Question:
With the rise of ‘Gen C’ (Booz and Co) upon us, comment on how the changing dyanimics of the demographics will impact on reward policies and practices. Comment on how these might be slightly different from more traditional practices and any internal constraints which might be apparent – discuss how you would overcome these.
All submissions should be in the region of 1,000 – 1,500 words and references should be added in the Harvard Referencing Format. There is a Harvard Referencing tutorial in the Resources Area which outlines the formatting required.
Solution:
The indication of generational workplace values and attitudinal workplace preferences specifically impacts employee motivation to be attracted to and to remain with an organization. This is just one part of a vast literature on generational workforce matters (Gordon, 2010; Kapoor & Solomon, 2011; Luscombe, Lewis, & Briggs, 2013; Real, Mitnick, & Maloney, 2010; Solnet, Kralj, & Kandampully, 2012; Thompson, 2011). The empirical research derived mainly from cross-sectional designs and meta-analytical reviews is confusing and contradictory. This report has produced a myriad of identified various work-related values and workplace preferences across these different generations. This report has also raised the specter that targeted organizational interventions addressing generational differences may not be effective (Costanza, Badger, Fraser, Severt, & Gade, 2010; Jurkiewicz, 2000).
Research devoted to addressing the question of which organizational reward practices can be used to recruit and retain employees across all generations is relatively sparse. The standard research design for this type of investigation looks at reward practices for a specific generation rather than across multiple generations (i.e., Thompson & Gregory, 2012; Beechler & Woodward, 2009; Westerman & Yamamura, 2007; Nelson & Glassman, 2004). It is still not clear what value the notion of generational difference has for practicing managers. However, it is empirically clear that different generations of potential recruits and employees do have some similar as well as different workplace values and preferences. Are there enough differences in these workplace values and preferences among generations to warrant organizations taking differentiated reward practices to recruit and retain employees? A conceptual answer based on review of available research is proposed in this article, but the recommended conceptual associations should be empirically tested by future academic researchers. The overall framework suggests that generational workplace values lead to generational attitudinal workplace perceptions. These attitudinal perceptions moderated by an organization’s total rewards package, ……………………………………………………………………………………………………………………..Please contact us to receive guidance and support on this assessment based on your level of expectations and organisation of work