………….
77
APPENDICES……………………………………………………………………………………………………………………………………… 79
BIBLIOGRAPHY
………………………………………………………………………………………………………………………………….. 85

List of figures:

FIGURE 1 THE LEARNING CYCLE (ADAPTED FROM KOLB, 2011)
……………………………………………………………………………………..
11
FIGURE 2 COMPARISON OF THREE GENERATIONS’ CHARACTERISTICS AND VIEWS OF WORK. …………………………………………………….
21
FIGURE 3 THE RESEARCH ‘ONION’. SOURCE: (SAUNDERS ET AL., 2009, P. 108). ……………………………………………………………….
36
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FIGURE 4 RESEARCH CHOICES. (SAUNDERS ET AL., 2009, P.152) ………………………………………………………………………………….
41
FIGURE 5 RELATIVE ADVANTAGES AND DISADVANTAGES OF LONGITUDINAL AND CROSS-SECTIONAL. DESIGNS (MALHOTRA & BIRKS ET AL.,
2006, P. 77) ……………………………………………………………………………………………………………………………………….
42
FIGURE 6 TYPES OF SECONDARY DATA. (SAUNDERS ET AL., 2009, P.259) ………………………………………………………………………..
46
FIGURE 7 RESPONDENTS GENDER BY GENERATION. …………………………………………………………………………………………………..
52
FIGURE 8 JOB CLASSIFICATION PER GENERATION. ……………………………………………………………………………………………………..
54
FIGURE 9 HIGHEST LEVEL OF EDUCATION BY GENERATION. …………………………………………………………………………………………..
56
FIGURE 10 MAIN MOTIVATION GENERATIONAL BREAKDOWN. ………………………………………………………………………………………
58
FIGURE 11 IMPORTANCE FACTORS BREAKDOWN BY GENERATION. ………………………………………………………………………………….
63
FIGURE 12 KOLB’S LEARNING CYCLE…………………………………………………………………………………………………………………….
74

List of tables:

TABLE 1 NUMBER OF RESPONDENTS CLASSIFIED BY GENERATION.
…………………………………………………………………………………..
52
TABLE 2 CLASSIFICATION OF RESPONDENTS’ GENERATION AND GENDER.
…………………………………………………………………………..
52
TABLE 3 GENERATIONAL BREAKDOWN OF GENDER BY PERCENTAGE. ……………………………………………………………………………….
53
TABLE 4 BREAKDOWN OF JOB CLASSIFICATION PER GENERATION. …………………………………………………………………………………..
54
TABLE 5 PERCENTAGE OF JOB CLASSIFICATION PER GENERATION.
……………………………………………………………………………………
54
TABLE 6 HIGHEST EDUCATION ACHIEVED BY GENERATION. …………………………………………………………………………………………..
55
TABLE 7 HIGHEST EDUCATION ACHIEVED BY GENERATION IN PERCENTAGE.
………………………………………………………………………..
55
TABLE 8 MAIN MOTIVATIONAL FACTORS BREAKDOWN BY GENERATION. …………………………………………………………………………..
57
TABLE 9 MAIN MOTIVATIONAL FACTORS BREAKDOWN BY GENERATION IN PERCENTAGE. ………………………………………………………..
57
TABLE 10 BABY BOOMERS IMPORTANCE SCALE IN NUMBERS.
……………………………………………………………………………………….
61
TABLE 11 BABY BOOMERS IMPORTANCE SCALE IN PERCENTAGE. ……………………………………………………………………………………
61
TABLE 12 GENERATION X IMPORTANCE SCALE IN NUMBERS. ………………………………………………………………………………………..
61
TABLE 13 GENERATION X IMPORTANCE SCALE IN PERCENTAGE. …………………………………………………………………………………….
62
TABLE 14 GENERATION Y IMPORTANCE SCALE BY NUMBERS.
………………………………………………………………………………………..
62
TABLE 15 GENERATION Y IMPORTANCE SCALE BY PERCENTAGE. …………………………………………………………………………………….
62
TABLE 16 RESPONSIBILITIES: CROSS GENERATIONAL COMPARISON OF IMPORTANCE BY EACH COHORT. ……………………………………….
63
TABLE 17 COMPENSATION: CROSS GENERATIONAL COMPARISON OF IMPORTANCE BY EACH COHORT. ………………………………………..
64
TABLE 18 WORK ENVIRONMENT: CROSS GENERATIONAL COMPARISON OF IMPORTANCE BY EACH COHORT. …………………………………
65
TABLE 19 ADVANCEMENT POTENTIAL: CROSS GENERATIONAL COMPARISON OF IMPORTANCE BY EACH COHORT. ……………………………
66
TABLE 20 FREE TIME: CROSS GENERATIONAL COMPARISON OF IMPORTANCE BY EACH COHORT. ……………………………………………….
68

