GENERATIONAL DIFFERENCES IN THE ... - Colorado College

GENERATIONAL DIFFERENCES IN THE WORKPLACE: PERCEIVED VS.

ACTUAL

A THESIS

Presented to

The Faculty of the Department of Economics and Business

The Colorado College

In Partial Fulfillment of the Requirements for the Degree

Bachelor of Arts

By

James Rajasingh

May 2017

GENERATIONAL DIFFERENCES IN THE WORKPLACE: PERCEIVED VS.

ACTUAL

James Rajasingh

May 2017

Economics

Abstract

Generational interactions have been discussed in both popular literature and previous

research; yet they predominantly focus on differences that arise between different

generations. This paper focuses on generational interactions in the workplace by

assessing the presence of actual differences and differences based off of incorrect

perceptions. The study finds that while actual differences exist, they are outnumbered by

incorrect perception-based differences. Of the ten tested workplace characteristics, the

study finds actual differences in teamwork and collaboration, challenging assignments,

and involvement in decision making, while differences within perception are present in

work-life balance, flexible work arrangements, challenging assignments, teamwork and

collaboration, and a financially rewarding job. The implications of these findings show

that incorrect perceptions are present within the workplace across generations.

KEYWORDS: (Generations, Workplace, Perceptions)

ON MY HONOR, I HAVE NEITHER GIVEN NOR RECEIVED

UNAUTHORIZED AID ON THIS THESIS

James Rajasingh

Signature

TABLE OF CONTENTS

ABSTRACT

INTRODUCTION………………………………………………………… 1

LITERATURE REVIEW…………………………………………………. 3

Expected Actual and Perceived Differences……………………… 6

Differences in Actuality…………………………………... 7

Expected Areas for Possible Differences in Perception….. 10

METHOD…………………………………………………………………. 14

RESULTS…………………………………………………………………. 15

Actual Differences………………………………………………… 17

Perceptions Across Generations…………………………………... 18

Perceptions within Generations…………………………………… 24

DISCUSSION……………………………………………………………... 27

Limitations………………………………………………………… 30

Implications……………………………………………………….. 31

Directions for Future Research……………………………………. 31

CONCLUSION……………………………………………………………. 32

REFERENCES…………………………………………………………….. 33

1

Introduction

Everyday in the workforce interactions take place between workers to educate or

collaborate in ways that increase an organization’s productivity. These interactions are

the bases of transmitting knowledge, skills, and resources to other workers for future use.

Workers from all sides bring different attitudes and behaviors to the workplace that

define how they interact in these instances. Understanding these attitudes and behaviors

is essential for management within firms to maximize the potential of each interaction.

Research on race and gender has proven to be a valuable indicator for adjusting

management in order to create productive, positive interactions. However, research on the

influence of workers’ age has been developed and presented in a confusing variety of

forms, methods, and perspectives. Another indicator of management adjustments is the

impact of age on workplace interactions. This study seeks to increase the knowledge of

generational beliefs within the workplace. The workforce currently comprises of three

generations, Baby Boomers, Generation X, and Millennials. Each of these generations

was formed from different economic, social, and historical events and shifts that

prompted reactions from people to process and embrace the severity of the event or

shift’s impact on their respective lives. These reactions served to create skills, new

patterns of social organization, and alterations in values and life styles (Eyerman &

Turner, 1998).

Interpretation of generational characteristics has skewed towards a cohort

perspective, which describes generations as collections of people born in a given time

period (Foster, 2013). However, this perspective serves to fence generations into

stereotypes by using simplistic characterizations. This often leads to an “us versus them”

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mentality amongst different generations, which can lead to resistant interactions (Joshi,

Dencker, Franz, & Martocchio, 2010). New theory seeks to move the field toward an

alternative perspective called the social forces perspective. Here, generations are viewed

as interrelated and multi dimensional social groups that take shape within the flow of

history (Lyons & Huron, 2013). This transition requires research on two fronts: research

into repealing and discrediting stereotypes based on generational differences and then

researching into finding empirical data that supports the theory.

My research seeks to do the former and uncover false stereotypes formed from

generational differences. By comparing actual and perceived ratings of workplace

characteristics this research tests the presence of generational differences and

commonalities in the workplace. Examining categories pertaining to work ethic, altruistic

values, extrinsic versus intrinsic values, social values, and job satisfaction, this study

provides management divisions with a clearer view of the actual work characteristics at

play during interactions between workers.

Comparing actual versus perceived beliefs is carried out through survey responses

of subjects across various industries using scales to value different workplace

characteristics. This study empirically tests the validity of perception versus actuality by

comparing values given by one generation on work characteristics with the values that

other generations believe the initial generation would provide on those same

characteristics. Further, respondents’ perception of their own generation is compared with

their actual response, in order to test for incorrect perceptions within individual

generations. By asking for age, responses can be associated with different generations

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and used to compare cross-generational perceptions on characteristics with the actual

characteristics reported.

Next, I review previous literature on generational theory. I then discuss the

expected results in both actual and perceived characteristics. From there I move into a

discussion on where differences in perception and reality manifest, and why such

differences outweigh commonalities. I finish by proposing ways in which management

can create greater transparency in workplace interactions in order to uncover these

commonalities.

