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Towards a model of human resource solutions for achieving intergenerational interaction in organisations

McGuire, David; Todnem By, Rune; Hutchings, Kate

Authors

Rune Todnem By

Kate Hutchings



Abstract

Purpose – Achieving intergenerational interaction and avoiding conflict is becoming increasingly difficult in a workplace populated by three generations – Baby Boomers, Generation X‐ers and Generation Y‐ers. This paper presents a model and proposes HR solutions towards achieving co‐operative generational interaction.Design/methodology/approach – This paper adapts Park's theory of race relations to explain the distinctiveness of generational work groups and the challenges and opportunities that these groups present when interacting in organisations. Rashford and Coghlan's cycle of organisational change, based on the Kübler‐Ross grief cycle, is then mapped onto Park's race relations cycle in order to link generational interaction to emotional reactions to change over time.Findings – The paper sets out a research agenda for examining how generations interact in the workplace. It acknowledges the limitations of using Park's theory of race relations, in particular the criticisms levelled at assimilationist approaches.Originality/value – The paper provides an alternative viewpoint for examining how generations co‐exist and interact and shows how HR solutions can respond to the needs of different generations.

Citation

McGuire, D., Todnem By, R., & Hutchings, K. (2007). Towards a model of human resource solutions for achieving intergenerational interaction in organisations. Journal of European industrial training, 31(8), 592-608. https://doi.org/10.1108/03090590710833651

Journal Article Type Article
Publication Date Oct 2, 2007
Deposit Date Aug 3, 2016
Journal Journal of European Industrial Training
Print ISSN 0309-0590
Electronic ISSN 0309-0590
Publisher Emerald
Peer Reviewed Peer Reviewed
Volume 31
Issue 8
Pages 592-608
DOI https://doi.org/10.1108/03090590710833651
Keywords Baby boomer generation, Social stratification, Organizational change, Organizational culture
Public URL http://researchrepository.napier.ac.uk/Output/323745