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Chapter 1
Introduction

Generational diversity has been a topic of much discussion, exploration, and debate among
organisational scholars and researchers (Mhatre & Conger, 2011). Many studies have been undertaken
in order to understand and make sense of differences between different generations which cannot be
ignored. It is not a current concept, many generations have been working together in the past, but today
we are able to see and study the differences between them. In today’s work and social organizations, it
is quite common to find individuals who were born during different times, circumstances, and situations
(Erickson, 2009).
Most commonly there have three generations currently present in the workplace: Generation Baby
Boomers, Generation X and most currently Generation Y, also known as Millennials. As these various
generations work side-by-side in the workplace, organizational behavior has changed to adapt to each
generation. Managers are dealing with the generations that have a unique work ethics when compared
with each other (Kaifi, Nafei, Khabfar & Kaifi, 2012). What’s more exciting is that, “organizations and
researches are now beginning to address issues related to generational differences that might have
significant impact on leadership and success of an organization”(Salahuddin, 2010, p.1). With such
understanding it becomes imperative to research and study generational differences in any workplace.
Personality of an individual is formed by the events experienced at their growth stage. Therefore it is
common that the communication style, values and expectations of the work cohorts will differ between
generations (Glass, 2007). These differences showed the need for variety of needs and demands, which
shaped organizational behavior and reward systems.
In today’s demanding and ever changing environment, organizations are realizing the importance of
satisfied and well educated workforce. Human resources became one of the key strategic functions in
organizations, where key employee retention is an important factor. Therefore, organizations must
study and apply different motivational techniques tailored to needs of each generation in order to retain
and attract best talent available.

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Background of the topic

Crumpacker & Crumparker (2007) highlighted that today’s workforce comprises of various age groups,
ranging from twenties to sixties. Because of that diversity, understanding of such varied workforce has
become a priority for organisations in order to understand the challenges and opportunities created
(Crumpacker & Crumpacker, 2007). The success of any organization largely depends on its employees.
Taylor 111 et al., (2006), points out that employee satisfaction is a closely related predictor of turnover,
together with major categories of predictor variables, “one emphasizing job attitudes of satisfaction is
perceived alternatives and job search behavior” (Mitchell et al., 2001).
Bhatnagar (2008) explains that it is important for organizations to take an active role in identifying and
cultivating their own people who have the capabilities and potential to become an effective leaders and
“the most powerful talent management practices respond to an organization’s unique business and
human capital context” (Franks et al., 2004).
Employees job satisfaction promises to maintain low employee turnover therefore it is very important
for the leaders of the organisations to address the subject and develop suitable motivational techniques.
This study will analyze three generations: Baby Boomers, Generation Y and Generation X and enquire for
motivational differences and for levels of importance of these motivational factors, in an effort to
determine which motivational factors are valued the most by each generation.
Knowledge of various importance levels assigned to each factor will allow for alteration of managerial
techniques used to motivate employees in today’s Irish work environment making them more effective
to all three generations.
Many Irish organizations are exposed to troublesome economy and human resources have become a
major strategic component in keeping them afloat. Therefore right motivational techniques, based on
needs of each generation, will help to minimize staff turnover and help to retain best talent.
Gunnigle, Heraty & Morley (2011, p.137) explain that if motivational needs are met and satisfied,
employees will be encouraged to work at high-performance levels. High-performance levels are what
can bring competitive advantage to an organization; it is the one factor that can make a difference
between long-term success and a short-term victory or even failure.
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Background of the researcher

The researcher is a graduate in Business Management with specialization in Human Resource
Management and currently completing her Master’s degree in Business and Administration with
specialization in Human Resources.
During her professional career, the researcher noticed hat various groups of employees act and react
differently to various managerial and motivational techniques posed by their peers. Researcher herself
belongs to generation Y and was trying to understand the way her managers, who belong to generation
X, think, and noted reaction to same practice would differ between herself and her managers. Whilst
completing her MBA, researcher explored various differences between generations in the workplace in
detail. That knowledge brought an understanding to the topic and desire to make her own research on
Irish population.

