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Managing a Dynamic Coexistence: An Integrated Theoretical
Framework of Millennials in the Context of Contemporary
Intergenerational Relations

MPM 722 HUMAN RESOURCE MANAGEMENT
Submitted to:
Dr Elsa Underhill
Michael Stewart
Submitted on: August 23, 2015
Word Count: 3,080

Submitted by:
Lareina Rajah
214269421

Abstract
This discussion paper aims to provide a theoretical framework, integrating the key
concepts that characterize the millennial generation entering the corporate world today
...
The significance of
understanding this demographic transition applies to corporate and social stakeholders
with the aim of maximizing productivity and achieving a dynamic coexistence
...

To aid the production of this paper, the following databases have been consulted: Human
Resource Management Review, Australian Bureau of Statistics, Deloitte Research,
Harvard Business Review, Human Resource Management Journal, Sage, Emerald,
EBSCOHost and a number of academic journals and broadcast articles
...
Family units now take varying forms and
sizes
...
Lines that previously
pigeonholed race and ethnic clusters have now proven to become ambiguous within the
bounds of neighborhoods, schools and ultimately, in the workplace
...
As such, this entails a strategy for achieving a level of coexistence
among individuals coming from different orientations
...
There are ample
organizational literatures that elaborate on the cultural variations between different
generations
...
Based on generation theory, there is no unanimous
agreement in literature as to the specific time frame for classifying generations
...
Lancaster and Stillman (2002) on the
other hand, classified baby boomers as born from 1946-1964; generation X from 19651980 and millennials from 1981-1999
...
(Refer to Figure 1 of Appendix) The figures shown give insight as to how
the Australian society have taken shape as generations take on different development
stages of life while influencing the country’s demography and economy
...


Millennial Generation: Who are they and what do they want?
Known as the “can do” group, the most recent generation to infiltrate the labor
workforce is the millennial generation (Klass and Lindenberger, 2015)
...
In fact, in some companies like Ernest &
Young, millennials have already covered 60% of the staff (Schawbel, 2013)
...
In terms of social
orientation, organizational perceptions and career aspirations, the millennials hold a
distinctly unique view if one was to juxtapose them next to the older counterparts
...
Resistance to the adaptation of new technologies, defiance
to modern management tactics and the lack of speed and pace for maximum productivity
are some common traits that have characterized the generations prior to the millennials,
or the baby boomers and generation X (Ringenbach & Jacobs, 1994; Rosen & Jerdee,
1977)
...
Views such as being easily sidetracked by
excessive use of social media, narcissistic predispositions, having unwarranted high selfesteem, being politically cynical and the tendency to debate commonplace instructions
are some of the unfavorable attributes associated with the millennials (Twenge, 2012;
Schawbel, 2013; Meister & Willyerd, 2010)
...
One of the most important
distinctions of human resource strategy to be observed with regards to the millennials
pertains to the kind of coaching most literatures embrace
...
Millennials grew up with the
kind of orientation that valued empowerment
...

Feedback was of utmost importance and the method of coaching had to be crafted to suit
this sense of entitlement for purpose and explanations for everything they are made to do
(Klass and Lindenberger, 2015)
...
A
working environment that is “millennial-friendly” may be highly technological; however,
it is important that it is equally calm and imaginative (Armstrong-Stassen & Templer,
2005)
...
They will be attracted to organizations that
suggest an interactive, contented, and inspiring ambiance that productively balances work
and life
...
The value on
work life balance is more pronounced with the millennials compared to any other
generation
...
The premium put on flexibility is equally unparalleled compared to
previous generations (Meister & Willyerd, 2010)
...
One contemporary
management strategy of addressing this demanding nature of the millennial generation is
to understand that they are looking for organizational affiliation that can give better
defined career paths, together with their appropriate training prospects
...
With much emphasis on
career flexibility, ample coaching, constructive mentoring, and a speedier progression up
the career ladder, bearing in mind that the millennials’ greatest contribution to the
workforce is being technologically savvy and efficient multi-taskers (Twenge, 2012)
...
Self-sufficiency
and an extensive network are seen as major assets of getting the millennials engaged
...
Instead, a prevailing
70% have opted for Google searches in troubleshooting issues
...
Jackson (2011) reviewed the dangers of

this self-sufficiency, saying that Google doesn’t provide the map to success for young
workers
...
In other words, take the initiative
...
The
other aspect of capitalizing the engagement of millennials involves the capability to
command an audience
...
Publishing what they eat, whom they are dating and
where they are in real-time, creates a base of viewership and following that in effect,
builds reputation
...
One of the best new age practices of
human resources have been to progressively use this consumer base to their advantage,
“More HR professionals are turning to social media outlets and search engine
optimization for additional exposure for their open positions
...

Additionally, upgrading of systems is essential for organizations to keep up with this
cohort, as real-time interactive response is a key feature of the millennial way of life
...
The orthodox age dispersal within
organizational hierarchies (younger at the bottom and older in the middle and top) was
consequential from employing staff at a young age and keeping them until retirement age
almost (PWC, 2011)
...
Due to the wave of technological expansion and the fastest growth society
has seen; those conventional methods have long disintegrated
...
Innovation and
technology has terminated the nine to five day job, flattened worldwide communication
barricades and built transparent workplaces (Schawbel, 2013)
...


