KUŞAKLARARASI İŞ BİRLİĞİNİ ANLAMAK: ÇOK KUŞAKLI İŞ GÜCÜNDE KARŞILAŞILAN ZORLUKLAR VE İŞ BİRLİĞİ STRATEJİLERİNİ KEŞFETMEK

Yıl 2024, Cilt: 6 Sayı: 1, 15 - 43, 31.07.2024

Adnan Iqbal

Öz

Bu kavramsal çalışma, çok kuşaklı iş gücünde kuşaklar arası iş birliğinin zorluklarını ve fırsatlarını keşfetmeyi amaçlamaktadır. Çalışma, farklı kuşaklar arasında etkili iş birliğini kolaylaştırabilecek iletişim, yönetim ve iş birliği stratejilerini içeren kuşaklar arası iş birliğinin dinamiklerini anlamak için teorik bir çerçeve sunmaktadır. Yöntem bölümünde, bu kavramsal çalışmanın geliştirilmesinde kullanılan araştırma tasarımı, literatür tarama süreci ve sentez yaklaşımı ana hatlarıyla açıklanmaktadır. Çeşitli akademik kaynaklardan yararlanarak, çalışma, çok kuşaklı iş gücünde kuşaklar arası iş birliğini anlamak ve teşvik etmek için sağlam bir teorik çerçeve sağlamayı hedeflemektedir. Farklı disiplinlerden mevcut literatüre dayanarak, çalışma, değer farklılıkları, liderlik tarzları, teknolojik benimseme, değişim ve iletişim tarzları gibi kuşaklar arası iş birliğini etkileyen faktörleri incelemektedir. Çalışma ayrıca kuşaklar arası iş birliğinin artan yaratıcılık, yenilikçilik ve bilgi paylaşımı gibi potansiyel faydalarını vurgulamaktadır. Son olarak, çalışma, iş yerinde kuşaklar arası iş birliğini güçlendirmek için mentorluk programları, profesyonel gelişim ve iletişim tarzlarını içeren stratejiler önermektedir. Bu çalışmanın bulguları, iş yerinde kuşaklar arası iş birliğinin önemini daha iyi anlamaya katkıda bulunacak ve farklı kuşaklar arasında iş birliğini destekleyen politika ve programların geliştirilmesine rehberlik edecektir. Genel olarak, çalışma, kuşaklar arası iş birliği ve bu iş birliğinin örgütsel başarı ve bireysel refahı teşvik etmedeki rolü üzerine daha fazla araştırma ve tartışmayı teşvik etmeyi amaçlamaktadır.

Anahtar Kelimeler

Kuşaklararası İş Birliği, Çok Kuşaklı İş Gücü, İletişim Stratejileri, Yönetim Stratejileri, Örgütsel Başarı, Bireysel Refah

UNDERSTANDING INTERGENERATIONAL COLLABORATION: EXPLORING CHALLENGES AND COLLABORATION STRATEGIES IN THE MULTIGENERATIONAL WORKFORCE

Öz

This conceptual paper aims to explore the challenges and opportunities of intergenerational collaboration in the multigenerational workforce. The paper provides a theoretical framework for understanding the dynamics of intergenerational collaboration, including the communication, management, and collaboration strategies that can facilitate effective collaboration among different generations. The method section outlines the research design, literature review process, and synthesis approach used in developing this conceptual paper. By drawing on a diverse range of academic sources, the paper aims to provide a robust theoretical framework for understanding and promoting intergenerational collaboration in the multigenerational workforce. Drawing on existing literature from various disciplines, the paper examines the factors that influence intergenerational collaboration, including differences in values, leadership styles, technological adoption, change and communication styles. The paper also highlights the potential benefits of intergenerational collaboration, such as increased creativity, innovation, and knowledge sharing. Finally, the paper proposes strategies for strengthening intergenerational collaboration in the workplace, including mentorship programs, professional development and communication styles. The findings of this paper will contribute to a better understanding of the importance of intergenerational collaboration in the workplace and inform the development of policies and programs that support collaboration among different generations. Overall, the paper aims to stimulate further research and discussion on the topic of intergenerational collaboration and its role in promoting organisational success and individual well-being.

