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Human Relations & Development III

Hello everyone, I have an Assignment for you today. This assignment must be DONE by Wednesday, December 23, 2020, no later than 10 pm. By the way, I need this assignment to be PLAGIARISM FREE & a Spell Check when completed. Make sure you READ the instructions CAREFULLY. Now without further ado, the instructions to the assignments are below:

Instructions

For this assignment, read the article indicated below that discusses the differences between the generations within the workplace and how to develop interpersonal skills for better employee involvement and interaction with fellow employees. Also, this article identifies how the values are placed upon each generation (Generation Z, Millennials, Generation X, and Baby Boomers) and leads into how to better manage and involve the multiple generations within the workforce.

In order to access the resource below, you must first log into the myCSU Student Portal and access the ABI/INFORM COLLECTION database within the CSU Online Library. (I will have the article you will need to read as the first attachment below).

Kelly, C., Elizabeth, F., Bharat, M., & Jitendra, M. (2016). Generation gaps: Changes in the workplace due to differing generational values. Advances in Management, 9(5), 1-8. (Will be the FIRST attachment below).

Note: The birth year range for Baby Boomers in the article differs from the range found in the textbook (p. 41) and the generally accepted range of 1946-1964. (Will be the SECOND attachment below).

Complete the article review by showing your understanding of the article’s contents by addressing the questions and directives below. Your paper should be a minimum of two pages, not including the title and reference pages. The following are questions and directives to be used in completing the review:

What is the author’s main point?
Who is the author’s intended audience?
Identify and address the differences in the interpersonal skills from the generational differences and how they might be overcome.

Be sure to apply the proper APA format for the content and reference provided.

By the way, I have several attachments below. The first attachment is the article which YOU WILL read to complete this assignment and following is The birth range for baby boomers which is shown on page 41 but will be in pdf file (For referencing the book is called

Human Relations, 12th Edition

Author: Andrew J. DuBrin). Lastly, is the Unit study guide which you can review to help you in this assignment. YOU must read the FIRST attachment below to complete this assignment and complete the following questions in the INSTRUCTIONS above. Be sure to use the resources below. Remember NO PLAGIARISM & I need will need a PLAGIARISM REPORT upon completion.

AdvancesIn Management Vol. 9 (5) May (2016)

Generation Gaps: Changes in the Workplace due to
Differing Generational Values

Carbary Kelly, Fredericks Elizabeth, Mishra Bharat and Mishra Jitendra*
Management Department, Grand Valley State University, 50 Front Ave, SW Grand Rapids Michigan 49504-6424, USA

*mishraj@gvsu.edu

Abstract
The purpose of this study is to discuss the
generational gaps that are found in the workplace
today. With multiple generations working together,
and the oldest generation having to work longer and
retire later, generational changes are occurring in the
workplace and for management. There is a lack of
communication and understanding between the
different generations caused through differing values
and goals. Younger generations are also entering
different fields than those that were popular for older
generations. There is a serious new problem in the
workplace, and it has nothing to do with downsizing,
global competition, pointy-haired bosses, stress or
greed. Instead, it is the problem of distinct
generations — the Veterans, the Baby Boomers, Gen
X and Gen Y — working together and often colliding
as their paths cross.

Individuals with different values, different ideas,
different ways of getting things done and different
ways of communicating in the workplace have always
existed. So, why is this becoming a problem now? At
work, generation differences can affect everything
including recruiting, building teams, dealing with
change, motivating, managing, and maintaining and
increasing productivity All of these ideas are
explored, discussed, and evaluated, through looking
at current research on the topic and case studies that
have been conducted not only in the United States but
around the world.

Keywords: Generation gap, workplace, values.

Introduction
Throughout the years, as the population has continued to
both grow and age, it has caused generational changes to
take place in the various aspects of life. With the changes in
the demographics of the world’s population, there have also
been changes in how each group thinks and what they
value. This not only affects the way people behave in their
personal lives, but it also affects the workplace. As
generational changes occur in the workplace, a lack of
communication has caused adisconnect to occur between
the values and goals present among the different age groups
along with newer generations choosing different career
paths.

* Author for Correspondence

In order to understand where these differences stem from,
you need to analyze how each generation is different when
it comes to their beliefs and values. So, it is best to identify
the different groups present in workplace which range from
those born in 1922 to those born in the early 1990’s.
Moving chronologically, the first generation introduced
will be the Traditional Generation also known as the Silent
Generation born between 1922 and 1945. While their
numbers are diminishing in the workplace as they age, they
still play a role in the workplace dynamics. Their values
include strictly adhering to the hierarchy present in the
structure of their organization along with following all the
rules which comes from their strong sense of what is right
and wrong.10

The next group that has most recently started exiting the
workforce is the Baby Boomers which include those who
were born between 1956 through 1964. While they are
similar to the silent generation in the fact that they are
loyal, there are some differences present in this particular
generation. They are more dedicated to the workplace and
there is less separation between the workplace and their
private lives. Instead of being focused on following the
rules, a baby boomer is more likely to try and be the person
who is in authority and makes the rules.

