Generational Differences in Workplace Values Among Institutional Researchers: Implications for Improving the Profession

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Generational Differences in Workplace Values
Among Institutional Researchers Implications
for Improving the Profession

• William E. Knight

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Background

• understanding and improving the effectiveness of
  IR and its practitioners is becoming increasingly
  important for improving higher education
• growing literature on improving the effectiveness
  or IR and its practitioners

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Background

• no previous research exists on generational
  differences among institutional researchers and
  their implications
• Understanding the effects of generational
  differences in the workplace can improve
  productivity, innovation, retention, and
  satisfaction, and decrease misunderstandings.

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Previous Research on Generations in the Workplace

• Previous (non-IR) studies reveal significant
  differences in the perspectives of Boomers and
  Gen Xers.
• Smola and Sutton (2002) found significant
  differences in workplace values among these two
  groups and concluded that concluded that work
  values are more influenced by generational
  experiences than by age and maturation.

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Background for Generational Differences

• Strauss and Howe (1991)
• concluded that the history of our nation can be
  viewed as a succession of generational
  biographies
• generations take on distinct personalities as a
  result of social moments
• Zemke, Raines, and Filipczaks (2000, extended
  these ideas into the workplace

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Four Generational Profiles

• Silent Generation (born 1925 to 1942)
• Baby Boomers (born 1943 to 1960)
• Generation X (born 1961 to 1981)
• Millennials (born 1982 to 2000)
• See pp. 5-7

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Purpose of This Study

• to examine generational differences in workplace
  values among institutional researchers

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Population

• all U.S. members of the AIR database as of August
  30, 2009
• non-full-time IR practitioners removed
• 54 response rate (n1,005 after outliers
  removed)
• similar profile to AIR database, Caucasians
  over-represented

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Survey

• age and additional item to establish generation
• other demographics
• 9 previously-developed workplace value scales
  (reliabilities in this study .76 to .94)
• open-ended item
• pilot test

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Procedures

• data screening
• factor analysis suggested breaking 1 scale into 2
• ANOVAs and post hoc tests, overall and by sex,
  race, job category, and institutional type
• themes from open-ended responses

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Results

• significant differences in the overall sample in
  3 of 10 scales
• Boomers and Millennials valued security more than
  members of the Silent Generation
• Members of the Silent Generation valued authority
  more than Boomers or Gen Xers.
• Boomers valued prestige more than Gen Xers.
• low effect sizes (.01)

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Results

• multiple significant differences by sex race, job
  category, institutional type groups

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Themes from Open-Ended Responses

• Work Ethic
• Schedules
• Structure in the Workplace
• Recognition for Accomplishments
• Work-Life Balance

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Conclusions

• did not find the same difference in Desirability
  of Work Outcomes as Smola and Sutton (2002) no
  other comparisons for generational differences in
  workplace values
• we know that other factors affect IRs feelings
  about their jobs (Knight, 2010 Knight Leimer,
  2010)

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Limitations

• no access to IRs outside of AIR member database,
  which under-represents 2-year and small private
  colleges
• Caucasians over-represented
• small effect sizes (but very rich open-ended
  responses)
• concern over stereotyping
• mixed reactions from participants, including I
  think the generational differences are a crock

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Implications for Research

• focus groups would add depth and nuance
• dont know what to make of sex, race, job
  category, institutional type differences since we
  need to know more in general about how these
  differences affect the job experiences of IRs

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Implications for Practice

• Silent Generation
• use trainers who speak the language of members of
  the Silent Generation or taking a train the
  trainer approach
• communicating in person and with handwritten
  notes, not by email
• recognizing with plaques, photos, and other
  traditional rewards

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Implications for Practice

• Boomers
• motivating messages are we value you, we need
  you, you are worthy, and your contributions
  are unique and important
• stressing the opportunity to really make a
  difference
• teach organizational politics when they are in a
  new job
• including lots of professional development
  opportunities
• motivating by using the personal touch, giving
  them perks, and involving them in decision making

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Implications for Practice

• Gen Xers
• give them lots of stimulation and lots of work
  that they can juggle
• let Xers figure out things for themselves rather
  than forcing them to participate in training
• encourage fun at work
• provide flex time
• give them access to the latest technology
• shield them from organizational politics

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Implications for Practice

• Millennials
• have them work in teams with other bright,
  creative people
• give them the message that you can be a hero
  here you can make a big difference here
• throw away all of your perceived notions about
  gender roles

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How Members of Different Generations See The
World (Zemke, Raines, and Filipczak, 2000, p. 155
Silent Boomers Gen Xers Millennials
Outlook Practical Optimistic Skeptical Hopeful
Work Ethic Dedicated Driven Balanced Determined
View of Authority Respectful Love/Hate Unimpressed Polite
Leadership by Hierarchy Consensus Competence Pulling Together
Relationships Personal Sacrifice Personal Gratification Reluctant to Commit Inclusive
Turnoffs Vulgarity Political Incorrectness Cliché, Hype Promiscuity
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Implications for Practice

• Managing Millennials
• create an environment on the job that is
  fast-paced, engaging, and enjoyable
• provide fulfilling work and challenging
  assignments
• build individual relationships
• recognize individual accomplishment
• provide frequent and plentiful of feedback

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Implications for Practice

• Managing Millennials
• The goals must be clear and the importance of
  the project to the future of the organization
  must be highlighted.
• provide continual learning and development
  opportunities
• . . . dangling a change in front of your younger
  employees is a very effective way to motivate
  them.
• expect to have the latest technology at their
  fingertips
• Millennials expect to be compensated for their
  talents and contributions not the amount of time
  they have put in.

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Implications for Practice

• Managing Millennials
• Millennials saw their parents expectations of
  lifetime employment with one company shattered
  consequently they have decided that there is no
  reward for loyalty to their organization. They
  expect that their skills will carry them far and
  they will seek other employment if they perceive
  that this is not the case.

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Final Thoughts

• Not only will Millennials have our jobs in the
  future, they are funding our retirement.
• So, what do you think?
• Thanks for listening (Bill, Gen Xer)