Anahtar Kelimeler

Intergenerational Collaboration, Multigenerational Workforce, Communication Strategies, Management Strategies, Organisational Success, Individual Well-Being

Kaynakça

• Alton, L. (2017). CenturyLink brand voice: Are you promoting collaboration in an intergenerational workforce?. Forbes. https://www.forbes.com/sites/centurylink/2016/11/18/are-you-promoting-collaboration-in-an-intergenerational-workforce/?sh=6ec551327ef2 (Accessed: 7th April 2023).
• Australian Bureau of Statistics. (2021). Snapshot of Australia. ABS. https://www.abs.gov.au/statistics/people/people-and-communities/snapshot-australia/latest-release (Accessed Date: 20th April 2023).
• AYCC. (n.d.). AYCC. https://www.aycc.org.au (Accessed: 7th April 2023).
• Bennett, J., Pitt, M., & Price, S. (2012). Understanding the impact of generational issues in the workplace. Facilities, 30(7/8), 278-288. https://doi.org/10.1108/02632771211220086
• Braga, L. R., & Sene, A. S. (2017). Dependência tecnológica em idade escolar. Anais da X Semana de Psicologia, 3(1), 30-31. https://doi.org/10.22289/v3s1a14
• Brčić, Ž. J., & Mihelič, K. K. (2015). Knowledge sharing between different generations of employees: An example from Slovenia. Economic Research-Ekonomska Istraživanja, 28(1), 853-867. https://doi.org/10.1080/1331677x.2015.1092308
• Brower, T. (2022). What the generations want from work: New data offers surprises. Forbes. https://www.forbes.com/sites/tracybrower/2022/08/28/what-the-generations-want-from-work-new-data-offers-surprises/ (Accessed: 7th April 2023).
• Burke, A., Walker, L., & Clendon, J. (2015). Managing intergenerational nursing teams: Evidence from the literature. Kai Tiaki Nursing Research, 6(1), 24-27.
• Cekada, T. L. (2012). Training a multigenerational workforce: Understanding key needs & learning styles. Professional Safety, 57(03), 40-44.
• Cennamo, L., & Gardner, D. (2008). Generational differences in work values, outcomes and person‐organisation values fit. Journal of Managerial Psychology, 23(8), 891-906, https://doi.org/10.1108/02683940810904385
• Chaprana, V. (2022). Resources on multigenerational workforce. NHRD Network Journal, 15(2), 286-292. https://doi.org/10.1177/26314541221076920
• Çoklar, A. N., & Tatli, A. (2021). Examining the digital nativity levels of digital generations: From generation X to generation Z. Shanlax International Journal of Education, 9(4), 433-444. https://doi.org/10.34293/education.v9i4.4224
• Cox, A., Hannif, Z., & Rowley, C. (2013). Leadership styles and generational effects: Examples of US companies in Vietnam. International Journal of Human Resource Management, 25(1), 1-22. https://doi.org/10.1080/09585192.2013.778311
• Cox, T. H., & Blake, S. (1991). Managing cultural diversity: Implications for organisational competitiveness. The Executive, 5(3), 45-56, https://doi.org/10.5465/ame.1991.4274465
• Davidescu, A. A., Apostu, S. A., Paul, A., & Casuneanu, I. (2020). Work flexibility, job satisfaction, and job performance among Romanian employees: Implications for sustainable human resource management. Sustainability, 12(15), 6086. https://doi.org/10.3390/su12156086
• de Brito, M. P. V. (2013). The generations boomer, baby boomer, X, Y and Z. https://jornalggn.com.br/brasilianas-org/as-geracoes-boomer-baby-boomer-x-y-z/ (Accessed: 7th April 2023).
• DeIuliis, E. D., & Saylor, E. (2021). Bridging the gap: Three strategies to optimise professional relationships with Generation Y and Z. The Open Journal of Occupational Therapy, 9(1), 1-13, https://doi.org/10.15453/2168-6408.1748