In contrast to the work obsessed baby boomers, the next
generation was able to find a better balance between their
personal lives and work. This generation is known as
Generation X, and it includes all individuals born between
the years of 1965 and 1980. While they are still dedicated
to their jobs, they are not as impressed with authority
figures, nor are they as loyal as the previous generations.
Instead, they see themselves as independent people who are
able to market themselves successfully. They are more
independent than both the silent generation and the baby
boomers17.

The final generation present in the workforce consists of
those who are a part of Generation Y who are also known
as the Millennials including people who were born between
the years 1981 through 1994. This generation’s beliefs and
values are almost the polar opposite of the silent
generation. They highly value their free time and do not
define themselves through their job. Instead, they value the
impact they are able to make on the community through
their active involvement in things that matter to them. At
work, generational differences can affect everything
including recruiting, building teams, dealing with change,
motivating, managing and maintaining and increasing
productivity. Research indicates that people communicate

Advances In Management Vol. 9 (5) May (2016)

based on their generational backgrounds. Each generation
has distinct attitudes, behaviors, expectations, habits and
motivational buttons. Learning how to communicate with
the different generations can eliminate many major
confrontations and misunderstandings in the workplace and
the world of business.

The characteristics listed in the table 1 and 2 are but a very
few of those that have been studied and reported by various
authors. Not every person in a generation will share all of
the various characteristics shown in table 1 or 2 with others
in the same generation. However, these examples are
indicative of general patterns in the relationships between
and among family members, friends and people in the
workplace. Individuals born at one end of the date range or
the other may see overlapping characteristics with the
preceding or succeeding generation. From the tables, you
can easily see why Generation X cannot understand what
their grandparents mean by the traditional family or what
fun it was to spend Christmas together as a family. Are you
worried about the possibility of your Baby Boomer children
being unable to retire or having to move in with you or
their children as they reach the latter years of their lives?

By understanding the differences present in each
generation, it explains where the disconnect stems from.
Over time, it seems that the things that each generation
values has slowly transformed. While there is a huge
dichotomy between the Silent Generation and the
Millennials, this did not take place overnight. When
examining each generation it is clear that it was a slow
metamorphous that took place and that this change is
currently affecting the workplace.

With the individuals who are a part of the different
generations being so different, it can cause conflict in the
workplace. This comes from miscommunication and
predisposed notions that the generations may have of each
other. By having such different viewpoints, it is clear that
people are making different life choices and it makes it
harder to develop interpersonal relationships. However,
with better communication, it is possible to bridge this
generation gap.

Differences in Generational Values and the
influence on the Workplace
The Generation Gap is a constant issue within the
workplace, primarily from a manager’s viewpoint. An
article found in the Benefits and Compensation Digest
states, “Some HR directors are strongly biased in favor of
retiring workers over the age of 50, claiming that older
workers are expensive to maintain, adapt poorly to change,
are hard to mesh with younger workers and have a poor
return on investment for training.7” This shows the
difference in generations and how many problems may
occur in the workplace. The older generation is less focused

on technology and the bottom line than the new generation.
However, they excel in planning and verbal abilities.

An Institute of Electrical and Electronics Engineers survey
reported that “Older U.S. workers were better problem
solvers and equal in technical knowledge and teamwork
skills. While younger people may be better at adopting the
latest technologies, workers aged 45 and over were stronger
as project managers.2” Many differences between the
generations create issues and the most problematic being;
older generations are often managing younger generations.
This creates an issue when knowing how employees work
best and how to manage them. The baby boomers and older
are not satisfying the needs of generation Y, the most
recent generation. As generation Y is the most recent group
of job seekers coming from college, it makes it difficult to
fulfill a job to their satisfaction when working under a
different style of management.

“Gen Xers were born between 1961 and 1976. Unlike the
generations before them, almost half of Gen Xers spent
time in single-family homes where the parent was often
working, so they became independent, self-reliant
survivors. Gen Xers generally lack reverence for authority
because they’ve seen many authority figures falter, so they
place a relatively low value on the hierarchical status of an
individual. They’re the first generation to insist on
independence in the workplace, the freedom to do things
their own way with minimal rules and bureaucracy and
they’re repelled by command-and-control management
structures.2”

Socio-psychological Model of Career Choice
Years of research and numerous studies have proven that
different factors influence men and women when they are
deciding what career path to take. Men and women see
things differently and may hold different core values
playing a role in the career that they end up choosing.
However there are certain things that are the same for both
men and women when it comes to influencing work choice.

One of the major factors that are the same for both sexes is
motivation in the form of survival, pleasure and
contribution1. The motivation to work in order to satisfy
these needs, including getting a paying job and supporting a
family, is exactly the same for both men and women.

A major influence on men and women often choosing
different career paths comes from how the different genders
are treated. Men are stereotyped to be very physical, strong
and intellectual whereas women are seen to be more
demure, nurturing and sympathetic towards others. These
stereotypes are often enforced through school and the
media, influencing future work choices1. Men are more
likely to pick careers as police men and engineers whereas
women seem to become schoolteachers more than men.