Researcher decided to present her findings in the form of dissertation. Overall, it can be observed that
researcher is very much interested in the topic, is qualified and psychologically prepared for conducting
a research on the chosen topic.

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Learning style

Kolb’s theory suggests learning is a circular process, whereby experience is followed by attempts to
make sense of that experience through reflection and conceptualisation, followed by experimentation
with the thoughts so developed, followed by further experience, reflection, and so on, as shown in fig. 1.

Figure 1 The learning cycle (adapted from Kolb, 2011)
Source: http://psychology.about.com/b/2013/05/01/kolbs-four-styles-of-learning.htm

Moreover, Honey and Mumford (1986) said that all individuals prefer to learn in different ways and
those special ways of learning are largely related to Kolb’s four phases.
Learning style assessment survey of Honey and Mumford (1986), cited in Cameron (2008), suggest the
researcher is an ‘Activist’.
Activists engage themselves completely and without bias in new experiences. They enjoy the here and
now, and are happy to be dominated by instant experiences. They tend to be open-minded, not
skeptical, and this tends to make them excited about anything new. Their way of life is: “I’ll try anything
once”. They tend to take action first and consider the consequences afterwards. Their days are usually
filled with activity. Activists enjoy tackling problems by brainstorming and as soon as the excitement
from one activity has dies down they are keen to find another one. They tend to flourish having the
challenge of new experiences but are bored with long term consolidation and implementation. Honey,
P. & Mumford, A. (1982)

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Research question

Saunders et al., (2009) explain that primary success factor of any research is based on a clear set of
conclusions drawn from the data collected. They stated that the clarity, relevance and the accuracy of
the research question is a determinant of success (Saunders et al., 2009).
“It is often a useful starting point in the writing of research questions to begin with one general focus
research question that flows from your research idea. This may lead to several more detailed questions
or the definition of research objectives” (Saunders et al., 2009, p. 33).
Furthermore, Clough & Nutbrown (2002) compare the research question design process to the Russian
doll principle: it means starting from one general question and refine it until the essence and the heart
of the question can be articulated (Clough & Nutbrown, 2002, cited in Saunders et al., 2009).

The primary question for this research is:

How do Baby Boomers, Generation X and Generation Y differ in responding to the five motivational
factors of compensation, work environment, advancement potential, responsibilities and free time?
What importance do all three generations place on these factors?

Research objectives

Saunders et al., (2009) defines “research objectives as clear, specific statements that identify what the
researcher wishes to accomplish as a result of doing the research”.
Objectives are more suited to the research community as an evidence and proof of understanding of the
researcher’s clear sense of purpose and direction (Saunders et al., 2009).

The following objectives have been identified in this research exercise:

–
To analyze the key differences between motivational drivers of Baby Boomers, Generation X and
Generation Y,
–
To examine the key differences between the ratings of importance factors by each generation,
–
To create a comprehensive comparison of motivational and importance factors between each
generation.

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Research Hypothesis

Hypotheses are testable propositions about the connection between two or more variables in a
specified population. The hypothesis translates the problem and purpose of the research into a clear
explanation or prediction of the expected results or outcomes of the study (Saunders et al., 2009).

Based on the research question and the research objectives the following research hypothesis has been
put forward, with the aim of being validated by this research.

There are key differences in the motivational drivers and importance factors between Baby Boomers,
Generation X and Generation Y in the Irish workforce.

Responsibilities – meaning bigger work obligation and decision making power.

Compensation – total compensation offered by employer including salary, pension, health plan etc.

Work environment – meaning job location, people working in the location and physical work
environment.

Advancement potential – opportunity to progress in the current role and the whole organisation

Free time – amount of free time from work (holidays, flexible hours and special occasions)

Thesis disposition

The disposition of this dissertation is given in the following manner:

Chapter 1. Introduction: Focuses on the background of the subject and of the researcher; formulation of
the research objectives, research questions and hypothesis of the research.

Chapter 2. Literature Review: Focuses on a comprehensive overview of the generational characteristics;
defines generation gap and motivation; analyzes previous studies and findings on the topic.

Chapter 3. Research Methodology: Describes the research design, philosophy, strategy, time horizon,
data collection method and appropriate use of primary research method – quantitative (questionnaire)
for exploratory research.