• Dimock, M. (2019). Defining generations: Where Millennials end and Generation Z begins. Pew Research Center. https://www.pewresearch.org/short-reads/2019/01/17/where-millennials-end-and-generation-z-begins/ (Accessed Date: 20th April 2023).
• Easton, C., & Steyn, R. (2022). Leadership styles and effectiveness in the workplace: A perspective of the millennial generation. South African Journal of Economic and Management Sciences, 25(1), a4541. https://doi.org/10.4102/sajems.v25i1.4541
• Forbes. (n.d.). Fostering innovation through a diverse workforce. Forbes. https://www.forbes.com/forbesinsights/StudyPDFs/Innovation_Through_Diversity.pdf (Accessed: 9th April 2023).
• Garg, N., & Mahipalan, M. (2023). Exploring intergenerational differences in the virtue of appreciation at the workplace. Social Responsibility Journal, 19(5), 812-828, https://doi.org/10.1108/srj-07-2021-0281
• Gerhardt, M. W., Nachemson-Ekwall, J., & Fogel, B. (2022). Harnessing the power of age diversity. Harvard Business Review. https://hbr.org/2022/03/harnessing-the-power-of-age-diversity (Accessed: 4th April 2023).
• Greeley, A. (1994). A Generation of Seekers: The Spiritual Journeys of the Baby Boom Generation, by Wade Clarke Roof. Political Science Quarterly, 109(1), 191-193. https://doi.org/10.2307/2151677
• Guaita, L. (2016). The 2016 deloitte millennial survey winning over the next generation of leaders. Academia. https://www.academia.edu/30007912/The_2016_Deloitte_Millennial_Survey_Winning_over_the_next_generation_of_leaders (Accessed: 7th April 2023).
• Gursoy, D., Maier, T. A., & Chi, C. G. (2008). Generational differences: An examination of work values and generational gaps in the hospitality workforce. International Journal of Hospitality Management, 27(3), 448-458, https://doi.org/10.1016/j.ijhm.2007.11.002
• Hilder, C., & Collin. P. (2022). The role of youth-led activist organisations for contemporary climate activism: The case of the Australian Youth Climate Coalition. Journal of Youth Studies, 25(6), 793-811, https://doi.org/10.1080/13676261.2022.2054691
• Howe, N. (2014). The silent generation: “The lucky few”. Forbes. https://www.forbes.com/sites/neilhowe/2014/08/13/the-silent-generation-the-lucky-few-part-3-of-7/ (Accessed: 4th April 2023).
• Iqbal, A., & Trevisan, F. (2022). Assessment of the role of human resources in the mediation of possible divergences of ideas among multigeneration: Baby Boomers, X, Y, and Z. KINERJA, 26(1), 98-124.
• Iweins, C., Desmette, D., Yzerbyt, V., & Stinglhamber, F. (2013). Ageism at work: The impact of intergenerational contact and organisational multi-age perspective. European Journal of Work and Organisational Psychology, 22(3), 331-346. https://doi.org/10.1080/1359432x.2012.748656
• Jagajeevan, D. R., Deepa, D. R., & Chitra, D. R. (2021). A study on the retention strategies for millennials with special reference to IT sector in the state of Tamilnadu. International Journal of Aquatic Science, 12(2), 4458-4466.
• Johnson, M., & Johnson, L. (2010). Generations, Inc.: From boomers to linksters--Managing the friction between generations at work. Amacom.
• Jones, L. (2017). Strategies for retaining a multigenerational workforce [Doctoral Dissertation]. Walden University.
• Jordão, M. H. (2016). A mudança de comportamento das gerações X, Y, Z e Alfa e suas implicações. University of Sao Paulo.
• Kane, S. (2019). Learn about the common characteristics of millennial professionals. The Balance Careers. https://www.liveabout.com/common-characteristics-of-generation-y-professionals-2164683 (Accessed: 7th April 2023).
