For This Assignment, Read The Indicated Article

For This Assignment Read The Article Indicated Below That Discusses T

For this assignment, read the article indicated below that discusses the differences between the generations within the workplace and how to develop interpersonal skills for better employee involvement and interaction with fellow employees. Also, this article identifies how the values are placed upon each generation (Generation Z, Millennials, Generation X, and Baby Boomers) and leads into how to better manage and involve the multiple generations within the workforce. I Kelly, C., Elizabeth, F., Bharat, M., & Jitendra, M. (2016). Generation gaps: Changes in the workplace due to differing generational values. Advances in Management, 9 (5), 1-8.

Note: The birth year range for Baby Boomers in the article differs from the range found in the textbook (p. 41) and the generally accepted range of . Complete the article review by showing your understanding of the article’s contents by addressing the questions and directives below. Your paper should be a minimum of two pages, not including the title and reference pages. The following are questions and directives to be used in completing the review: What is the author’s main point? Who is the author’s intended audience? Identify and address the differences in the interpersonal skills from the generational differences and how they might be overcome. Be sure to apply the proper APA format for the content and reference provided.

Paper For Above instruction

The article by Kelly et al. (2016) explores the significant generational differences in the workplace, emphasizing how these differences influence interpersonal skills, employee engagement, and management strategies. The primary thesis of the article is that understanding the unique values and behaviors associated with each generation—Generation Z, Millennials, Generation X, and Baby Boomers—is essential for fostering effective communication and collaboration across diverse age groups in organizational settings. The authors argue that misinterpretations and conflicts often arise from divergent attitudes toward work ethic, communication preferences, technology use, and value systems, which in turn impact interpersonal relationships and overall productivity.

The intended audience for this article includes HR professionals, organizational leaders, managers, and scholars interested in workplace dynamics and intergenerational management. These groups are encouraged to develop strategies that enhance interpersonal skills tailored to the distinct characteristics and needs of each generation. Kelly et al. (2016) emphasize that cultivating such skills is critical for bridging gaps and promoting a cohesive work environment.

One of the core discussions in the article revolves around the differences in interpersonal skills among generations. For example, Baby Boomers tend to value face-to-face communication, loyalty, and a formal approach to interactions, whereas Millennials prefer instant messaging, digital communication, and a work-life balance orientation. Generation X, often described as independent and pragmatic, values directness and flexibility, while Generation Z is characterized by digital nativeness and a preference for multimedia communication. These disparities can hinder collaboration if not properly managed.

To overcome these differences, the authors recommend targeted interventions, including training programs aimed at developing cross-generational communication skills. Such training can include technology literacy workshops for older generations, and coaching on emotional intelligence and adaptability for younger employees. Managers should foster an inclusive culture that recognizes and respects diverse communication styles, encouraging feedback and active listening to bridge understanding gaps. For example, implementing flexible communication channels—such as combining traditional meetings with digital collaboration tools—can accommodate varying preferences and facilitate better interaction.

The article also highlights that understanding each generation’s core values—such as loyalty, independence, innovation, or security—can help managers assign roles, recognize achievements, and motivate employees more effectively. The authors stress that developing interpersonal skills that are sensitive to these differing values enhances teamwork, reduces misunderstandings, and increases overall job satisfaction.

In conclusion, Kelly et al. (2016) assert that managing the multigenerational workforce requires intentional effort in developing interpersonal skills tailored to meet the needs of each generation. Organizations that invest in understanding generational differences and fostering effective communication are better equipped to promote engagement, retention, and a productive work environment. This approach not only improves interpersonal relations but also supports organizational success in an increasingly diverse workplace landscape.

References

• Kelly, C., Elizabeth, F., Bharat, M., & Jitendra, M. (2016). Generation gaps: Changes in the workplace due to differing generational values. Advances in Management, 9(5), 1-8.
• Kupperschmidt, B. R. (2000). Multigeneration Employees: Strategies for Effective Management. The Health Care Supervisor, 18(3), 7–13.
• Twenge, J. M., Campbell, S. M., Foster, C. A., & Lance, C. E. (2010). Generational differences in work values: Leisure and extrinsic rewards more than intrinsic values. Journal of Managerial Psychology, 25(5), 459–479.
• Smola, K. W., & Sutton, C. D. (2002). Generational differences: Revisiting generational work values for the new millennium. Journal of Organizational Behavior, 23(4), 363–382.
• Eisenhauer, T. (2014). Managing a Multigenerational Workforce. SHRM Foundation’s Effective Practice Guidelines Series.
• Zemke, R., Raines, C., & Filipczak, B. (2000). Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. AMACOM.
• Rosen, B., Jain, S., & McClendon, J. (2010). Managing Across Generations. The Journal of Business Strategy, 31(4), 11–17.
• Ng, E. S., & Burke, R. J. (2005). A Multilevel Study of Mentoring and Networking for Newcomers and Mothers. Journal of Vocational Behavior, 66(3), 377–393.
• Gursoy, D., Chi, C. G., & Karadag, E. (2013). Generational Differences in Work Values and Motivation. International Journal of Hospitality Management, 33, 1–9.
• Cennamo, L., & Eller, J. (2008). Generational Differences in Work Values, Outcomes, and Management Implications. Journal of Business Diversity, 8(3), 33–42.