Literature Review

To begin the literature review I will explain why the workforce provides a

lucrative location to study generational interactions and how stereotypes form between

these interactions. Then I will discuss the role of workplace interactions in transferring

human capital. Finally, I will discuss different approaches to generational theory and the

ways this study incorporates previous generational theory.

Generational research in the workplace is a popular place of study due to the

dispersion of ages across the labor force. Along with diverse ages, the workplace allows

generational identities to grow from collective memories that workers share within their

generation (Dencker, Joshi, & Martocchio, 2008). Further, by identifying with a

generation, workers begin to create work-related expectations that draw from the

stereotypes associated with their generation. Previous literature refers to these

expectations as psychological contracts (Dencker et al., 2008). The formation of

psychological contracts highlights differences between generations within the workplace.

Violations of these contracts represent moments in which workers do not act within the

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mold of their generational identity. Such violations can lead to dissatisfaction, a lack of

commitment, and an intention to quit (Dencker et al., 2008). Previous literature asserts

that tensions and conflicts arise between generations when differences in values,

cognitions, and behaviors lead to resistive interactions. Within an organization, such

interactions can negatively affect working dynamics (Lester, Standifer, Schultz, &

Windsor, 2012; Twenge & Campbell, 2008).

Companies that can facilitate transmittable interactions and deter resistive ones

will gain an advantage in workplace communications. Interactions between generational

identities are essential to an organization hoping for a transmission of values, skills, and

resources across generations (Joshi et al., 2011). Interactions between workers of

different age groups are referred to as chronological interdependencies between

generations (Joshi et al., 2010). Interdependencies represent an essential phenomenon in

the workplace where knowledge bases, skills, and resources are passed across generations

within organizations. Organizations can access higher levels of talent and performance by

implementing human resource and management mechanisms that promote transmitive

interactions, rather than resistive (Petroulas, Brown, & Sundin, 2010).

Understanding the effects of age on the interdependencies has required extensive

research into generational theory. Research on generations has predominantly been

approached from two distinct perspectives: a cohort perspective and social forces

perspective (Lyons and Kuron, 2014). Cohort perspective, developed by Laufer and

Bengston (1977), sees generations as collections of people born in a given time interval.

The implied time barriers used within a cohort perspective bring empirical precision to

the “ambiguous construct of generation” (Lyons & Huron, 2013). Three different

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generations currently comprise the labor market, those born after World War II up until

the mid 1960s referred to as Baby Boomers; those born from the mid 1960s to the 1980s

referred to as Generation X; And finally those born in the mid 1980s until the late 1990s

referred to as Millennials. By creating generations through time boundaries, the cohort

perspective expects homogeneous attitudes and behaviors within generations (Ryder,

1965).

Research using the cohort perspective assumes generational differences are

manifested within psychological and behavioral differences. Therefore, findings focus on

establishing differences between generations’ values and traits (Lyons & Huron, 2013).

However, evidence concerning generational differences in work values is mixed. Many

studies find no differences, while several find contradicting evidence (Parry & Urwin,

2011). Overall roughly half (52.5%) of the items used in US cross-sectional studies show

significant differences (Lyons & Kuron, 2013). Another complication of evidence

supporting generational differences is whether such differences will hold as generations

begin to age. Previous research shows that work values are under constant change during

the transition from adolescence to adulthood (Jin & Rounds, 2012; Johnson, 2001).

Lyons and Huron (2013) state that “whether observed differences will remain stable or

shift over time as generations move through their respective life courses and career stages

is therefore an open question.”

The cohort perspective loses validity if the values of a generation evolve over

time. If values associated with a generation are changing then it should be presumed that

apparent differences are also changing. In order to account for the constant evolution of a

generation and consequently the evolving differences, some researchers have adopted the

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social forces perspective. This perspective observes generations as inter-related and

multi-dimensional. Within the workplace, this perspective allows research to focus on the

interactions between old and new ideas that catalyze change within organizations (Lyons

& Huron, 2013). Using the social forces perspective allows researchers to assume that

generations are evolving and thus are constantly forming and breaking stereotypes.

This study challenges the cohort perspective while enforcing the social forces

perspective by providing empirical evidence of generational commonalities, especially in

regards to neighboring generations (Generation X & Baby Boomers, Millennials &

Generation X). Generations consist of members that vary in terms of how they identify

with generational stereotypes on a scale of strong identification to relative indifference

and even strong opposition (Lyons & Huron, 2013). Within a generation, the leading unit

does not need to be the largest in terms of size but merely the loudest such that its

attitudes and behaviors become prototypical of the generation as a whole. For managers

and leaders of organizations it is essential to not just see through these stereotypes, but

also eliminate false perceptions that may be prevalent throughout the organization.

Previous research has sought to detect the severity of false perceptions across

generational differences and has noted that perceptions of generational differences do in

fact exist, and are not always empirically supported (Foster, 2013; Lester et al., 2012).

Next I review the literature that has examined the characteristics used in the study.