Advances In Management Vol. 9 (5) May (2016)

Table 1
Generation Timeline

Source: Greg Hammill5

Table 2
Workplace Characteristics

Source: Greg Hammill

Advances In Management Vol. 9 (5) May (2016)

Although some factors are the same for men and women
already, the factors that cause them to choose different
careers are changing. There are more opportunities for
women now that allow them a wider range of career
options, allowing the opportunities to become more
equalized between the genders.

Medical Field Career Choices
Many recent studies have indicated that there has been a
major decrease in the number of medical students choosing
to become primary care or general surgeons has greatly
decreased, while the number of students choosing to study
non-primary care and specialties has increased11. In 1998,
the percentage of students matching to primary care
specialties was 53.2% and by the year 2002, this number
had decreased to only 44.2%. At the same time, both
anesthesiology and orthopedic surgery have seen great
increases in the number of students choosing this career
path.

One of the reasons that have been used to explain the
decreasing number of primary care physicians is that much
of primary care today is provided by nurse practitioners and
physician assistants in an office setting11. Many of students
are choosing to study specialties that require the use of new
medical technologies that are constantly changing and
needing to be learned. The youngest generation today
wants to be up to date and using the newest technologies,
influencing their decision on the type of medicine they
would like to practice in the future. Much of older
generations were general surgeons because the technology
was not available then for a student to specialize in some of
the areas that they are able to specialize in today.

The dramatic reduction in the number of medical students
choosing to become general surgeons and primary care
physicians may have major effects in the future, if this
trend in decline continues to occur. With less general care
doctors, patients will have to wait longer to be treated at a
doctor’s office. Patients will also be forced to go to
multiple specialty doctors for different problems as
opposed to one primary care doctor that may be able to
help out with all the medical issues at once.

Gender Differences in Job Choice Factors
Studies have shown that job choice influences are different
in some aspects for men and women. In the past, women’s
future consisted of homemaking. There are many more
opportunities for women today, allowing them to choose
from a wide range of jobs. However, men and women still
often choose different jobs and are influenced by different
factors despite growing gender equality.

In a study done by Borg3, males were more likely to wish
to enter skilled and unskilled operations than girls,
suggesting that girls may have higher aspirations than boys.
However, boys are still more likely to have higher positions
in occupations than girls are. Girls are also more likely than

boys to choose personal service jobs. Both sexes equally
showed a preference for working in a bank.

As part of the study, students had to choose from three
different motives for choosing a certain occupation. The
three motives were enjoyment of chosen work, job security,
and good wages. Students could also give a different reason
in they wished to. For both sexes, the top factor in job
choice was interest in the future career and being good at it.
The next two most important factors for boys were good
wages and job security whereas for girls they were reasons
of their own such as being useful to society, over good
pay3. These leading factors are a change from older
generations where good pay and a job that could be held for
the entire career lifetime of a person were the most
important factors in picking a job. Younger generations
wish to have a job that they enjoy and that contributes to
society, rather than one that has a high paying salary.

Our Generation: Generation Y
Generation Y is a complex and exciting young generation
that offers unique challenges and advantages to marketers,
managers, and educators. The values and behavior of the
“Millennials” are understood to be generally optimistic to
the point of idealism, entitled to fulfillment outside of
simply profiting from their work, and they have a strong
need for encouragement and recognition. These traits
sometimes cause misunderstandings and can be the basis
for youth-targeted discrimination and ageism but when
there is mutual understanding, the younger generation and
the older generations can work together to create more
progress, synergy, and a stronger economy than the world
has ever seen.

To fully understand the Millennials, one must first look at
their environment. The wants and needs of the younger
generation come often from a parental and societal pressure
to “be anything”, “do anything”, and reach one’s full
potential in a broad sense of the word. Most children of the
past twenty years were raised lovingly by baby boomers
who told them they were special, exceptional with
unlimited potential. This leads to idealism and entitlement
but also great expectations of accomplishment and
fulfillment. While Generation Y might feel they deserve
everything they want, they are also a valuable asset in the
respect that they strive for perfection and excellence when
they care about the subject at hand. This element of
engagement is crucial to getting the most out of a
millennial worker because their needs of personal
investment in their work are often higher than their need for
monetary gain.

Employee retention presents a difficulty with millennial
workers, because they do not see themselves as the type to
work one job their entire lives as their Baby-Boomer
parents did. In contrast to older generations, most
Millennials see their work as a smaller part of their lives,
not as the central purpose or drive. This should not frighten

Advances In Management Vol. 9 (5) May (2016)
5

employers because it means that often Millennials will
work for less money at a job they love while on the other
hand it takes more money to retain unsatisfied or
uninterested millennial employees. This highlights the
importance of cultivating personal investment in the
millennial employees under your management. This can be
done with praise, respect, and by making the goals of the
individual align with the company’s goals. Many successful
managers choose to both mentor and learn from Millennials
to better gain their trust. While Millennials have a need to
understand the workings and goals of the company, the
older generations should understand that they have much to
learn from the technology, ideas, and attitudes of the
millennial employees.

