Research Problem and Social Change

Research Problem and Social Change
Research Problem and Social Change

Doctoral Study Proposal Draft: Your Research Problem and Social Change

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*****my doctoral topic is determining methods for leaders to motivate a multi generational workforce.

!!!!please complete assignment in connection with my doctoral topic !!!!

Doctoral Study Proposal Draft: Your Research Problem and Social Change

As part of your Doctoral Study Proposal, you will articulate the potential ways in which your proposed research project will positively affect social change. Keeping your goals in mind, and thinking about the literature that you have reviewed, you should be able to formulate a clear statement of the problem you have identified for your doctoral study research. Recall that a research problem worthy of a doctoral study must be broad enough to be significant to others outside your immediate school community. It must also be specific enough, however, that a research project can be designed to examine it.

•Discuss how your research problem is sufficiently significant to be of interest to leaders who have a goal of positive social change.


Research Problem and Social Change

Determining methods for leaders to motivate a multi-generational workforce

Research problem

In America today, 4 different generations in the place of work are working side by side. The existence of multi-generational labour force in business organizations presents unique challenges to business leaders of today. It is worth mentioning that a lack of understanding with regard to generational differences basically increases employee turnover, lowers productivity, and contributes to conflict in working relationships (Marston, 2010). Younger employees could become disenfranchised with well-established and ingrained hierarchical structures. Older employees could become aggravated by an apparently aloof younger generation. In addition, the leaders who have the responsibility of leading this broad labour force could become frustrated with everybody.

An important way of thriving in this intermingled labour force is to raise one’s awareness regarding the members of the other generations. Workforce of different generations can be classified as follows: (i) The Bridgers or Geneneration Y or NeXters are those aged twenty-five years and below. People in this group are confident and the most tech-savvy than any other group. In addition, they are early adopters of any online sharing platforms and technology. They have a more relaxed way of working which their more experienced workmates may interpret as disrespect (Hillman, 2014).

(ii) The Busters or Generation X are aged between twenty-five years and forty-five years. They are keen on using the most recent technology and utilize online information sharing sources in getting their work tasks done quicker and better. They often seek immediate esteem and recognition from their workmates. Their senior co-workers may consider them as arrogant and impatient (Hillman, 2014). (iii) The Boomers make up the biggest cohort and are aged between 45 years and 65 years. Individuals in this group are service-oriented and focused. Their weakness is that they could be easily left behind on technology. (iv) The Builders or traditionalists or veterans or the Silent Generation are aged between 65 years and 85 years. They are loyal and dedicated, which is their strength. Their weaknesses are their resistance to workplace changes and technology (Hillman, 2014). In essence, each of the aforementioned generation is characterized by different commonalities. Each of these generations is motivated by a different set of values, rewards, communication preferences, and work styles.

Therefore, it is important to determine ways in which leaders can motivate these multigenerational workers. Managers and business leaders should make decisions which are consistent with the culture of their organization and develop a work environment which engages staff members of dissimilar life experiences, education, goals, work styles, and age (Marston, 2010). Researchers have reported that individuals who are contented at the workplace are more productive and remain with their business organizations for a much longer time. Furthermore, individuals who are happy at the workplace have less sick days and utilize less healthcare services. Employees who are happy are also more satisfied in their personal lives compared to their work-weary counterparts (Pitt-Catsouphes & Matz-Costa, 2009). Therefore, it is clear that happiness at the workplace seeps into life outside of the workplace.

Each generation – Y, X, Boomers, and Traditionalists – usually exhibits diverse work ethics, learning styles, and communication styles, and has a dissimilar approach to decision-making and problem solving. The leader/manager should identify every sub-group so as to recognize these dissimilar needs as this would result in a happy and motivated team and a productive place of work (Pitt-Catsouphes & Matz-Costa, 2009). All in all, every generation has a specific way of working and seeks dissimilar things.


Hillman, D. R. (2014). Understanding Multigenerational Work-Value Conflict Resolution. Journal Of Workplace Behavioral Health, 29(3), 240-257.

Marston, C. (2010). Motivating the ‘what’s in It for Me?’ Workforce : Manage Across the Generational Divide and Increase Profits. Hoboken, NJ: Wiley.

Pitt-Catsouphes, M., & Matz-Costa, C. (2009). The multi-generational workforce: Workplace flexibility and engagement. Community, Work & Family, 11(2), 215-229. https://www.doi:10.1080/13668800802021906

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