Question

The population from which HSOs/HSs draw their workforces is composed of four distinct generations: Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has some distinctive characteristics, as discussed in your textbook.

• What are the implications of multiple generations for managing HSOs/HSs?
• Which functions of management are most affected by multiple generations in the workforce?
• What effect does the presence of four generations in the workforce have on the organizational culture of an HSO? Discuss both positive and negative effects.

Answer 1

1. Today’s workforce is comprised of four distinct generations. The distance from youngest employee to oldest may span as many as 50 or more years. Each generation has been shaped by specific events that have occurred in their lifetimes. These events significantly influence attitudes, behaviours, expectations and habits.

It was also observed that there are more similarities between the generations around sociological needs. If an organization clearly identifies its cultural value system and hires individuals aligned with those values, the similarities among individuals will span the generations and outweigh the differences.

Managing different people from different generations requires leaders to thoughtfully consider how they will interact with individuals and how they should prepare for conversations that will inspire or engage employees.

Leaders must manage their employees creatively and with flexibility, empowering people to partner with each other to devise workable solutions to challenges, barriers and points of contention.

2. Due to the different generations in the workforces, some times may result in difficulty to control the entire team at the whole and some times it may result in staff turnover rates.

While dealing with the traditionalists we should be valued for their comfort with the traditional ways of performing patient assessments and evaluation. Address formally or ask what they preferred to be called. For recognition, they prefer handwritten notes for recognition.

When dealing with the baby boomers, address informally using their first names. Ask about their personal lives. They seek feedback and like to be asked for their opinions.

When dealing with Generation X, Communication that involves technology is desirable. Provide constructive feedback. prefer equal coaching opportunities where they can also demonstrate their knowledge. Recognition is only given when deserved.

When dealing with Millenials expect to coach and mentor. Want structure and extensive orientation. Formalized clinical coaching is important. Mentors must guide through each step. Technology is part of their life and cannot understand when others are having problems with it. Like immediate feedback and can be frustrated if not answered quickly. Appreciate team meetings. Do not like to read lengthy documents. Prefer interpersonal communication.

3. Traditionalist:

-Tend to remain with the same employer
-Loyalty to the organization
-High regard for the need to work and produce
-Dependable
-Job before most concerns

Baby boomers:

-Display less faith in authority than traditionalists
-Idealism and unselfishness rank high
-Regard work as a moral obligation
-Arrive early and stay late
-Loyal to employer and colleagues

Generation X:

-Not willing to sacrifice time to the employer
-Seek a balance between work and personal life
-Loyal as long as recognized
-Willing to change employers

Millennials:

-Difficult to understand and manage
-Career minded but don't want to sacrifice
-Challenge authority; often in conflict with management
-Less loyal to employers than previous generations
-Consider occupation relative, private lives are more important