Expected Actual and Perceived Differences

While there is a plethora of evidence for changing attitudes and behaviors

amongst generations, much of that evidence lacks empirical evidence to show how it

transitions to the workplace. (Macky, Gardner, & Forsyth, 2008). Backing up the

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perceptions and assumptions about generations will require further empirical research

into those very interactions. The purpose of this study is to gather data in the form of

human responses and test it across generations. The findings will help show where

previous research is valid and where it is not, based upon whether perception matches

reality.

In order to test for differences in generational characteristics the study will use 10

workplace characteristics that are all assumed to be desirable, however may vary on level

of desirability. Using previous literature, inferences can be made on characteristics that

will show actual differences amongst generations compared to those that are merely

perceived. Three interactions are observed in the study, Baby Boomers and Generation X,

Generation X and Millennials, and Baby Boomers and Millennials, I expect less than half

of the characteristics to show significant differences in value.

Differences in actuality. Across literature it is still widely accepted that

fundamental differences do exist between generations in regards to preferred workplace

characteristics. Specifically, previous research has identified two prevalent determinants

in creating these differences, technology (Lester et al., 2012) and personality (Twenge &

Campbell, 2008). Each of these determinants has shown linear increases with successive

generations, reinforcing the social forces perspective that all generations are part of a

social change over time (Twenge, 2010). The majority of Boomers grew up without

much exposure to technology, while Generation X experienced gradual integration, and

Millennials have lived a life completely integrated with technology. Likewise previous

studies have shown that younger generations score higher in both positive and negative

personality characteristics, such as self-esteem and assertiveness, (Gentile, Twenge, &

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Campbell, 2010) and narcissism and neuroticism (Twenge & Campbell, 2008),

respectively. I predict that the importance of these factors within the workplace has

created significant differences between generations in continuous learning, career

advancement, immediate feedback and recognition, and diversity.

Continuous learning. Continuous learning refers to the training and educational

programs companies offer employees to further develop skills and knowledge. Such

programs are seen as opportunities to ensure employability, while potentially opening

doors for future positions. Millennials have grown up believing education is the strongest

source of success and have thus adopted a mentality of life long learners (Lancaster &

Stillman, 2002). Conversely, Baby Boomers, while understanding of the role education

plays in success, are farther down their careers timeline and therefore have already

satisfied many of the promotions and trainings needed for growth (Mencl & Lester,

2014). Narcissistic tendencies and higher self-esteem increase the likely hood that

Generation X and Millennials view continuous learning as a way to improve future

earnings. Further, given these personality shifts, I predict younger generations to be more

responsive to motivations that are intrinsically based, such as increasing the level of ones

human capital. Therefore, I predict that Generation X and Millennials will assign more

value to continuous learning than will Baby Boomers.

Career advancement. Prior research has shown that promotions and speed of

promotions provide greater career satisfaction amongst all generations (Dries,

Pepermans, & De Kerpel, 2008). However, larger increases of satisfaction have been

shown in younger generations. Generation X and especially Millennials are driven by

high-level expectations that translate to a need for quicker, more meaningful promotions

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(Twenge & Campbell, 2008). Again, given the position that Baby Boomers find

themselves on the career timeline, the importance of promotions is lessened and thus their

value of career advancements will be less important (Mencl & Lester, 2014). Thus, I

predict that Generation X and Millennials will value career advancement to a larger

extent than Baby Boomers.

Immediate feedback and recognition. Millennials have grown up in an era where

instant feedback and gratification is normal due to technology increasing the speed of

communication (Lester et al., 2012). In contrast, Boomers did not have the same

exposure to technology when they were young and are therefore not as dependent on

frequent feedback from superiors (Mencl et al., 2014). Generation X will likely fall in the

middle, meaning they prefer feedback in a timely manner while trusting transparent

management techniques that make self-assessment through measurement controls valid

(Petroulas et al., 2010). I hypothesize to see differences between Baby Boomers and

Millennials in immediate feedback and recognition, due to the technology gap between

the two being the largest.

An organization that values diversity. Over the course of time the workforce has

incurred increases in diversity. Specifically, women and minorities have seen surges in

their makeup of labor forces. Of women between the ages of 25 and 54, 25% more were

participating in the workforce in 2005 compared to 1970 (Mosisa & Hipple, 2006).

Similarly in 2005, 77% of African American women, 70% of Asian women, and 65% of

Hispanic women were part of the labor force within the United States (Mosisa & Hipple,

2006). Over time, these gradual increases have translated to younger generations

expecting diversity within the workplace compared to older generations viewing it as one

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of the many transitions labor has undertaken. Prior research shows that generations differ

in regards to comfort with diversity, 78% of Millennials showed comfort compared to

27% of Baby Boomers (Hewlett, Sherbin, & Sumberg, 2009). Further, I expect to see

Millennials place a significantly greater importance on diversity than Baby Boomers,

while Generation X will show no significant differences between either.

Expected areas for possible differences in perception. While the study expects

to find empirical evidence supporting actual differences between generations in the

workplace, it also expects to find a greater amount of perceived differences between

generations. Recent research shows that perceptions of generational differences are

prevalent in the workplace even though these perceptions lack empirical support (Foster,

2013). Perceptions can be inhibitors to inter-generation interactions if they work to create

negative views amongst other generations. The essence of perceived differences stems

from attribution theory that states individuals are always searching for explanations for

other people’s behavior (Heider, 1958). Another source of resistive interactions is

discriminative stereotyping (Lester et al., 2012) that creates defensive strategies amongst

conflicting groups such as maximizing benefits for fellow group members at the

detriment of out-group members (Joshi et al., 2010).