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Chapter 4. Data analysis and findings: Chapter focuses on analysis of the data collected and reports on
findings. Findings will showcase main discoveries and draw a comparison between the information
gathered from the primary research with the existing theories, concepts and studies.

Chapter 5. Conclusions and Recommendations: Discusses and draws up conclusions on findings and a
link with the formulated hypothesis; description of limitation of the research and recommendations for
future studies.

Chapter 6. Self Reflection on Own Learning and Performance: Outlines the researcher’s learning
experience throughout the process of the dissertation study and explains the major skills the researcher
gained during completion of this research.

Recipients of the research

1. Dublin Business School – where the researcher is a full-time student.
2. Liverpool John Moores University – the awarding body.
3. Claire Devlin – the researcher’s supervisor.

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Chapter 2
Literature review

Foreword

There has been a lot of activity in the popular press about the big clash between Generations. For
example, BusinessWeek has posted stories such as “The reasons why Gen X are unhappy at work,”
which suggest that Baby Boomer managers do not recognize what motivates their Gen X employees
(Erickson, 2005). Fortune magazine has explored the subject of how Gen X feel when they cannot get
ahead because of the “grey ceiling” created by Baby Boomers who do not plan to retire anytime soon
(Fisher & Bonamici, 2006). Time magazine has gone further and featured a cover story about Gen X with
the tagline “they just won’t grow up” (Grossman, L., 2005) while also demonstrating that the generation
gap is not just a western incident with its story on “China’s me generation” (Simon, 2007). Similar
generalizations on how the generation gap between Baby Boomers and Gen X have caused conflict in
the workplace have been highlighted by the Society for Human Resource Management (2004), news
channels such as ABC (Johnson, 2007), and numerous popular literature books such as When
Generations Collide (Lancaster & Stillman, 2002), Boomers, Xers and Other Strangers (Hicks & Hicks,
1999), and Motivating the “What’s In It For Me” Workforce (Marston, 2007).

Callanan & Greenhaus’ (2008) highlighted that studying generational differences is critical because of
the potential implications it may have on the organizational human resource planning. Studies that
observe a single Generation, contribute vastly to the knowledge base in general by providing detailed
insights into that particular group and present a rich foundation for future research on the matter
(Broadbridge et al., 2007; Feyerherm & Vick, 2005; McDonald & Hite, 2008; Terjesen et al., 2007).
However this thesis will analyse and test all three Generations present in the workplace today.

In recent years generational differences have been studies in a context of the organisations. Literature
appears to confirm that generational differences indeed exist in a workplace, however very little
research attention has been given to verify various work attitudes which shape organisational
behaviour, thus have major impact on organisational performance overall.
16

Current study therefore seeks to examine the degree to which five given motivational factors have an
impact on Irish employees today.
Complexity of increasing workforce diversity is becoming a major advantage to the workplace but it is
also challenging the traditional view on unified motivational practices at the workplace.

Employees of different age groups, ranging from twenties to sixties (Crumpacker & Crumpacker, 2007),
are working together, and never before there were so many differences between generations. It is very
important for any organization to understand, manage and address the challenges and opportunities
created by such diversity (Macon & Artley, 2009).

How organizations will deal with those challenges will decide about their ability to attract, motivate,
develop and retain valuable employees. “Organizations that are able to manage these challenges will be
able to ensure they have a workforce that is efficient, competitive, and sustainable.” (Macon & Artley,
2009).

2.1.
Definitions

To get a full understanding of Generational work based motivations and attitudes, two key ideas need to
be addressed:
a) Working definition of each generation in question,
b) An understanding of previous generations’ motivations and attitudes.
2.1.1. Generation
Several prevalent definitions of “generation” exist. Kupperschmidt (2000) defines generation as an
identifiable group, or cohort, which shares birth years, age, location, and significant life events at critical
development stages (Barford & Hester, 2011). Palese, Pantali, & Saiani (2006) categorize generations as
those born within the same historical timeframe and culture (Barford & Hester, 2011). Crumpacker &
Crumpacker (2007) add that birth rate, along with historical events, defines each generation. These
groups develop a unique pattern of behaviours based on these common experiences (Kupperschmidt,
2000; Barford & Hester, 2011).
17

When the birth rate rises and remains stable, that indicates the beginning of the new generation. When
the birth rate of a newly formed generation begins to decline, that marks the end of a generation
(Crumpacker & Crumpacker, 2007). Each generation has its own set of significant life events. Each
generation shares the same experiences, or is aware of them, as they advance and develop through
different stages of life – although not every person in a generation personally experiences these defining
events (Crumpacker & Crumpacker, 2007). Thoughtful caution is given to the stereotyping individuals
based on generational values and characteristics (Weingarten, 2009).