Implications/Analysis of Career Choice
Perceptions
Generation gaps in different careers and the workforce as a
whole are the big problems being faced in the career world
today. Managers have to learn how to manage workers
from different generations including the Baby Boomers,
Generation X, and Generation Y. We see today a trend
change in the types of jobs that recent college graduates are
choosing. Different factors are being taken in consideration
by younger generations when they enter the work force.

All of these different factors and trends that have been
studied and theorized about can be seen in the real world
today. An Australian study by Ruth Sibson14 shows that
students who are currently studying for a degree in event,
sport and recreation management value different things in a
job than were valued by people of older generations such as
Baby Boomers. The purpose of the case study was to
“examine the factors undergraduate university students
studying event, sport, and recreation management found
important when seeking a career.” This is a field of study
that is becoming increasingly popular as students seek to
study applied business practices.

In order to understand what students wanted in a career,
every first year student in the event, sport, and recreation
management field of study took a survey on what they were
looking for. The survey had three parts. The first part asked
for the student’s demographic information. The second part
was an open response section where the students were able
to list the top three things they looked for when searching
for a job. For the last part of the survey, students were
given a list of 21 different factors to consider when looking
for a job and they had to rank those factors from most
important to least important in terms of what they
considered while job hunting.

The results of this survey were interesting and indicate a
change from the trends in career choice factors that have
been observed in the past. The results of the survey
indicated that the top three factors for the students in
looking for a career were enjoyable work, interesting work,
and good career opportunities. The bottom three factors

were challenging work, professional prestige/high status of
future career and standard hours of work. The opportunity
for creativity and originality also ranked very highly, above
any factors that discussed wages in fact.

These results show a change in trends in career choice
factors. In the past, especially with the Baby Boomer
generation, men looked for a high paying job with standard
9-5 hours that could fully support their family. One of the
most important things to these men was the reputation that
their name held in the community and a high status job
improved this reputation. Today, the chance for
professional prestige ranks at the very bottom of the list, at
20 out of 21.

Based on the current research, it appears as though the
factors that influence job choice and the importance
students place on certain ones are changing. There is no
consensus that has definitively been reached yet, but all
research indicates a change away from jobs that were
considered most desirable by older generations. Generation
Y, the generation that is currently entering the job force, is
looking for interesting and creative work that they will
enjoy. They want a job that they enjoy doing, over a job
that pays the highest salary.

Generations together in Employment
When examining the case, “Generations Together in
Employment,” it is clear that there are many benefits that
can result from communication between the older and
younger generations. When the Worcestershire County
Council organized this case study, their primary focus was
the uniting of the generations so they could foster an
environment that helped them respect each other and share
their skills. Once they recruited individuals and paired them
together in a mentor/mentee relationship, they began to
analyze the changes that took place over time.

When this project was initially started, neither party
showed much interest in working together towards the
common goal of enriching each other’s lives. Both groups
held negative stereotypes geared towards each other, and
were reluctant to let these ideals go. However as time
progressed, these viewpoints changed. By spending a
couple hours together a week, both parties had the negative
stereotypes they held about each other challenged and
dispelled. This helped people feel comfortable interacting
with each other and it improved their individual feeling of
self-worth.

While these improvements were great on an individual
basis, they also had a wider impact on the community as a
whole. Through the interactions among the different age
groups, it increased the value of the input that was being
contributed to the community. After the conclusion of the
case study, people were working together and making
positive changes around the community19. This case study
shows that by building relationships and having open

Advances In Management Vol. 9 (5) May (2016)

communication it can change how people perceive each
other and improve the overall environment.

While this case study was not conducted in the workplace,
it can still be inferred that there would be a similar effect if
these bonds were formed there. The case illustrates that
people typically form assumptions about others based on
what they have observed a few people in a particular group
do. Based on these stereotypes, it can cause there to be
issues when it comes to forming relationships because of
what that person believes they already know. These things
can be dispelled through communication; however this is
not something that is always easy to do. One of the
struggles the County Council faced at the start of this case
was finding a way to get people to be interested in
participating because there was a general lack of
enthusiasm.

In the workplace, it is also not as likely that mentor/mentee
relationships will automatically develop and would be
faced with some type of resistance. There may also be
additional barriers present since someone is either on your
same level as your coworker or one of the individuals is the
boss. So, if a similar program were to be implemented, they
would also need to rely on upper management and media
incentives to get the program up and running.

Generational Differences in Work Values
An examination of work values and generational gaps in
the hospitality workforce is a case study that was done in
order to identify generational differences and similarities
among hospitality employees and managers in order to
develop leadership strategies and management styles that
can be utilized to increase employee morale. Data was
collected by a series of in-depth focus groups and
discussions. These focus groups are real life examples that
are used in order to examine real people in the workforce.

