Understanding Motivational Factors in Business Environment: Difference Between Baby Boomers, Generation X, and Y
Vuokko, Essi (2016)
Vuokko, Essi
Metropolia Ammattikorkeakoulu
2016
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2016060311858
https://urn.fi/URN:NBN:fi:amk-2016060311858
Tiivistelmä
The purpose of the thesis is to research and evaluate the motivational differences between three different generations, Baby Boomers (born between 1946 and 1964), generation X (born between 1965 and 1980) and generation Y (born between 1981 and 200), in business environment.
As the earlier studies regarding the topic suggest, there are notable differences between the generations’ preferred rewarding systems and working environments, for example. Due to these expected differences in the characteristics and motivational factors of each generation, a quantitative research was conducted to gain a deeper understanding on how can leaders and managers improve the performance of their employees by using different motivational strategies.
The results obtained from the survey suggested that the generations do have differences in terms of motivational factors as well as in the preferred job characteristics. The generations considered different rewards important, valued different type of work atmosphere, appreciated different job characteristics and perceived the meaning of work differently. Nevertheless, there were some surprising similarities between the three generations that did not coincide with the secondary data.
This information can prove itself useful as managers and leaders today are challenged with retaining the talented employees. Globalization, as an example, has transformed the job market and therefore the employees are highly movable, which increases the competition between the companies to attract and maintain the talented personnel.
As the earlier studies regarding the topic suggest, there are notable differences between the generations’ preferred rewarding systems and working environments, for example. Due to these expected differences in the characteristics and motivational factors of each generation, a quantitative research was conducted to gain a deeper understanding on how can leaders and managers improve the performance of their employees by using different motivational strategies.
The results obtained from the survey suggested that the generations do have differences in terms of motivational factors as well as in the preferred job characteristics. The generations considered different rewards important, valued different type of work atmosphere, appreciated different job characteristics and perceived the meaning of work differently. Nevertheless, there were some surprising similarities between the three generations that did not coincide with the secondary data.
This information can prove itself useful as managers and leaders today are challenged with retaining the talented employees. Globalization, as an example, has transformed the job market and therefore the employees are highly movable, which increases the competition between the companies to attract and maintain the talented personnel.