2.1.2. Generation Gap

A “generation gap” is a term which describes failure of one generation group to communicate well with
another. In most of the parent-child relationships, although admittedly not all, communication tends to
improve noticeably when teenagers grow into adults and both parties discover common levels for their
everyday communication. Some generational differences may remain but in most cases, these
dissimilarities do not continue to damage the ongoing relationship. This process is to some extent
mirrored in the workplace.
This assumption is based on the notion that the basic differences are present in the idea of work values
and beliefs of employees of different generations. Failure to recognise and act upon these differences
can lead to conflict in the workplace, misunderstanding and miscommunication, lower productivity,
poor employee wellbeing and reduced citizenship behaviour (Jurkiewicz, 2000; Smola & Suton, 2002 and
Yu & Miller 2003). Brown, 1976; Barrick, Stewart & Piotrowski, 2002; Tett & Burnett, 2003 and Dash &
Pandey, 2009 argue that each generation has distinct attitudes, behaviours, expectations, habits and
motivational buttons. Therefore, learning how to communicate with different generations can eliminate
many major confrontations and misunderstandings in the workplace and in the world of business.

18

2.2.
Baby boomers – characteristics
The oldest of the current working generations, referred to as the Baby Boomers, were born between
the years 1946 and 1964 (Egri & Ralston, 2004; Smola & Sutton, 2002; Westerman & Yamamura, 2007;
Dries, Pepermans, & DeKerpel, 2008; Crumpacker & Crumpacker, 2007). Their fathers were the
breadwinners and their mothers were housewives. Baby Boomers experienced major life events that
shaped their values, including the social revolution of the 1960s, President John F. Kennedy/Martin
Luther King Jr./Senator Robert F. Kennedy assassinations, the women’s movement, U.S. landing on the
moon, the substantial role of television within society, the Vietnam War and high inflation of the 1980s
(Dries et al., 2008; Crumpacker & Crumpacker, 2007; Weingarten, 2009). Towards the end of their
teens, they were confronted with the Watergate Scandal and Nixon’s resignation which led them to
become suspicious of authority and idealistic about their role in the future world. In addition, Boomers
grew up for competing between each other and from early age understood the value of hard work and
what it takes to stand out. They are willing to make sacrifices for their careers, believe that one should
be devoted to the organisation and that “values” are related to work hours, promotion, size of the office
and free parking (Kupperschmidt, 2000).
Baby Boomers are thought to be team oriented, optimistic (Hess & Jepsen, 2009), and expecting the
best from life (Smola & Sutton, 2002). Prior to the 1980s, this age group knew of prosperity and
fortunate outcomes (Kupperschmidt, 2000) being in the centre of their parents’ world (Crumpacker &
Crumpacker, 2007), similar to the prosperity that Generation Y is being accustomed to (Shih & Allen,
2007). During the recession in the 1980s, businesses downsized and reorganized, which suggested to the
Baby Boomers that a lifetime career with one organization might not be a certainty (Mirvis & Hall, 1994).
Because of this, Baby Boomers were characterized as free agents in the workplace (Kupperschmidt,
2000), described by Crumpacker & Crumpacker (2007) as highly competitive micromanagers, irritated
by lazy employees, with a positive demeanour towards professional growth. Because of their emphasis
on hard work and achievement, they value loyalty and dedication to the workplace. On the other hand,
however, they find it hard to balance their private lives and their work obligations.