Thus, generational interactions can become based on popular generational

stereotypes rather than personal observation. Popular opinion does not even need a

majority but rather can manifest from the loudest and most profound part of a generation,

such that its attitudes and behaviors come to be prototypical of the generation as a whole

(Lyons et al., 2013). Examples of these incorrect perceptions can be seen when “older”

workers are described as rigid and inflexible, while “younger” workers are seen as

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irresponsible and entitled, and the middle generation is left misunderstood by both

(Lester et al., 2012). Many of these perceived differences could be traced back to linear

changes of technology and personalities across time. The influence of new technologies

and changing personalities on workplace factors have been described above, however

those influences may effect perceptions in other areas (Lester et al., 2012).

For instance, someone that places less importance on email may reply to emails in

a slower, less detailed manner than in person. A lessened importance on electronic

communication may lead others to question that person’s willingness to work with a

team, be adaptable, and/or embrace technology (Lester et al., 2012). Thus it is apparent

how actual differences in feedback or communication influences how others perceive

ones value of teamwork, adaptability, and technology. These mistaken conclusions only

serve to reinforce generational stereotypes.

I expect to uncover that many of the stereotypes discussed lead to incorrect

perceptions among generations. Next I explain why I expect to not find actual differences

in work-life balance, flexible work arrangements, involvement in decision-making,

teamwork and collaboration, and a financially rewarding job, and thus view these

characteristics as potential areas for perceived differences.

Work-life balance and flexible work arrangements. Evidence that asserts work-

life balance or flexible work arrangements are valued differently between generations is

mixed. For instance, four North American studies have shown increased values in

successive generations, including two time-lag studies (Twenge et al., 2010; Wray-Lake,

Syvertsen, & Briddell, 2011) and 2 cross-sectional studies (Gursoy, Chi, & Karadag,

2013; Lyons et al., 2012). However, the time-lag studies drop out the age variable and

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thus do not provide an accurate scope of the current work force. Meanwhile, impacts on

perception are evident from assumptions that Baby Boomers are driven by a strong work

ethic (Fogg, 2009), while Generation X and Millennials are presumed to place a high

value on work-life balance (Cennamo & Gardner, 2008). Thus perception may lead

younger generations to expect differences in work-life balance, even though Boomers

also face non-work demands in the shape of elder care responsibilities. Further, recent

research has shown similar results between Boomers and Millennials for the importance

of work-life balance and flexible work arrangements (Mencl et al., 2014). Therefore, I

predict generations will value work-life and flexible work arrangements similarly, even if

the reasoning for having balance may be different.

Further, I predict stereotypes involving work ethic and work-life balance will

cause older respondents to over estimate the value younger respondents place on these

characteristics and younger respondents to under estimate older respondents.

Involvement in decision-making and a challenging job. Increased employment

involvement in decision making is often tied to higher performance (Evans & Davis,

2005). Due to this, organizations are often seeking ways to increase employee

participation. Decentralized decision-making practices can be an effective ways of

incorporating employees, while also giving employees a higher level of importance.

Given that growing narcissistic and self-entitled personalities are often associated with

Millennials and Generation X, stereotypes are created that link them to needing value and

importance. However previous studies in the 1980s, using Baby Boomers, have shown

autonomy, or self-governance, as strongly correlated to job satisfaction (Loher, Noe,

Moeller, & Fitzgerald, 1985). Evidence of higher job satisfaction when autonomy is

13

provided is also evident amongst Millennials and Generation X (Kim, Knight, &

Crutsinger, 2009). Thus, I predict employees from each generation will enjoy and desire

increased decision-making and challenges in the workplace, even though their perception

may be altered due to previous stereotypes.

Teamwork and collaboration. The role of teamwork and collaboration can aid

companies in achieving more with less. A popular notion in non-academic literature

theorizes that younger generations have less preference for teamwork when compared to

older generations. This difference is believed to lead to conflict in multi-generational

teamwork settings (Johnson & Johnson, 2010). However, theoretical and empirical

evidence do not support such notions (Lyons et al., 2013). While the experiences

different generations have in collaboration settings may differ, I propose all generations

understand the competitive advantage acquired in teamwork and collaboration. Previous

research shows that perceptions underestimate the value of teamwork across all

generations (Lester et al., 2012). I expect to reproduce these results by showing no

significant differences between how generations value teamwork and collaboration.

Financially rewarding job. Non-empirical research has stated financial rewards

are losing effectiveness in motivating younger generations of employees. This research

states Baby Boomers clearly view money as a sign of achievement, while younger

generations find incentives such as commendation, more annual leave, and interesting

work just as attractive (Petroulas et al., 2010). While new, attractive incentives are

entering the work force, the value of financial rewards is still high among all generations.

Previous studies performed on generation specific salary incentives have shown nearly

identical effects of salary to career success (Dries et al., 2008). I predict that employees

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will value adequate financial rewards equally regardless of age, and therefore believe any

perceived differences are false.