Perceptions of Millennial Generation employees include:
No sense of urgency, lack ownership, teach a lot more, lack
common sense, quick learners, they are in search of role
models, overconfident, want constant praise, and do not
understand that business is driven by customers and guests.
Baby Boomers are too financially driven, cut too many
corners, very loyal to the company, fear change, not part of
a team, and are not up to date with technology.

After observing these different values the two groups
possess it is evident that the older generation is extremely
bothered by the younger generation. In order to best
manage baby boomers, it is important to show a high
amount of recognition in order to praise them for their long
work history and encourage them to help train the younger
generations as they come into the work force. The findings
show that companies should offer mentor programs in order
to decrease workplace conflicts. Pairing a baby boomer
with a younger generation member might solve complaints
they have of one another. It will also give baby boomers a

chance to mentor younger generations by utilizing their life
experiences and sharing obstacles they have encountered as
well as providing an opportunity to get to know one
another.

Training sessions should be in place in order to focus on
how to show respect to the experiences of older employees.
To make older employees feel more important and
recognized for their long time of hard work, Gen X
managers and employees should acknowledge that they
have less experience than the baby boomers and are
willing/want to learn from them. This more times than not
creates a positive work environment.

Generation Y
The future will see more and more Millennials taking on
management roles themselves which will create new
difficulties and rewards. One major challenge faced by
young managers will be to understand the needs and
expectations of older generations. With many economic
and demographic changes affecting the makeup of the
global workplace, the average age of employed people is
getting older and older. Many retired people are returning
to work or taking on other jobs to help support themselves
and their families and as people live longer, their need for
support increases. This will create a need for sympathetic
and professional managers who can deal with the
differences of outlook and expectations. While Millennials
will continue to be idealistic and entitled for much of their
lives, they will often have more ambitious goals and needs
than their previous generations. They will need to balance
their personal needs for success and growth with the
realities of the working world- namely that they would not
all be changing the world. Many jobs are mundane by
nature and do not necessarily evoke a feeling of purpose
and dedication in their employees.

The types of jobs that attract the Millennials are jobs that
engage them on multiple levels- enjoyment, social
responsibility, and advancement towards a greater goal or
responsibility. Millennials are high involvement in many
products that they like so their dream jobs are at their
favorite companies, usually tech giants like Apple, Google,
and Facebook. The challenge of managers is to bring the
same level of desire and job satisfaction to employees of
their business that they might find elsewhere. The inclusion
of reward- based management, free and open vertical
communication, and clear direction all will help to further
this end. The increase in employee autonomy allows the
Millennials to work unbridled by the communication and
transportation problems of the past. Many Millennials
might feel more comfortable working from home, or using
their laptop as their office, allowing for many more flexible
working situations in the future.

Conclusion and Recommendations
With the above observations in mind, let us look at a few
work situations and how one might handle them.

Advances In Management Vol. 9 (5) May (2016)

• At annual appraisal time, a manager from the Veterans
generation gives out a nice bonus for a project well done.
The Generation X employee is ungrateful and says, “Why
didn’t I get this six months ago, when the project was
completed?” Gen X wants instant gratification, whereas a
person in the Veterans generation is happy to get money
anytime. The solution here may be for the company to
explore reward plans geared to the different generations, or
things like monetary rewards and recognition given at the
time when it is earned.
• A Generation X manager tells a Boomer he has been
working too hard and should take time off to take the
family on vacation. Instead of saying thanks, the Boomer
replies, “I work to get ahead, to get a promotion, not for a
vacation.” The next time that situation comes up, the
manager might elect to give this particular employee a
bonus, rather than suggest a vacation.

A Boomer is working for a Generation Y individual, and
there is nothing but animosity between the two. Why?
Generation Y individuals, born since 1980, have many of
the traits of the Veterans. They are not like their parents.
They are curious, goal-oriented and loyal. Solution,
consider having Boomers work for Veterans rather than
Gen Ys.. To work effectively and efficiently, to increase
productivity and quality, one needs to understand
generational characteristics and learn how to use them
effectively in dealing with each individual.

Some other suggestions to bridge the generation gap are to
introduce programs and policies that allow all generations
to feel comfortable and as if their needs are being met and
they are being respected as an individual18. By making the
workplace more flexible and fair to everyone, it allows
people to find their comfort zone and work in an
environment that suits them. Introducing specific programs
that allow workers to build upon teamwork and the sharing
of their knowledge can also close the generation gap by
providing the tools necessary to make sure everyone is on
the same level.

One recommendation being extremely relevant is a way for
baby boomers to manage younger employees. The younger
generation works to live and wants to balance a healthy
work and life lifestyle. If baby boomers expect the younger
generation to work long hours and make too many
sacrifices for the company, it will often send them job
hunting. Communication needs to be at its prime and
objectives need to be set in order to get work done.
Younger generations are good at multi-tasking, so keep
them motivated by giving them several things to do at once.
They like getting everything done and accomplished and
need praise for it. Boomers should spend time assessing
younger employees and give frequent criticism and praise.

