Multigenerational Communication in Organizations: Insights from the Workplace

Description

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