Read The Article Below That Discusses The Differences

Read The Article Indicated Below That Discusses the Differences Betwee

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. 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. MUST be 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.

Paper For Above instruction

The article titled "Generation gaps: Changes in the workplace due to differing generational values" by Kelly, Elizabeth, Bharat, and Jitendra (2016) explores the evolving landscape of workplace dynamics influenced by generational differences. The authors argue that understanding and managing these differences are crucial for fostering effective communication, collaboration, and employee engagement across multiple generations in the modern workforce. The central thesis emphasizes that organizations must recognize the unique values, attitudes, and interpersonal styles of each generational cohort—Baby Boomers, Generation X, Millennials, and Generation Z—to develop tailored strategies that bridge gaps and enhance intergenerational cooperation.

The primary audience for this article appears to be management professionals, human resource practitioners, and organizational leaders seeking to understand the complexities of multigenerational workforce management. The authors aim to provide insights into the distinctive characteristics and expectations of each generation to facilitate better leadership and communication strategies that are sensitive to these differences.

One of the key themes addressed in the article is the variance in interpersonal skills across generations, which often leads to misunderstandings and conflicts if not properly managed. For example, Baby Boomers tend to value respect for authority and a hierarchical approach to communication, often exhibiting formal interpersonal skills. Conversely, Millennials and Generation Z generally prefer open, informal, and collaborative communication styles, emphasizing authenticity and inclusivity. Generation X remains somewhat pragmatic, balancing independence with the need for concise and direct communication. These differences can challenge workplace cohesion, but awareness and targeted development of interpersonal skills can mitigate potential conflicts.

To bridge these gaps, the article advocates for intentional interpersonal skill development tailored to each generation's preferences. For instance, training programs can emphasize emotional intelligence and active listening to help older generations adapt to the informal communication styles favored by Millennials and Gen Z. Conversely, younger employees can be coached on respecting established hierarchical norms when interacting with older colleagues. Such cross-generational training fosters mutual understanding and appreciation for differing communication styles, thereby enhancing collaboration and employee involvement.

Moreover, the article suggests that organizations should cultivate a culture that values diversity in thought and communication. Implementing flexible communication channels—such as digital platforms favored by younger employees and face-to-face meetings appreciated by older generations—can accommodate varying interpersonal preferences. Leaders play a critical role in modeling inclusive behaviors and creating an environment where all generations feel valued and understood. This approach not only improves interpersonal relations but also boosts engagement, retention, and overall productivity.

In conclusion, Kelly et al. (2016) emphasize that managing multigenerational differences requires an intentional effort to understand diverse values and communication styles. Developing interpersonal skills tailored to each generation’s needs can mitigate conflicts and foster a harmonious workplace. As organizations continue to diversify, the ability to bridge generational gaps through effective interpersonal skills becomes increasingly vital for sustainable success.

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.
• Twenge, J. M. (2010). Why today’s American youth generation is more narcissistic than ever. Psychology Today.
• Lyons, S. T., & Kuron, L. K. (2014). Generational differences in the workplace: A review of the evidence and directions for future research. Journal of Organizational Behavior, 35(S1), S139–S157.
• Eisenstein, H. (2014). Managing generational differences in the workplace. Harvard Business Review.
• Zemke, R., Raines, C., & Filipczak, B. (2000). Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Millennials. Amacom.
• Cennamo, L., & Gardner, D. (2008). Generational differences in work values, outcomes, and training-appraisal implications. Journal of Managerial Psychology, 23(8), 878-890.
• Sullivan, J. (2004). Managing multiple generations: The challenge for today’s organizations. Supervision, 65(4), 3-6.
• Ng, E. S., & Burke, R. J. (2006). The next generation at work: The opportunity and challenge of working with Generation Y. Journal of Business and Psychology, 21(2), 289-298.
• Kupperschmidt, B. R. (2000). Multigeneration employees: Strategies for effective management. Partnerships for Managing Multigenerational Workforce.
• 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.