Mutual Understanding: What are the key issues of intergenerational relations at the
workplace?
Employers face some main issues with managing a mix of generations in the
workforce
...
 Besides the overly familiar acquaintance to social
media and technological astuteness, the millennial group exists and functions under a
time period of broader opportunities and avenues for learning and development
...
Decoding the element of intergenerational relations
entail understanding the varying socio-cultural values stemming from the transformations
in these circumstances
...
And on the same
note, if their determinations are unsatisfied, they will not think twice about moving on to
other organizations to look for fulfillment
...
With better qualifications brought about by
increased education and a higher level of work experience, the millennials are expected to
go up the ladder
...
Being in charge of a multi-generational staff requisites robust
management, acknowledgment within the business that diverse generations require
distinctive methods and tactics of management, and essentially, a clear direction and
systematic supervision that spells out expectations and job delineations for everyone
involved
...
Other literatures present a different angle to this issue, which is the forthcoming
retirement of the baby boomers from the workforce
...
Addressing this requires a strategy that takes a
careful look at talent acquisition, reorienting human resource capabilities and most
importantly, managing the varying expectations of the involved generations in the
organization so that labor supply doesn’t shock businesses
...
There are
many angles to look at this finding
...

Diversity management characterizes how demographic variety can be utilized
profitably in commercial undertakings, such as customer relationships, talent supervision
and structural development (Ely and Thomas, 2001)
...
The aim is to strike a balance
...
It purely means recreating methods of
hiring, engaging, developing and retaining the newly recruited workers while maintaining
the cooperation of the pre-existing ones
...
The very first step is to define and make known what diversity in the
organization means and what the establishment hopes to accomplish by handling this
demographic variety more efficiently (Bagshaw 2004)
...
This way, the organization capitalizes
diversity through a framework that enriches mutual understanding (Bagshaw 2004)
...
A mutual understanding between the different qualms of an organization’s
workforce has to be set and incorporated into both leadership and system because a
mismanaged demographic mixture in the workforce can have far-reaching consequences
on overall operational productivity and staff performance
...
It is highly unlikely
that an organization without this diversity would exist or persist
...
The method of formulating and implementing different aspects
of human management processes is dependent on the cultural values, social orientations
and organizational expectations of baby boomers, generation X and the millennials
...
Nonetheless, the challenge of
managing this age diversity also increases
...
From an internal and
external point of view, the elements of leadership and system serve as the backbones for
implementing the most effective methods of managing diversity
...
To achieve a dynamic
coexistence and fill in the capability and knowledge gaps between the baby boomers,
millennials and everyone else in between, it is necessary that a level of mutual
understanding be reached before anything else
...
Compared to other categories of social demographics, age diversity is
the least popular in terms of academic readings
...
As such, the recommendations for the
study are limited but not exclusive to multinationals based in Western, liberalized
background
...
Tapping on the peculiar cultural
values of the millennials is in the interest of corporates as they are indeed the next
generation of revenue-makers
...
With unique features to contribute, each generation will
have a wealth of values and information to exchange between each other
...
The millennials are next in line and they are want and demand more out of
life, career and societal expectations more than any other generation; but on a positive
token, their “can do” persona will give organizational innovation a distinct boost in
keeping up with the times
...


Appendix
Figure 1: The Size of the Generation
Cohort

Age in 2014

Baby Boomer (born 1946-1966)

48-67 years

% of total population (%)
23
...
0

iGeneration (born 1986-2006)

26
...
International HRM: Managing diversity in the workplace
...

Bagshaw, M
...

Carver, L
...
(2008)
...
Journal of Nursing Management
...
& Blake, S
...
"Managing cultural diversity: implications for organizational
competitiveness", The Academy of Management Executive, retrieves on August 15, 2015 from
...
com/docs/Articles/Article_ThinkingAboutDiversityofTh
ought_Woods
...
, Dehling, S
...
Diversity Management: A New Paradigm
...
divaportal
...
pdf>
Ely, R
...
and D
...
Thomas (2001)
...

Jackson, T
...
International HRM: A cross-cultural approach
...

John Storey, 2007
...
Thomson Learning, London
...
& Stillman
...
When Generations Collide
...

Lauring, Jakob
...
British Journal of Management, (2013) International Diversity
Management: Global Ideals and Local Responses
...
workforcediversitynetwork
...
pdf, accessed July 22, 2012>
...
& Dingman, M
...
Diversity leadership: Empowering to make a difference,
Deloitte
Research,
retrieved
on
August
3,
2015
from
...
com/proposals/195/index_html>
...
(2007)
...

Ozbilgin, M
...
Tatli (2008)
...

London: Palgrave
...
(2012)
...

Retrieved
on
August
6,
2015
from

 ...
com/national/archive/2012/05/millennials-the-greatest-generation-or-themost-narcissistic/256638/>
...
"Current status of diversity initiatives in selected
multinational corporations", Human Resource Development Quarterly

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Title: An Integrated Theoretical Framework of Millennials in the Context of Contemporary Intergenerational Relations
Description: This paper is a study on millennials and their impact on the workforce. It looks into different areas of work relations and the implications it may have on business. The language used is professional business english language.

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