Method

In order to collect data a survey was created via Qualtrics and administered via

Amazon Mechanical Turk. All data was collected from the survey, which took subjects

an average time of two minutes and thirty seconds. The survey consisted of questions

pertaining to both demographic data and data consisting of responses to statements on a

6-point Likert scale. Demographic data was requested after statement questions to

decrease bias.

The survey was completed by 239 respondents, however only 201 responses were

used due to incomplete questions. Of the 201 respondents, 52.48% were male and

47.52% were female. Further, roughly 85% of respondents were White with African

American, American Indian, Asian, and other races making up the remaining 15%.

In order to designate a generation to each respondent, the survey asked for age. After

obtaining this information respondents were organized into three groups, Baby Boomers

for respondents born between 1946 and 1964, Generation X for respondents born

between 1965 and 1981, and Millennials for respondents born after 1982. Age ranges

used to separate generations vary across literature, however the ranges used in this study

replicate Lester et al., 2012 in order to allow for comparison in results.

Subjects were asked the extent to which they valued 10 different workplace factors.

These items included (a) teamwork and collaboration, (b) flexible work arrangements, (c)

challenging job, (d) involvement in decision making, (e) a financially rewarding job, (f)

work-life balance, (g) continuous learning, (h) career advancement, (i) immediate

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feedback and recognition, and (j) a company that values diversity. Participants were

directed to specify the degree to which they valued each factor on a Likert scale of 1 =

not important at all to 6 = a must have. The ten items were taken from a list of work-

related factors pertaining to best places to work (Fulmer, Gerhart, & Scott, 2003).

After rating the 10 factors based on personal preference, respondents were then asked

to rate the same factors based on how they felt the other generations valued each factor.

For example, Baby Boomers would evaluate their own preferences on each factor and

then would repeat the process for how they perceived Generation X and Millennials

preferred each factor. The survey then differed from Lester et al. (2012) by asking

respondents to value the 10 characteristics based on how they perceived their own

generation would value them.

Lastly, respondents were asked various demographic questions. These questions

consisted of industry of work, gender, education level, race and ethnicity, and position

and status within their current organization.

Results

Table 1 provides means, standard deviations, and correlations for work

characteristics that respondents valued on a 1 to 6 Likert scale. Significant correlations at

p < .05 are denoted by *.

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Table 1.

Correlations , Means, and Standard Deviations of Work Variables

M SD 1 2 3 4 5 6 7 8 9 10

1 - Teamwork and Collaboration 4.59 1.26 1.00

2 - Flexible Work Arrangements 4.38 1.27 0.16* 1.00

3 - Challenging Assignments 3.71 1.38 0.29* 0.18* 1.00

4 - Involvement in decision making 4.15 1.42 0.28* 0.25* 0.45* 1.00

5 - A finiancially rewarding job 4.85 1.09 0.21* 0.23* 0.15* 0.23* 1.00

6 - Work-life balance 5.00 1.22 0.29* 0.33* 0.10 0.29* 0.44* 1.00

7 - Continuous learning 4.14 1.36 0.30* 0.14 0.59* 0.31* 0.14* 0.12 1.00

8 - Career Advancement 4.40 1.29 0.40* 0.23* 0.52* 0.42* 0.33* 0.26* 0.61* 1.00

9 - Immediate feedback and recognition 3.86 1.30 0.21* 0.25* 0.36* 0.26* 0.03 0.02 0.36* 0.42* 1.00

10 - An organization that values diversity 4.10 1.45 0.34* 0.20* 0.42* 0.34* 0.17* 0.12 0.49* 0.40* 0.48* 1.00

NOTE: N = 201. * denotes correlations are significant at p < .05.

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Actual Differences

To begin, I assess differences across generations of how they actually valued

workplace characteristics. In Table 2a mean values are provided for the ten-workplace

characteristics within each generation. Table 2b tests for the significance of each

difference between the three generations: Millennials and Generation X, Millennials and

Boomers, and Generation X and Boomers. Two-sample t-tests are conducted to test for

significant differences between means. It is important to note the data here is subject to

multiple comparisons and therefore the threshold for rejecting the null hypothesis should

be more stringent. While I note differences within the 90% and 95% confidence intervals

here, the discussion section focuses on the highest confidence intervals (99%) where

differences are clear so to avoid multiple comparison issues.

Within Table 2b Millennials and Generation X show no significant differences in

any characteristics. Millennials and Baby Boomers show significant differences in three

categories, teamwork and collaboration, challenging assignments, and involvement in

decision making. Baby Boomers and Generation X show one significant difference,

teamwork and collaboration. These findings lend support to the hypothesis that few

actual differences exist as only 4 of the 30 differences reveal significance. However, only

one of these differences, teamwork and collaboration between Generation X and Baby

Boomers, align with the hypothesis on where actual differences were predicted to occur.

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Table 2a.