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2.3.
Generation X – characteristics

Generation X was born between the years 1965 and 1979 (Egri & Ralston, 2004; Smola & Sutton, 2002;
Crumpacker & Crumpacker, 2007).
For this generation, the life events that had a profound impact were the Iranian hostage crisis, Iran
Contrascandal, introduction of HIV/AIDS as a pandemic, oral contraceptive pills, the 1973 oil crisis, the
impeachment of President Richard M. Nixon, introduction of computers and the Internet, and the Cold
War (Dries et al., 2008; Crumpacker & Crumpacker, 2007; Weingarten, 2009). Generation X matured
with technology (Cennamo & Gardner, 2008). This generation grew up with both parents in the
workforce becoming independent at a young age (Crumpacker & Crumpacker, 2007; Weingarten, 2009).
Smola & Sutton (2002) describe this generation as experiencing social insecurity, rapidly changing
surroundings, and a lack of solid traditions (Barford & Hester, 2011). Neil (2010) notes that this
generation was first to be exposed to the mass media and technology breakthroughs. He claims that as
both parents were working, producing the concept of so called “latchkey kids”, in result Generation X is
self confident, independent and dislikes supervision. Nevertheless, they have accepted to provide
immediate feedback. At work they seem to look for self-satisfaction and are capable of working in
multinational environment, having practical approach to problem solving and achieving results.
Generation X carried the trend of distancing themselves from companies just as the Baby Boomers did
(Dries et al., 2008), making them distrustful of organizations (Westerman & Yamamura, 2007). This is
because they have embarked the labour market when the economy was at a very low point, and grew
up observing parents who suffered job loss or experienced occupational insecurity. Those experiences
have dramatically shaped generations’ X attitude towards work redefining the concept of “work loyalty”.
Instead of being loyal to their jobs they are loyal to their colleagues and people they work with and for,
taking career seriously but not committed to one organisation. The commonly-held observation in the
management literature is that the idea of ‘hard work pays dividends’ does not apply to Generation X
because they lacked devotion to their organisations due to the fact that they saw their parents being let
go despite years of loyalty to their job (Adams, 2000; Huntley, 2006). This view has been supported by
Twenge, et al., (2004). Hornblower (1997) posited that majority of Generation X employees trust that
progress can be achieved through hard work. Generation X entered the workplace facing competition
with the Baby Boomers for jobs during the 1980s’ recession, which in result made many of these
individuals distrustful towards the older generation (Crumpacker & Crumpacker, 2007).
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2.4.
Gen Y – characteristics

The newest generation called Generation Y or Millennials was born between the years 1980 and 2000
(Weingarten, 2009; Cennamo & Gardner, 2008; Sayers, 2007). Although authors differ as to when
Generation Y either begins or ends (Smola & Sutton, 2002; Kupperschmidt, 2000; Hess & Jepsen, 2009;
Westerman & Yamamura, 2006; Crumpacker & Crumpacker, 2007; Broadbridge, Maxwell, & Ogden,
2007; Sayers, 2007), common literature agrees on Generation Y beginning in 1980 (Smola & Sutton,
2002; Weingarten, 2009; Crumpacker & Crumpacker, 2007; Essinger, 2006) and ending in 2000 (Clark,
2007). Other terms related with Generation Y are “Net Generation” (Shaw & Fairhurst, 2008), and
“Generation Next” (Loughlin & Barling, 2001; Zemke, Raines, & Filipczak, 2000; Martin, 2005). The
significant events that Generation Y experienced were the fall of the Berlin Wall, the introduction of
music television (MTV) into society, Columbine High School shootings, 9/11 terrorist attacks, more
frequent natural disasters, and the obesity epidemic (Dries et al., 2008; Crumpacker & Crumpacker,
2007). Sujansky (2002) writes that this generation has seen more important life-changing events early
on than preceding cohorts. Possibly the most significant dissimilarity this generation possesses over
previous ones is the assimilation of technology into their daily lives and the omnipresence of how
technology has always been in their world (Oblinger, 2003; Martin, 2005; Weingarten, 2009). Martin
(2005) describes Millennials as independent, confident, and self-reliant. This may be due to the
extensive protection and praise given to them throughout their formative years (Crumpacker &
Crumpacker, 2007; Barford & Hester, 2011).
In business and every-day work life, Generation Y exhibits the tendency for working in teams while being
collaborative, results-oriented individuals, and enjoying working under pressure (Shih & Allen, 2007).
Unfortunately, Generation Y followed their two previous generations and has detached itself away from
organizations (Dries et al., 2008), realising that lifetime employment at an organisation is very unlikely.
Generation Y prefers to change jobs often during their working career (Morton, 2002; Kim, Knight, &
Crutsinger, 2009), especially if their talents are not utilised to the satisfactory level (Kim et al., 2009;
Weingarten, 2009). Generation Y expects lifelong learning (Alch, 2000), anticipate on-the-job training
(Morton, 2002) to stay marketable (Sayers, 2007; Holden & Harte, 2004; King, 2003), and eagerly plan
their own careers and professional development (Westerman & Yamamura, 2007; Kim et al., 2009;
Zemke et al., 2000). Millenialls seek work/life balance (Crumpacker& Crumpacker, 2007; Zemke et al.,
2000) to achieve professional fulfilment and personal freedom (Sayers, 2007). Generation Y is almost
mechanical at multitasking with technology as if it’s an addition to their being (Freifield, 2007; Kofman &
21

