Multigenerational Communication in Organizations: Insights from the Workplace

Cover
Half Title
Series Page
Title Page
Copyright Page
Contents
Tables
1. The Evolving Organization
1.1 Investigating Organizational Change
1.2 The 21st Century Organization
Connecting Organizational Variables to the 21st Century Workplace
1.3 The Generational Study
1.4 Conclusion
References
2. A Generational Perspective
2.1 An Overview of the Multigenerational Workplace
Traditionalists (Born pre-1945)
Baby Boomers (Born 1946-1964)
Generation X (1965-1980)
Millennials (1981-1996)
Generation Z/iGen (1997-2012)
2.2 Historical Development of Generational Differences
2.3 Development of Multigenerational Understanding
2.4 Conclusion
References
3. Understanding Generational Communication Differences in the Workplace
3.1 An Overview of Internal Communication
3.2 Communication Effectiveness in a Multigenerational Workplace
3.3 Developing an Internal Communication Strategy
3.4 Exploring and Evaluating Communication in the Workplace
3.5 Best Practices for Establishing Effective Internal Communication
Best Practice 1: ACORN Your Organization
Best Practice 2: Create Multimodal Communication Channels
Best Practice 3: Develop an Internal Communication Strategy
Best Practice 4: Audit, Analyze, and Adjust
3.6 Conclusion
References
4. Generational Expectations of the Job Search
4.1 The Evolving Job Search Process
4.2 Generational Differences and in Job Search Strategies
Job Searching Strategies
4.3 Expectations of the Job Search Process
Time Commitment and Duration of Job Search
Required Effort and Ease of Job Searching
Rejection and Disappointment
4.4 Responding to Expectancy Violations
4.5 Best Practices for Recruiting a Multigenerational Workforce
References
5. Perspectives on Organizational Culture
5.1 Defining Organizational Culture
5.2 Organizational Culture: A Historical Perspective
5.3 Previous Research and Theory
Leadership
Employee Recruitment and Retention
Change Management
Job Satisfaction
5.4 Generational Perspectives on Organizational Culture
Millennials
Generation X
Baby Boomers
5.5 Organizational Culture and Generational Differences: Our Data
5.6 Best Practices for Creating an Age-Inclusive Organizational Culture
Clarity and Communication
Assess Your Culture
5.7 Conclusion
References
6. Organizational Identification
6.1 Connecting to the Workplace
6.2 Identification
6.2.1 Previous Research and Theory
6.2.2 Organizational Identification and Generational Difference: Our Data
6.3 Assimilation
6.3.1 Previous Research and Theory
Familiarity
Acculturation
Recognition
Involvement
Job Competency
Role Negotiation
6.3.1 Organizational Assimilation and Generational Difference: Our Data
6.4 Retention
6.5 Best Practices for Helping Employees Identify with the Organization
Best Practice 1: Build a Mission-Centric Culture
Best Practice 2: Communicate Clearly
Best Practice 3: Start Building Relationships Early and Often
6.6 Conclusion
References
7. Communication in the Organization: Positive Communication
7.1 Supportive Communication
7.2 Supportive Communication in the Workplace
7.3 Mentorship
7.4 Previous Research and Theory
7.5 Mentoring and Communication Support and Generational Differences: Our Data
7.6 Best Practices for Creating a Supportive Multigenerational Workplace
Best Practice 1: Provide Enriching Experiences
Best Practice 2: Listen
Best Practice 3: Monitor Stress and Manage Uncertainty
7.7 Conclusion
References
8. The Dark Side of Communication at Work: Conflict and Dissent
8.1 Ineffective Communication in the Workplace
8.2 Manifestations of Negative Communication
Uncivil Relationships
Harassment
8.3 Conflict
8.3.1 Previous Research and Theory
8.3.2 Conflict and Generational Differences: Our Data
8.4 Dissent
8.4.1 Previous Research and Theory
Articulated Dissent
Latent Dissent
8.4.2 Dissent and Generational Differences: Our Data
8.5 Multigenerational Crisis Response
8.6 Best Practices for Handling Conflict, Dissent, and Crisis in the Modern Multigenerational Organization
Best Practice 1: Establish a Culture of Advocacy and when Necessary, Appropriate Policies
Best Practice 2: Be Transparent (When You Can)
Best Practice 3: Do not Allow Dissent to Fester
8.7 Conclusion
References
9. Workplace Satisfaction
9.1 Communication and Workplace Satisfaction
9.1.1 Previous Research and Theory
Media Richness Theory
Channel Expansion Theory
9.1.2 Communication Satisfaction and Generational Differences: Our Data
9.2 Generational Perspectives on Job Satisfaction
9.2.1 Previous Research and Theory
9.2.2 Job Satisfaction and Generational Differences: Our Data
9.3 Best Practices for Creating a Satisfying Workplace
Best Practice 1: Consider Culture
Best Practice 2: Communication is Central
Best Practice 3: Technology is a Tool
9.4 Conclusion
References
10. Remote and Virtual Work
10.1 The Evolving Nature of Work
10.2 Work Post-Pandemic
10.3 Remote Work and Virtual Effectiveness
Benefits of Remote Work
Potential Challenges of Remote Work
10.4 Remote Work Tools and Platforms
10.5 Generational Differences and Remote Work
10.6 Best Practices
Best Practice 1: Consider the Purpose of Remote Work
Best Practice 2: Remote Work Platforms Are NOT Created Equally
Best Practice 3: Designate Remote Responsibilities as well as Policies and Procedures
10.7 Conclusion
References
11. Innovation and Future Challenges
11.1 The Future of Work
Automation
Artificial Intelligence
Inclusive Workplaces
Cloud-Based Collaboration
Learning and Development
Social, Emotional, and Physical Well-being
11.2 Integrating Future Generations and Creating a Culture of Generational Understanding
Generation Z
Generation Alpha
Integrating Generations
A Culture of Generational Understanding
11.3 Communication "Next"
11.4 Conclusion
References
Index