Actual Differences Between Generations in Workplace Characteristics

Workplace Characteristics

Means

Millennials(M) Generation X(GX) Boomers(BB)

1 - Teamwork and

Collaboration 4.36 4.63 5.10

2 - Flexible Work

Arrangements 4.33 4.36 4.45

3 - Challenging

Assignments 3.45 3.84 4.10

4 - Involvement in decision

making 3.90 4.27 4.54

5 - A financially rewarding

job 4.76 4.98 4.93

6 - Work-life balance 4.89 5.00 5.29

7 - Continuous learning 4.08 4.00 4.40

8 - Career Advancement 4.36 4.38 4.33

9 - Immediate feedback and

recognition 3.89 3.59 4.00

10 - An organization that

values diversity 4.03 3.93 4.40

Table 2b.

Absolute Value Differences

M v GX M v BB BB v GX

1 - Teamwork and Collaboration 0.27 0.74** 0.47*

2 - Flexible Work Arrangements 0.02 0.12 0.1

3 - Challenging Assignments 0.39 0.65** 0.26

4 - Involvement in decision making 0.37 0.63* 0.26

5 - A financially rewarding job 0.22 0.17 0.05




9 - Immediate feedback and recognition 0.3 0.11 0.41

10 - An organization that values diversity 0.1 0.38 0.48

p≤.05 = * p≤.01 = ** p≤.001 = ***

Perceptions Across Generations

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In order to assess the validity of other generations’ perceptions of Baby Boomers

Table 3a displays the variables means for perceptions by Millennials and Generation X,

and the actual Baby Boomer values. Table 3b tests for significance in mean differences.

The differences tested for are between Millennials and Baby Boomers, and Generation X

and Baby Boomers. Table 3b shows significant differences between Millennials and

Baby Boomers in teamwork and collaboration, work-life balance, continuous learning,

and an organization that values diversity. Generation X and Baby Boomers show

significant differences in teamwork and collaboration, work-life balance, and diversity.

Table 3a.

Comparisons Between Actual Baby Boomers and Other Generations Perceptions Baby

Boomers

Workplace

Characteristics Means

Millennials’

Perceptions

Generation X’s

Perceptions

Baby

Boomers’

Actual

1 - Teamwork and


2 - Flexible Work

Arrangements

4.09 4.32 4.45

3 - Challenging

Assignments

3.86 4.11 4.10

4 - Involvement in

decision making 4.18 4.20 4.54

5 - A financially

rewarding job

4.78 4.95 4.93

6 - Work-life

balance

4.28 4.46 5.29

7 - Continuous

learning

3.68 4.02 4.40

8 - Career

Advancement

4.54 4.43 4.33

9 - Immediate feedback

and recognition 3.91 3.96 4.00



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Table 3b.

Absolute Differences

M v BB BB v GX

1 - Teamwork and Collaboration 0.93*** 0.66**

2 - Flexible Work Arrangements 0.37 0.13

3 - Challenging Assignments 0.23 0.01

4 - Involvement in decision making 0.36 0.34

5 - A financially rewarding job 0.15 0.02

6 - Work-life balance 1.00*** 0.82***

7 - Continuous learning 0.73** 0.39

8 - Career Advancement 0.21 0.10


recognition 0.09 0.04

10 - An organization that values

diversity 1.01*** 0.71*

p≤.05 = * p≤.01 = ** p≤.001 = ***

To continue evaluating the strength of perceptions, Table 4a provides comparison

between actual Generation X ratings and perception ratings of Generation X from

Millennials and Baby Boomers. Table 4b tests for significant differences between means.

Millennials and Generation X report only one significant difference, immediate feedback

and recognition. Baby Boomers and Generation X report five significant differences in

flexible work arrangements, challenging assignments, career advancement, immediate

feedback and recognition, and an organization that values diversity.

21

Table 4a.

Comparisons Between Actual Generation X and Other Generations Perceptions of

Generation X

Workplace


Millennials’

Perception

Generation X’s

Actual

Baby

Boomers’

Perception

1 - Teamwork and


2 - Flexible Work

Arrangements

4.62 4.36 5.12

3 - Challenging

Assignments

4.05 3.84 4.41


making 4.56 4.27 4.71

5 - A financially

rewarding job

4.90 4.98 5.40

6 - Work-life

balance

4.63 5.00 5.05

7 - Continuous

learning

4.26 4.00 4.24

8 - Career

Advancement

4.73 4.38 5.19


recognition 4.31 3.59 4.64



22

Table 4b.


M v GX BB v GX

1 - Teamwork and Collaboration 0.11 0.14

2 - Flexible Work Arrangements 0.26 0.76**

3 - Challenging Assignments 0.21 0.58*

4 - Involvement in decision making 0.29 0.44

5 - A financially rewarding job 0.08 0.42

6 - Work-life balance 0.37 0.05

7 - Continuous learning 0.26 0.24

8 - Career Advancement 0.35 0.82***


recognition 0.72*** 1.05***


diversity 0.31 0.67*

p≤.05 = * p≤.01 = ** p≤.001 = ***

Table 5a and Table5 b are the last data tables that compare perceptions across

generations. These tables show the means and significant differences of actual Millennial

workplace characteristic values and the perceived Millennial values from Generation X

and Baby Boomers. Millennials and Generation X show four significant differences in

workplace characteristics flexible work arrangements, career advancement, immediate

feedback and recognition, and an organization that values diversity. Millennials and Baby

Boomers show six significant differences in workplace characteristics, flexible work

arrangements, career advancement, immediate feedback and recognition, an organization

that values diversity, challenging assignments and a financially rewarding job.