Eckler, 2005; Rowh, 2007; Loughlin & Barling, 2001), and may change a job task considerably to create a
more interesting outcome (Wrzesniewski & Dutton, 2001). They usually seek clear directions and
management assistance for tasks, looking for passionate leaders, rather than “managers”, and all while
expecting freedom to get the job done (Martin, 2005) via empowerment (Morton, 2002). However, this
group despises micromanagement, becomes irritated with laziness, and dislikes slowness, especially in
technology (Weingarten, 2009). To some, Generation Y’s work values and attributes will give impression
of being high maintenance (Hira, 2007). Twenge, Zhang, & Im (2004) describe Millenialls as having a
“high external locus of control,” which further exemplifies their confidence inside and outside of the
workplace. However, Crumpacker & Crumpacker (2007) note the need for constant approval highlights
Generation Y’s emotionally needy personality.

Figure 2 Comparison of three generations’ characteristics and views of work.
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2.5.
Theoretical background of motivation

2.5.1. Motivation – definitions

The relationship between people and their work has been a subject of research for psychologists and
other behavioral scientists for few generations. Since human resources are considered as the primary
source of value, growth, and sustained competitive advantage, the Human Resource field has been
strongly interested in knowing what factors are responsible for stimulating employees’ ability to work.
(Kouloubandi, Jofreh & Mahdavi, 2012)

Undoubtedly, motivation is one of the main factors influencing work performance. (Viorel, 2009) Cogin
(2012) suggests that organizations that do not understand the similarities and differences between
various generations could expose themselves to loss of valuable employees by not knowing how to
motivate and inspire their employees. But what does motivation really stand for?

Contemporary research on human motivation lays out three dimensional concepts of motivation:


Motivation is inferred from a systematic analysis of how personal, task and environmental
characteristics influence behaviour and job performance.

Motivation is not a fixed trait. It refers to a dynamic internal state resulting from the influence of
personal and situational factors. As such, motivation may change with changes in personal,
social or other factors.

Motivation affects behaviour, rather than performance (Nicholson, 1995). Initiatives designed to
enhance job performance by increasing employee motivation may not be successful if there is a
weak link between job performance and an employee’s efforts.

Adair (2006) states that the motivation of a person symbolizes all the reasons because of which they
choose to act in a certain manner. Armstrong (2006, p.252) argues that “motive is a reason for doing
something. Motivation is concerned with factors that influence people to behave in certain ways”. The
Society for Human Resource Management (2010, p.1) describes motivation as the psychological forces
that decide on the direction of a person’s level of effort, as well as a one’s persistence when faced with
obstacles.
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The way a person is going to behave refers to the many possible actions that one could engage in, while
persistence is an attitude which determines when faced with obstacles, an individual will keep trying or
would give up. In a light of people being motivated by many different things, studies reveal employees
can be motivated in different ways. These consist of but are not restricted to pay, rewards and other
intrinsic and extrinsic factors (Beardwell & Claydon, 2007). By elaborating and fulfilling employee’
motivation, Human Resource field can develop motivational strategies that help organizations to
achieve their goals. If various skills are required for completion of different work and tasks, different
employees require different approach in motivational factors (Kouloubandi, Jofreh & Mahdavi, 2012).

Understanding of work motivation in this light “draws attention to the fact that it will probably vary
from individual to individual and over time”(Beardwell & Claydon, 2007, p. 491). Moreover, because it is
based on ever-changing individual needs and motives, as well as interaction with the environment, this
dynamic process is dependent on ongoing reconfiguration (Kouloubandi, Jofreh & Mahdavi, 2012).

The different views on work-life among employees and the call for an increase in productivity and
efficiency in the work environment has led to growing academic awareness about the area of
motivation. In today’s competitive economic climate, where companies are faced with major global
challenges and seek a competitive edge, employee motivation is the key for talent retention and
performance (Favero & Health, 2012).