• Kapadia, K. D. (2015). Study on generational diversity at workplace and mitigating the conflicts arising on account of generational differences amongst them. International Journal of Management & Behavioral Sciences, 6-7, 76-83.
• Kennedy, A. M., & Gislason, M. K. (2022). Intergenerational approaches to climate change mitigation for environmental and mental health co-benefits. The Journal of Climate Change and Health, 8, 100173. https://doi.org/10.1016/j.joclim.2022.100173
• Kiviranta, R. (2010). Onnistu eri-ikäisten johtamisessa. WSOY.
• Krzeczkowska, A., Spalding, D. M., McGeown, W. J., Gow, A. J., Carlson, M. C., & Nicholls, L. A. B. (2021). A systematic review of the impacts of intergenerational engagement on older adults’ cognitive, social, and health outcomes. Ageing Research Reviews, 71, 101400. https://doi.org/10.1016/j.arr.2021.101400
• Kupperschmidt, B. R. (2000). Multigenerational employees: Strategies for effective management. The Health Care Manager, 19(1), 65-76.
• Ludviga, I., & Sennikova, I. (2016). Organisational change: generational differences in reaction and commitment. 9th International Scientific Conference Business and Management 2016, Vilnius Tech, Lithuania.
• Lyons, S., & Kuron, L. (2013). Generational differences in the workplace: A review of the evidence and directions for future research. Journal of Organisational Behaviour, 35(S1), 139-157. https://doi.org/10.1002/job.1913
• Lyu, K., Xu, Y., Cheng, H., & Li, J. (2020). The implementation and effectiveness of intergenerational learning during the COVID-19 pandemic: Evidence from China. International Review of Education, 66, 833- 855, https://doi.org/10.1007/s11159-020-09877-4
• Maslo, I. (2019). What we can learn from intergenerational collaboration in research. Journal of Educational Sciences, 39(1), 33-47. https://doi.org/10.35923/jes.2019.1.03
• Montoya, R. E. (2019). Exploring the strategies ODC Managers need to improve knowledge management in a multigenerational construction organization. Proquest Dissertations Publishing.
• Njoroge, C. N., & Yazdanifard, R. (2014). The impact of social and emotional intelligence on employee motivation in a multigenerational workplace. International Journal of Information, Business and Management, 6(4), 163-170.
• Norouzi, N., Swenson, A., & Harvey, S. (2022). Designing for success: Integrating theories of human development into architectural design for intergenerational programming. Journal of Intergenerational Relationships, 21(4), 495–510. https://doi.org/10.1080/15350770.2022.2113951
• North, M. S., & Fiske, S. T. (2015). Intergenerational resource tensions in the workplace and beyond: Individual, interpersonal, institutional, international. Research in Organisational Behavior, 35, 159-179. https://doi.org/10.1016/j.riob.2015.10.003
• Nurhas. I., Geisler, S., Ojala, A., & Pawlowski, J. M. (2023). Barriers and wellbeing-oriented enablers of intergenerational innovation in the digital age. Universal Access in the Information Society, 22, 591-607. https://doi.org/10.1007/s10209-021-00844-w
• Rentz, K. C. (2015). Beyond the generational stereotypes. Business and Professional Communication Quarterly, 78(2), 136-166, https://doi.org/10.1177/2329490615576183
• Robbins, S. P., & Judge, T. A. (2020). Organisational behaviour (18th Edition). Pearson.
• Sanner-Stiehr, E., & Vandermause, R. (2017). Can’t we all just get along? A dual-theory approach to understanding and managing the multigenerational workplace. Journal of Organisational Psychology, 17(2), 103-110.