23

Table 5a.

Comparisons Between Actual Millennials and Other Generations Perceptions of

Millennials

Workplace


Millennials’

Actual

Generation X’s

Perception

Baby

Boomers’

Perception

1 - Teamwork and


2 - Flexible Work

Arrangements

4.33 5.09 5.21

3 - Challenging

Assignments

3.45 3.84 3.98

4 - Involvement in


5 - A financially

rewarding job

4.76 4.80 5.24

6 - Work-life

balance

4.89 4.89 5.05

7 - Continuous

learning

4.08 4.16 3.93

8 - Career

Advancement

4.36 4.84 5.00





24

Table 5b.


M v GX M v BB

1 - Teamwork and Collaboration 0.32 0.36

2 - Flexible Work Arrangements 0.76*** 0.88***

3 - Challenging Assignments 0.39 0.53*


making 0.31 0.45

5 - A financially rewarding job 0.05 0.48*

6 - Work-life balance 0.00 0.16

7 - Continuous learning 0.08 0.15

8 - Career Advancement 0.48* 0.64*


recognition 0.98*** 0.94***


diversity 0.72** 0.99***

p≤.05 = * p≤.01 = ** p≤.001 = ***

Perceptions within Generations

This section of the results compares respondents’ perceptions of their own

generation with their actual responses. This is done by averaging respondents’ perception

of their generation and then taking the differences between the respondent’s actual mean

values for each characteristic. By testing perceptions within generations, the study is able

to assess whether members of a generation actually align with the stereotypes they

believe lie within their generation.

Tables 6, 7, and 8 provide comparisons between actual and perception values

within each generation. Table 6 assesses Millennials and finds significant differences in

flexible work arrangements, challenging assignments, career advancement, immediate

feedback and recognition, and an organization that values diversity. Table 7 and 8, which

evaluate Generation X and Baby Boomers respectively, show a combined three

significant differences. Generation X has one significant difference in immediate

25

feedback and recognition. Baby Boomers show two significant differences in a

financially rewarding job and work-life balance.

Table 6

Comparisons between Millennials responses: Actual and Perceived

Actual Perceived Difference

1 - Teamwork and


2 - Flexible Work

Arrangements 4.33 4.83 0.49**

3 - Challenging

Assignments 3.45 3.95 0.50*

4 - Involvement in


5 - A financially

rewarding job 4.76 4.62 0.14



8 - Career Advancement 4.36 4.78 0.43*


and recognition 3.89 4.64 0.75***


values diversity 4.03 4.83 0.80***

p≤.05 = * p≤.01 = ** p≤.001 = ***

26

Table 7

Comparisons between Generation X responses: Actual and Perceived


1 - Teamwork and


2 - Flexible Work


3 - Challenging


4 - Involvement in


5 - A financially

rewarding job 4.98 5.02 0.04





and recognition 3.59 4.39 0.80**



p≤.05 = * p≤.01 = ** p≤.001 = ***

27

Table 8

Comparisons between Millennials responses: Actual and Perceived


1 - Teamwork and


2 - Flexible Work


3 - Challenging


4 - Involvement in


5 - A financially

rewarding job 4.93 5.33 0.40*

6 - Work-life balance 5.29 4.83 0.45**







The significant differences found here are interesting due to Millennials (5) nearly

doubling that of Generation X and Baby Boomers (3) combined. The results imply that

there is a higher disassociation among Millennials from their generation compared to the

other two generations. However, it is key to note that the sample sizes amongst

generations were not consistent. Millennials made up 103 of the respondents, while Baby

Boomers and Generation X made up 42 and 56, respectively.

Discussion

Interactions between workers are the bases of transfers in knowledge, skills, and

experience within a company. Added transparency to these interactions can improve

efficiency within workplaces and fuel more productive outputs. The results of this study

add to that transparency by uncovering false perceptions held across different generations

p≤.05 = * p≤.01 = ** p≤.001 = ***

28

in relation to workplace preference. The study not only shows where false perceptions lie,

but also reveals actual generational differences and how generations align with

stereotypes.

The study began with predictions in differences in actuality. Using previous

literature, I predicted actual differences between generations in continuous learning,

career advancement, and immediate feedback and recognition. The results of the tested

data show that none of these expected differences showed any significance. Rather, actual

differences were present in teamwork and collaboration, challenging assignments, and

involvement in decision making. While actual differences showed up in these three

workplace characteristics, there were four total differences across all of the generation

comparisons. Teamwork and collaboration showed significant differences between

Millennials and Baby Boomers, and Generation X and Baby Boomers. Challenging

assignments and involvement in decision-making showed significant differences between

Millennials and Baby Boomers. These results yield two insights, first differences between

generations are scarce as only four of thirty interactions showed significant differences,

and second that time could be a factor in changing preferences as three of four

differences were between the most separated of ages.

The study also predicted where differences only supported by perception could

arise. Work-life balance, flexible work arrangements, involvement in decision-making,

challenging job, teamwork and collaboration, and financially rewarding job were all

predicted to not show significant differences in actuality and thus possibly show

differences through perception. All of these characteristics, except for involvement in

decision-making, showed a significant difference in at least one generational comparison.