To help minimize the number of problems that occur
between generations, employers and managers need to
educate their workers. Oftentimes, it is solid facts that get

the point across to people. If employers were to provide
their workers with the results from surveys that indicate
what the younger generations look for in a job, older
generations may better understand. This will not fix the
problem entirely, but it will certainly help the older
generations to understand why younger workers act the
way they do, hold certain values, and do not place their job
as the number one priority in their life.

Through the unification of the different generations in the
workplace, the generation gap would not exist. If everyone
were to feel included and appreciated in their work
environment, there would be fewer issues that can arise
from generation gaps. Being a part of such an open
environment would lead to the sharing of knowledge and
skills that could have otherwise been lost. By bridging the
generation gap, it can improve on the level of human
capital present in the workplace and the overall working
environment.

References
1. Astin H.S., The Meaning of Work in Women’s Lives A
Sociopsychological Model of Career Choice and Work Behavior
[Electronic version], The Counseling Psychologist, 12(117),
doi:10.1177/0011000084124002 (1984)

2. Barretta J., The Workforce Generation Gap, Information Week,
1183, 44 (2008)

3. Borg R., Factors Determining Career Choice, The Journal of
the Faculty of Education, University of Malta, 5(2), 30-36 (1994)

4. Dhawan E., Gen-Y Workforce and Workplace are Out of Sync,
Forbes (2012)

5. Eisner S.P., Managing Generation Y (2012)

6. Elmore L., Generation gaps, Women in Business, 62(2), 8-11
(2010)

7. Gordon E.E., Retiring Retirement: Mastering the Workforce
Generation Gap, (cover story), Benefits & Compensation Digest,
44(7), 1-20 (2007)

8. Greg Hammill, Mixing and Managing Four Generations of
Employees, FDU Magazine, Winter Spring (2005)

9. Koeppel D., Gen Y Vs Boomers: Workplace Conflict Heats
Up, The Fiscal Times (2012)

10. Marshall J., Managing different generations at work,
Financial Executive, 20(5), 18-18 (2004)

11. Newton D.A. and Grayson M.S., Trends in Career Choice by
US Medical School Graduates, Journal of the American Medical
Association, 290(9), 1179-1182 (2003)

12. Raines C. and Schachter H., Beyond generation X: A practical
guide for managers, Profit, 17(1), 9-9 (1998)

13. Samuelson K., Making the Workplace Appeal to Gen Y,
Chicago Tribune (2012)

Advances In Management Vol. 9 (5) May (2016)

14. Sibson R., Career choice perceptions of undergraduate event,
sport, and recreation management students: An Australian case
study, Journal of Hospitality, Leisure, Sport & Tourism
Education, 10(2), 50-60, doi:10.3794/johlste.102.371 (2011)

15. Spiro C., Generation Y in the Workplace, Washington and
Co. (2012)

16. Tyler K., Generation Gaps, HR Magazine, 53(1), 69-72
(2008)

17. Understanding and Managing Different Generations, (n.d.), In
Putting People First, Retrieved March 16, 2012, from
http://www.valueoptions.com/spotlight_YIW/pdfs/articles/Unders
tanding_and_Managing_Different_Generations (2012)

18. Watt D., Different generations, same objectives, CA
Magazine, 143(2), 10-10, retrieved from
http://search.proquest.com/docview/203948986?accountid=39473
(2010)

19. Worcestershire County Council, Generations Together in
Employment, In Gale Group, Retrieved March 12, 2012, from
http://go.galegroup.com.ezproxy.gvsu.edu/ps/i.do?action=interpre
t&id=GALE%7CA225791861&v=2.1&u=lom_gvalleysu&it=r&
p=ITOF&sw=w&authCount=13 (2010).

(Received 05th February 2016, accepted 12th March 2016)

Table 2-2 Value Stereotypes for Several Generations of Workers

Sources: The majority of ideas in this table are from Adrienne Fox, “Mixing It Up,” HR Magazine, May 2011, pp. 22–27; Ron Alsop, The Trophy Kids Grow Up: How the Millenial Generation is Shaking Up the Workforce (San Francisco: Jossey-Bass/Wiley, 2008); Alsop, “Schools, Recruiters Try to Define Traits for Future Students,” The Wall Street Journal, February 14, 2006, p. B6; Kathryn Tyler, “Generation Gaps: Millennials May Be Out of Touch with the Basics of Workplace Behavior,” HR Magazine, January 2008, pp. 69–72; Lindsay Holloway, “Stick Together,” Entrepreneur, March 2008, p. 30; Martha Irvine, “Recession Intensifies Gen X Discontent at Work,” The Detroit News (

www.detnews.com

), November 16, 2009; Chris Penttila, “Talking about My Generation,” Entrepreneur, March 2009, pp. 53–55; Cindy Krischer Goodman, “Meeting in the Middle: Generations X and Y,” The Miami Herald (http://www.miamiherald.com), August 18, 2010, pp. 1–3; and Susan Berfield, “Levi’s Has a New Color for Blue Jeans: Green,” Bloomberg Businessweek, October 26–October 28, pp. 26–28.