• Saxena, A. (2014). Workforce diversity: A key to improve productivity. Procedia Economics and Finance, 11, 76-85. https://doi.org/10.1016/s2212-5671(14)00178-6
• SBCoaching. (2019). Baby boomers: Characteristics and differences between generations. https://br.pinterest.com/pin/568368415473970971/ (Accessed: 4th April 2023).
• Schoch, T. (2012). Turning the ship around with a four-generation crew. Information Management Journal, 46(4), 25-29.
• Smola, K. W., & Sutton, C. D. (2002). Generational differences: Revisiting generational work values for the new millennium. Journal of Organisational Behaviour, 23(4), 363-382. https://doi.org/10.1002/job.147
• Sobrino-De Toro, I., Labrador-Fernández, J., & de Nicolás, V. L. (2019). Generational diversity in the workplace: Psychological empowerment and flexibility in Spanish companies. Frontiers in Psychology, 10, 1953. https://doi.org/10.3389/fpsyg.2019.01953
• Srinivasan, V. (2012). Multi generations in the workforce: Building collaboration. IIMB Management Review, 24(1), 48-66. https://doi.org/10.1016/j.iimb.2012.01.004
• Stanley, D. (2010). Multigenerational workforce issues and their implications for leadership in nursing. Journal of Nursing Management, 18(7), 846-852, https://doi.org/10.1111/j.1365-2834.2010.01158.x
• Stock, R. (2018). Millennials feel ignored at work, but ‘reverse mentoring’ is giving them a voice. Stuff. https://www.stuff.co.nz/business/106156686/millennials-feel-ignored-at-work-but-reverse-mentoring-is-giving-them-a-voice (Accessed: 14th April 2023)
• Swan, J. (2012). Why are multi-generational workplaces important, and what benefits can they bring?. Quality In Aging and Older Adults, 13(4), 270-274, https://doi.org/10.1108/14717791211286940
• Tajfel, H., Turner, J. C., Austin, W. G., & Worchel, S. (1979). An integrative theory of intergroup conflict. In Austin, W. G., & Worschel, S. (Eds.,), The social psychology of intergroup relations. Brooks/Cole Publishing
• Törőcsik, M., Szűcs, K., & Kehl, D. (2014). How generations think: Research on generation z. Acta universitatis Sapientiae, communicatio, 1(1), 23-45.
• Twenge, J. M., Campbell, S. M., Hoffman, B. J., & Lance, C. E. (2010). Generational differences in work values: Leisure and extrinsic values increasing, social and intrinsic values decreasing. Journal of Management, 36(5), 1117-1142, https://doi.org/10.1177/0149206309352246
• Underwood, C. (2007). The generational imperative: Understanding generational differences in the workplace, marketplace and living room. Booksurge.
• Verma, S., & Garg, N. (2023). Exploring intergenerational differences in technology-oriented ethical behavior. Kybernetes, 52(6), 2164-2180. https://doi.org/10.1108/k-09-2021-0897
• Waldman, E. (2021). How to manage a multigenerational team. Harvard Business Review. https://hbr.org/2021/08/how-to-manage-a-multi-generational-team (Accessed: 10th April 2023).
• Wu, J., Siu, K. W. M., & Zhang, L. (2023). Intergenerational integration in community building to improve the mental health of residents: A case study of public space. Behavioral Sciences, 13(4), 292. https://doi.org/10.3390/bs13040292
• Zemke, R., Raines, C., & Filipczak, B. (2000). Generations at work: Managing the Clash of Veterans, Boomers, Xers and Nexters in your workplace. AMACOM Books.
• Zurba, M., Stucker, D., Mwaura, G., Burlando, C., Rastogi, A., Dhyani, S., & Koss, R. (2020). Intergenerational dialogue, collaboration, learning, and decision-making in global environmental governance: The case of the IUCN intergenerational partnership for sustainability. Sustainability, 12(2), 498, https://doi.org/10.3390/su12020498