Communication in a multi-generational workforce: draft small-scale qualitative project write-up
Order Instructions:
MY DOCTORAL STUDY TOPIC AND PAPER THUS FAR CAN BE VIEWED IN ORDER#112783. Please complete assignment in accordance to paper/ topic !!!!!!!!
Small-Scale Qualitative Project Write-Up
For this Discussion Question, please be sure to visit the Application area before completing this Discussion.
Throughout this course, you completed various components of your Small-Scale Qualitative Project. The primary purpose of this assignment is to provide you with firsthand experience for conducting qualitative research.
• For this Discussion, you will attach your initial draft small-scale qualitative project write-up by Day 4 and final draft by Day 7 draft, be sure to also post a 5-sentence narrative abstract of your interview.
SAMPLE ANSWER
Communication in a multi-generational workforce: draft small-scale qualitative project write-up
Background: Of late, there has been an increase in the number of multigenerational workforce and this has complicated communication in the place of work. The current American multi-generational workforce compasses employees from four dissimilar generations/eras, with each having their own particular perspectives and needs, as well as styles of communication. One of the main difficulties experienced by multi-generational workforce is communication among the diverse age groups (Brown, 2012).
Problem statement: in many workplaces nowadays, people of diverse generations are working side by side. This multi-generational workforce comprises individuals in the following generation groups: Generation Y aged 25 years and under, Generation X aged twenty-five to forty five years, Baby boomer generation aged forty-five years to sixty-five years, and lastly the Traditionalist or Silent generation who are aged above 65 years (Cekada, 2012). Dissimilar communication styles is what really represents the main difference between the younger generations – Generations X and Y – and the older generations, Silent and Baby Boomers, in the place of work. Members of the younger generations have been in the workforce for a relatively short period of time and are less experienced in comparison to their older baby boomer and silent generation workmates (Brown, 2012). It is of note that members of the younger generations are inclined to using a form of communication that involves abbreviations, informal language as well as colloquialisms that need to be seriously broken down for better understanding. On the other hand, older generations’ workers are accustomed to communicating using appropriate formal language and this happens with high formality that has to be followed to the latter. In essence, the past homogenous human capital administration may not work successfully for the current working environment that consists of individuals from diverse ages (Rajput et al., 2013).
Purpose statement: thanks to increased multigenerational workforce, the general problem is that each generation has a unique and preferred communication/motivational style that challenge the leaders and the supervisors of multigenerational workforce. The main focus of this qualitative research study is to find out how communication can be a challenge within the multigenerational workforce and what needs to be done to improve the situation. The focus of this qualitative multi-case study is to explore strategies that managers use to communicate with a multigenerational workforce and eliminate any obstacles that impede effective communication with a multigenerational workforce. A survey methodology that employs the use of case study can best be used to answer the research questions related to communication in a multigenerational workforce.
Research questions: effective communication styles that can be used by company leaders and supervisors when communicating with a multigenerational workforce has not been fully established. The ability of the people in the multigenerational workforce to enhance their communication is very important as it will enhance proper relationships and improve the productivity of employees in the workforce (Jora & Khan, 2014). The research questions which this research seeks to answer are as follows:
- How is effective and proper communication a challenge amongst a multi-generational workforce?
- What strategies and communication styles can managers make use of to ensure effective communication with a multi-generational work force?
Theoretical framework: the theory that is applicable to this research study is certainly the social constructionist theory. This theory considers communication as a perfect transaction of message that comes from the sender to the receiver as a product of information sharing and creation of social meaning. The social constructionist theory essentially claims that how somebody says something will determine the meaning of the message by assuming that the ideas are constructed though the social process.
Significance of study: the data for this study would be gathered from three human resource managers within New York City. The data and the result from this study might significantly contribute to the social change by increasing communication and the overall productivity within the multigenerational workforce environment. This study will basically look into how communication amongst the multigenerational workforce could actually be a major challenge in an organization and what could possibly be done in order to address this crucial issue. In addition, this study is significant since the results would help organizations in addressing the issue of poor communication amongst staff members from different generations, which a problem that becoming increasingly common in more and more business organizations. Improved communication with staff members of diverse generations will certainly result in increased satisfaction with job and reduce the rates of employee turnover (Jora & Khan, 2014).
Members of staff usually feel empowered if they appreciate their multigenerational differences in the context of communication between them. Hiriyapa (2009) reported that the effectiveness of communication flow is of major importance to staffs given that employees often feel secure whenever they are able to receive truthful, understandable and clear information from their leaders as well as their co-workers. All in all, enhanced communication skills would help in reducing the impediments in the multigenerational workforce and improve understanding amongst the general employees.
References
Brown, S. E. (2012). Attracting, challenging, and leading a multigenerational workforce-A perspective. Frontiers of Health Services Management, 29(1), 29-33.
Cekada, T. L. (2012). Training a multigenerational workforce. Professional Safety, 57(3), 40-44.
Hiriyappa, B. (2009). Organizational Behavior. New Age International, New Delhi.
Jora, R. B., & Khan, S. (2014). Motivating multigenerational human resource. International Journal of Organizational Behaviour & Management Perspectives, 3(4), 1276-1281.
Rajput, N., Marwah, P., Balli, R., & Gupta, M. (2013). International Journal of Marketing and Technology, 3(2), 132-149.
We can write this or a similar paper for you! Simply fill the order form!