Baby Boomers (1946–1964) including Generation Jones (1954–1965)	Generation X (1961–1980)	Generation Y (1981–2002) Millenials
Uses technology as a necessary tool, but not obsessed with technology for its own sake	Tech-savvy	Tech-savvy, and even questions the value of standard IT techniques such as e-mail, with a preference for communications on a Web site
Appreciates hierarchy	Teamwork very important	Teamwork very important, highly team focused
Tolerates teams but values independent work	Dislikes hierarchy	Dislikes hierarchy, prefers participation
Strong career orientation	Strives for work–life balance, but will work long hours for now; prefers flexible work schedule	Strives for work–life balance, and may object to work interfering with personal life; expects flexible work schedule
More loyalty to organization	Loyalty to own career and profession	Loyalty to own career and profession, and feels entitled to career goals
Favors diplomacy and tact	Candid in conversation	Quite direct in conversation
Seeks long-term employment	Will accept long-term employment if situation is right	Looks toward each company as a stepping stone to a better job in another company
Believes that issues should be formally discussed	Believes that feedback can be administered informally, and welcomes feedback	Believes that feedback can be given informally, even on the fly, and craves feedback
Somewhat willing to accept orders and suggestions	Often questions why things should be done in certain way	Frequently asks why things should be done in a certain way, and asks loads of questions
Willing to take initiative to establish starting and completion dates for projects	Slight preference for a manager to provide structure about project dates	Prefers structure on dates and other activities based on childhood of structured activities
Regards rewards as a positive consequence of good performance and seniority	Expects frequent rewards	Feels strong sense of entitlement to rewards, including promotions
Will multitask in front of work associates when it seems necessary	Feels comfortable in multitasking while interacting with work associates	Assumes that multitasking, including listening to music on earphones while dealing with work associates, is acceptable behavior
Prefers working at desk in company office	Eager to have the option of working from anywhere at any time.	Prefers working from anywhere at any time; feels constrained when having to work in company office full time
Believes that sustainability (protecting the environment) should be balanced with its economic costs, including job generation	Wants employers to take a positive stand in terms of protecting the environment	Thinks that sustainability is as important as profitability, and only wants to work for a “green” employer
Note: Disagreement exists about which age bracket fits Baby Boomers, Generation X, and Generation Y, with both professional publications and dictionaries showing slight differences.

place such a high value on achieving outstanding results. If, however, your family and friends centered their lives on their careers, you might develop similar values. (Or you might rebel against such a value because it interfered with a more relaxed lifestyle.) Many key values are also learned through religion and thus become the basis for society’s morals. For example, most religions emphasize treating other people fairly and kindly. To “knife somebody in the back” is considered immoral both on and off the job.

Although many core values are learned early in life, our values continue to be shaped by events later in life. The media, including the dissemination of information about popular culture, influence the values of many people throughout their lives. The aftermath of Hurricane Katrina intensified a belief in the value of helping less fortunate people. Volunteers from throughout the United States and several other countries invested time, money, and energy into helping rebuild New Orleans and several other Gulf Coast cities. Influential people, such as NBA players, were seen on television building houses for Katrina victims. Such publicity sent a message that helping people in need is a value worth considering.

The media, particularly through advertisements, can also encourage the development of values that are harmful to a person intent on developing a professional career. People featured in advertisements for consumer products, including snack food, beer, and vehicles, often flaunt rudeness and flagrantly incorrect grammar. The message comes across to many people that such behavior is associated with success.

Changes in technology can also change our values. As the world has become increasingly digitized, more and more people come to value a digital lifestyle as the normal way of life. Many people would not think of spending time away from the house without their electronic gadgets, even while participating in or watching sports. Being part of the digital lifestyle is therefore an important value for many people of all ages.

Company values can also influence or shape individual values, such as an organization emphasizing total respect for the rights of customers. Several business firms also strongly emphasize the value of spirituality, which could awaken such values with many employees. A strong example is Tyson Foods, Inc. which employs 120 chaplains. The head chaplain, Richard McKinnie, explains the value in these terms: “It’s not about Chistianity or Islam. It’s the spiritual side of what people are.”

[47]

BSM 4001, Sport Facilities 1

Course Learning Outcomes for Unit III

Upon completion of this unit, students should be able to:

5. Identify design and construction regulations.
6. Identify the major trends impacting the planning and management of sport facility equipment.

Reading Assignment

Chapter 5: Facility Site and Design

Unit Lesson

This unit takes a detailed look at the planning of facilities. Additionally, facility site selection and design are
examined in more detail. As we have seen in many communities, sport facility development can be a sign of
major economic development in regional and local areas. Moreover, sport has changed in the last 10 to 20
years, as a facility is no longer just about the health and well-being of consumers. These venues must also
address the leisure aspect.

There are so many different features and spaces in today’s sport facilities, such as the addition of more VIP
seating and luxury boxes, aquatic features like swimming pools, restaurants, and hotels that make sport
facilities much more varied in comparison to the past. That is why planning and design are so critical for the
long-term success of the venue.

