Work Values and Organizational Outcomes of the Generational Workforce: A Qualitative Exploratory Case Study Background of the Problem

 
Each generational cohort brings different work values to the workplace (Brown-Crowder, 2017). Influential events and developments in technology have shaped work values in differing ways from one generation to the other. Organizational researchers are trying to understand the work values of generational workers as they have found values play an essential role in the behaviours of individuals that affect their attitudes, motivations, and perceptions and are a factor in influencing positive behaviours and motivation within the workplace (Ueda & Ohzono, 2012). Some studies have examined the work values of generational workers and found little distinguishing work values of one generation from other generations (Eskilson & Wiley, 1999). In contrast, others concluded that work generational experiences more influence work values than age and maturation (Wey Smola & Sutton, 2002). Work values can be seen as a source of motivation influencing the attitudes, behaviours, and perceptions of workers regarding their work and can influence organizational outcomes in a positive manner (Ueda & Ohzono, 2012). Further study is needed to understand and explore the work values of generational workers and their influences on organizational outcomes (Retzloff, 2010).

People from many generations comprise the workforce, and each has particular work values and beliefs that influence how they view their work. Work values are people’s attitudes and ideas about work and the workplace. They affect how people view their jobs and their value to various work areas, such as professional advancement, work-life balance, and job happiness. Researchers and practitioners have identified the impact of work values on work-related attitudes and behaviours as a crucial element influencing people’s performance and productivity at work (Ueda & Ohzono, 2012).

Managing a workforce that spans multiple generations and has varying work values is one of the firms’ most significant problems. Organizations need to understand the work values of their employees to increase productivity, employee satisfaction, and retention as the workforce ages and experiences more diversity. It can be difficult for businesses to accomplish their goals because of the disparities in work values between generations, resulting in disagreements, miscommunication, and a lack of cohesion in the workplace (Wey Smola & Sutton, 2002).

For several years, scholars have been interested in the impact of generational cohorts on work values. The work values particular to each generation and how they affect organizational outcomes have been the subject of studies. These investigations’ findings, however, still need to be clarified. According to several research types, generational workers’ work values are similar from one generation to the next (Eskilson & Wiley, 1999). According to other studies, workers’ generational experiences have a more significant impact on their work values than their age and level of maturity (Wey Smola & Sutton, 2002). Understanding the work values of each generation is essential as firms become more diverse and employ workers from many generations side by side. Understanding and embracing the many work values of each generational cohort can improve employee engagement, productivity, and organizational performance (Brown-Crowder, 2017).

Work values are people’s views, attitudes, and ideals about their work and the benefits they hope to derive from it (Ueda & Ohzono, 2012). Many variables, such as societal and cultural influences, technology developments, and generational experiences, have influenced these ideals. Since values significantly impact how people behave, influencing their attitudes, motives, and perceptions, organizational academics have been attempting to understand the work values of generational workers (Ueda & Ohzono, 2012).

Recent years have seen a considerable increase in the number of research examining the idea of generational disparities in the workplace. The results, however, have been mixed, with some studies suggesting that there is little difference between the work values of one generation and those of other generations, while others have concluded that generational experiences have a more significant impact on work values than age and maturity (Eskilson & Wiley, 1999; Wey Smola & Sutton, 2002). Notwithstanding the mixed results, research has repeatedly shown that work values can be a source of motivation impacting employees’ attitudes, behaviours, and views of their work (Ueda & Ohzono, 2012). Understanding the work values of different generations can help organizations create a more positive work environment, leading to better job satisfaction, employee retention, and overall organizational outcomes (Retzloff, 2010).

Technology is one of the most important variables affecting how various generations value their jobs. Technological improvements changed how work is done, with new tools and procedures needing various skills and competencies. Younger generations tend to be more at ease with technology and more willing to support its usage in the workplace since they have grown up in a society where it is omnipresent (Brown-Crowder, 2017). On the other hand, older generations could be averse to change and have difficulty adopting new technologies, which can cause friction and tension at work. The social and cultural milieu in which people grow up also has a bearing on work ideals. For instance, the Baby Boomer generation grew up amid the Cultural Revolution and economic affluence, which influenced their emphasis on individualism, autonomy, and self-expression. The millennial generation, in comparison, was raised in a more multicultural and connected environment, which resulted in a focus on cooperation, teamwork, and social responsibility (Brown-Crowder, 2017).

Each generation’s work ethic can significantly affect organizational outcomes. For instance, organizations that encourage teamwork and social responsibility might appeal more to Millennials who value these characteristics in their workplace. On the other hand, Baby Boomers might be more drawn to organizations that value independence and self-expression. Organizations may create a work environment that is more appealing to all employees and improve job satisfaction and employee retention rates by understanding the work values of each generation. Despite the significance of comprehending the labour ideals of many generations, there has yet to be much in-depth research on the subject. While some research has been on the subject, most have emphasized quantitative techniques, which might not adequately represent the subtle and complicated nature of work values. Qualitative exploratory case studies that explore the underlying beliefs, attitudes, and principles that shape these values can give a more profound knowledge of the work values of various generations.

Purpose of the Study
This exploratory case study will explore how a multigenerational workforce of Baby Boomers, Generation X, Millennials, and Generation Z describe work values and their influence on organizational outcomes. The population for this exploratory case study consisted of employees selected through random sampling. The sample was purposefully selected to include 18 years and older employees who have been working for at least five years. The participants shared their experiences on their views and perceptions of the work values of their generational co-workers and their influence on organizational outcomes.