29

The lack of a significant difference in involvement in decision-making could be due to

the positive association with making decisions. While other characteristics may provide

more extrinsic motives, such as teamwork and collaboration, or intrinsic motives, such as

a financially rewarding job, decision-making is an attribute of power that does not reflect

selfishness, thus landing between the two motives. Otherwise, the predictions align well

with the results, reinforcing the proposed effects of stereotyping and resistive interactions

that occur in the workplace.

Interestingly, two characteristics that are incorrectly predicted to show only actual

differences did show significant differences in perception, these were immediate

feedback and recognition and an organization that values diversity. For immediate

feedback and recognition, both Millennials and Generation X showed differences at the

99% confidence interval when compared to the perceptions of the other two generations.

In each of these instances the two perception values were greater than the actual values.

When compared to Baby Boomers, who showed no significant differences in immediate

feedback and recognition, this finding suggests that younger generations are being

stereotyped in regards to valuing different types of feedback that improve future

performance. While this finding does not imply that younger generations are resistant to

feedback and recognition in the workplace, it does reveal that the use of recognition and

feedback in driving younger generations is overstated.

Additionally, diversity within a company is a characteristic that was predicted to

show an actual difference but actually shows significant differences in perception. An

organization that values diversity was significantly different at the 99% confidence

interval for both Baby Boomers’ perception of Millennials, and conversely Millennials’

30

perception of Baby Boomers. Added to the significance of mean differences is the fact

that Baby Boomers over estimated Millennials, while Millennials underestimated Baby

Boomers. This is particularly interesting as Baby Boomers’ actual mean value for

diversity (4.40) was greater than Millennials’ actual mean value (4.03). This shows that

diversity stereotypes are working in opposite directions to overinflate perceptions for

both Millennials and Baby Boomers.

Differences between perception and actual values within generations, as seen in

Table 6, 7, and 8, shed light on actual identities within generations that members might

be aware of. For instances, due to older ages Baby Boomers and Generation X could be

assumed to have already formed identities within their generation that they are both

aware of and comfortable with. This assumption is shown as Baby Boomers only

significantly differed on two characteristic means, while Generation X significantly

differed on only one mean. However, Millennials showed significant differences in how

they actually felt and what they believed was perceived of them five times. This

disassociation can be interpreted in two ways, first a strong belief in being falsely

perceived, or second a lack of formation in generational identity due to young age.

Limitations

The limitations of this research include unequal generation response sizes.

Responses totals were skewed towards younger people as Millennials made up 103 of the

respondents, Generation X made up 56, and Baby Boomers 42.

Additionally rejected hypothesis should be observed with caution, as the data

could be victim to multiple comparisons. Due to multiple comparisons between the same

data, rejected hypothesis should be analyzed with a more stringent threshold.

31

Finally, it is important to note that the survey consisted of a dummy question that

was used to assess the attentiveness of respondents. Of the responses, 55% of respondents

failed to correctly answer the dummy question. Thus the authenticity of responses is

unclear.

Implications

The finding in this study infer that more research is required in the field, while

workplaces should also seek to put into practice educational seminars to inform workers

of the noted false perceptions. Further, organizations should also inform workers of the

actual differences between generations and work on solutions to create better

understanding in these areas.

Specifically the study uncovers interesting and notable implications in immediate

feedback and recognition as well as a company that values diversity. In each of these

work characteristics perceptions both over and understated the actual preference of

Millennials and Generation X for immediate feedback and recognition, and Millennials

and Baby Boomers for diversity. These characteristics show stereotypes are at play

within the workplace and are causing generations to misinterpret their fellow workers’

motives.

Lastly, the research points to younger people (Millennials) having less awareness

of the actual motives and interests within their generation. Conversely, older generations

(Baby Boomers and Generation X) appear to have a stronger consensus over

characteristics that make up their generation.

Directions for Future Research

32

Future research should focus on ensuring thoughtful responses from respondents.

This can be done through thorough administration of a survey through a professional

company that can properly ensure that respondents are putting time and care into

responses.

This study focuses on identifying where misperceptions lie, however future

research should attempt to examine what are the actual effects of these false perceptions

on workplace productivity and morale.

Further research may also benefit from separating characteristics in

distinguishable extrinsic and intrinsic groups. By doing this, future studies can account

for extrinsic or intrinsic work biases that may be prevalent in values placed on

characteristics.

Conclusion

The diverse nature of our world and more specifically the workplace can make

overcoming differences an impossible goal. Organizations should seek to embrace

differences between workers as these differences provide diverse ways of thinking and

skills. This study uncovers highly significant valuing differences in teamwork and

collaboration and challenging assignments between the workforces most age separated

generations, Millennials and Baby Boomers. However, organizations should also seek to

clarify commonalities between workers in order to create common ground and a better

understanding between coworkers. Generations hold incorrect beliefs about the

importance of diversity, feedback, and recognition to other generations within the

workplace. By correcting these perceptions and eliminating false stereotypes,

33

organizations have the potential to create more productive and efficient interactions

between coworkers.

34

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