Facility construction and renovation have increased as professional organizations in sport have become more
competitive in recent years. This facility boom has been felt in nearly every major city in this country and has
been fueled by public and private dollars. As has been seen in the example of the O.co Coliseum recently,
gone are the days when numerous sports teams from different leagues would share stadiums or arenas. The
National Football League’s Oakland Raiders and Major League Baseball’s Oakland Athletics are the only
teams crossing professional leagues that are sharing a venue. See the article in the suggested reading
section of this unit for a history of venues and numerous teams from different sports sharing them.

Although it is critical to know how to run a building, the first item to address is having a building. In this unit,
we will look at the process of creating and building a sport facility. The textbook does a solid job of providing
an overall view of the numerous types of sport facilities that exist, and it also provides an overall view to
acquaint the reader with the general steps in planning, designing, and then building a facility.

Some of the current trends and issues facing sport are related to the need for new or renovated venues. For
instance, many individuals are recognizing the importance of sport and recreation within their lives and
making choices based on a sport and recreation lifestyle. Moreover, another trend is the need to address
the needs/requirements of the “baby boomer” population in our country (Didco, & Saxby, 2007). These are
just two of the issues that can justify the need for more facilities.

How do managers find out if a proposal is suitable for their organizations? Before building, a feasibility study
should be performed. A feasibility study should provide all the information required to make a decision to
support or reject a proposal to develop a sport facility. As this decision will have long-term consequences for
the community, it is important to provide a comprehensive, tangible study (Department of Sport and
Recreation, 2006). Please see the article in the suggested reading with a great example of a feasibility study.

Chapter 5 in the textbook focuses on how to choose the best potential site for building a new facility. It is well
known how important location is in sport. The place for the event is a big part of marketing the venue, so a
facility built in the wrong location can be problematic. It takes knowing what your fans want in attending a

UNIT III STUDY GUIDE

Facility Planning, Site
Design, and Selection

BSM 4001, Sport Facilities 2

UNIT x STUDY GUIDE

Title

game or event, as well as finding the most conducive area for success of the team, knowing that no location
is ever perfect. The fact is that once a facility is built, it usually cannot be moved, so location is critical (Fried,
2015). When looking for the best location, numerous locations should be examined based on variables such
as size, cost, location, zoning concerns, and community impact.

A great view can make a sports facility more appealing. A nice city view can make the
attendee’s experience more memorable.

(Fried, 2015)

This unit will also examine analyzing potential sites, the strengths, concerns, and the costs associated with
various sites. Constructing a brand new sports venue can be a daunting challenge. That is why it is important
to have the assistance of the right professionals, in this case, having an experienced architectural firm. The
task of planning and design should be left to professional, experienced design and construction companies. It
is important to understand that the sport facility business has many experienced architects and consultants
who specialize in the design of athletic facilities. These services typically include soil testing, site evaluation,
permitting, and planning and design.

The effective sport facility planner will look at applicable laws and will also look for an environmentally sound
location when selecting a site. With very strict state and federal laws affecting land use, some facility sites
may not be appropriate because of environmental concerns.

Moreover, expenses for making the site functional need to be analyzed. The addition of any new road
construction and utilities can be costly. Lastly, the actual expected cost for completing the planned
construction on a site should be thoroughly examined. After this analysis has been completed, a site is
chosen and a facility is designed. This process can be very time consuming. However, getting all of the facts
helps any sport facility planner to find the right site for the facility he or she wants to build (Fried, 2015).

When getting all of the facts (as well as looking at the associated costs with gaining a site), it is important to
know how your decision could impact people in the community. One example that has caused tension in the
Latino community of Los Angeles involves the use of eminent domain to acquire the land for the construction
of Dodger Stadium in the late 1950s to lure the Dodgers away from Brooklyn. Many long-time Latino residents
were left homeless, leaving a bitter taste in the mouths of many to this day. There is a article in the suggested
readings section of this unit with other examples of the use of eminent domain.

Prior to completing the reading assignments for the unit, please watch this video from Columbia Southern
University faculty member, Dr. Tim Rice. The video addresses the unit’s assignments and provides additional
information pertinent to the unit.

Click here to watch the Unit III video, or you may navigate to:

BSM 4001, Sport Facilities 3

UNIT x STUDY GUIDE
Title

Rice, T. (2015, July 16) Unit III Sport Facilities Overview [Video file]. Retrieved from

To turn on closed captioning in the video, click the captions icon at the bottom of the video.

Click here to access a transcript of the Unit III video.

References

Didco, R., & Saxby, B. (2007). Feasibility study guide: Sport and recreation facilities (2nd ed.). Retrieved from

http://www.dsr.wa.gov.au/docs/default-source/file-support-and-advice/file-facilitiy-
management/feasibility-study-guide

Fried, G. (2015). Managing sports facilities (3rd ed.). Champaign, IL: Human Kinetics.

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