The Society for Human Resource Management (2010, p. 2) affirms that “no matter the economic
environment, the goal is to create a workplace that is engaging and motivating, where employees want
to stay, grow and contribute their knowledge, experience and expertise”.

2.5.2. What motivates employees?

Exploration of the attitudes that employees hold concerning factors that motivate them to work is vital
to creating a setting that fosters and encourages employee motivation.
Past studies focusing on topic of motivation have discovered what employees say motivates them to
perform better at work. These studies date back to the 1940s and tried to determine “Why do workers
work?” Once company knows what drives their employees to work, it is in a better position to stimulate
and encourage them to perform well (Kovach, 1987, p. 58).
24

In most cases, employee performance is determined by three key areas:

Their ability to perform required task;

Their work environment; and

Their motivation (Griffin, 1990, p. 437).

When faced with employee’s lack of ability, appropriate training can be applied. If work environment is
causing a crisis, simple altering to the surroundings will promote higher performance. However, when
faced with lack of motivation, the solution will be more complex and more challenging.
In order to gain information about motivational drivers, it is always best to seek information from the
employee. Employees should be asked on a regular basis what drives them and helps them to sustain
their desire to work. Their responses may lead to job redesign, increase in pay, change the working
environment, or give more recognition for work done. Nevertheless, managers should avoid the
assumption that what motivates them as managers, would apply and motivate their employees as well
(Wessler, 1984, p. 29).

2.6.
Review of existing studies

A review of the existing literature related to this study reveals that while some studies have examined
differences in work values across generations (Smola & Sutton, 2002; Yu & Miller, 2003), the studies on
generational differences in character and motivational drivers in the workplace are insufficient.
Some organizational scholars have suggested that there are key differences in the characteristics,
values, attitudes, and behaviors between the generations of Baby Boomers, Generation X, and
Generation Y present in the workplace today (Appelbaum, Serena, & Shapiro, 2004; Smola & Sutton,
2002). They have argued that organizations must identify these differences (Egri & Ralston, 2004;
Jurkiewicz & Brown, 1998; Kupperschmidt, 2000; Yang & Guy, 2006) and advised that failure to do so
will damage communication with employees and have an impact lowering levels of employee
engagement and loyalty (Lancaster & Stillman, 2002; Zemke, Raines, & Filipczak, 2000).

25

In an attempt to help organizations to avoid the clear negative impact of generational differences,
researchers have illustrated generational differences in various work-related factors such as work values
(Smola & Sutton, 2002), job satisfaction (Kowske, Rasch, & Wiley, 2010), organizational commitment
(Trimble, 2006), development and learning (Gentry, Griggs, Deal, & Mondore, 2009), attitudes toward
change (Deal, 2004), leadership (Sessa, Deal, Kabacoff, & Brown, 2007), personality (Wong, Gardiner,
Lang, & Coulon, 2008), and attitudes toward leisure (Twenge, Campbell, Hoffman, & Lance, 2010).
So far, research suggests limited attention has been paid to generational differences in motivation for
work (e.g., Cennamo & Gardner, 2008; Jurkiewicz, 2000), even though members of younger generations
such as Generation Y are often described as lacking motivation (Hira, 2007; Myers & Sadaghiani, 2010).
One of the most recent studies found a link in age-related differences in motivation (Kooij, De Lange,
Jansen, Kanfer, & Differs, 2011) but focussed on a life span rather than a generational explanation
instead. This lack of attention to generational differences in work motivation is mostly surprising when
importance of such motivation has a profound effect on employee performance (e.g., Gagné & Deci,
2005; Kanfer, Chen, & Pritchard, 2008; Locke & Latham, 2004).
This study aims to address these issues by examining whether there are generational differences in work
motivation by testing for generational differences in response to five motivational factors.
Review of the available literature suggests a very few studies inspected the differences in personality
traits and motivational drivers across generations (Twenge, 2000 & 2004). These studies have focused
on broad differences rather than exploring implications on the workplace. The importance of
understanding personality differences across generations in the workplace and how individual
differences in personality traits affect job performance are highlighted in the studies of Barrick, Stewart
& Piotrowski (2002) and Tett & Burnett (2003) and job satisfaction in the study of Avery, Bouchard,
Segal & Abraham (1989). (Dash M. K., Panda A.K., 2010)

These studies imply that in order to maintain a high-performing and satisfied employee base
organisations need to understand the key generational differences across the personality preferences.