As organizations continue to experience changing workforce demographics and rapid rates of change, a universal problem facing leaders is little knowledge about how generational cohorts react uniquely to organizational change. This lack of knowledge may cause organizational change initiatives to fail. Although studies portray the cultural character of generations, few studies described the differences among generational members in their response to organizational change.
The current study used a qualitative phenomenological method to interview 24 individuals with direct experience with organizational change. Five core themes emerged. These themes included: (a) Communications, (b) employee involvement, (c) understand how change impacts employees, (d) perceptions of change, and (e) generational perceptions.
Leaders might benefit from the current study by being able to customize change strategies based on predictive generational behavior, thereby improving their own success as leaders.
|Advisor:||Jones, Betty Jean|
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 70/05, Dissertation Abstracts International|
|Subjects:||Cultural anthropology, Womens studies, Management|
|Keywords:||Baby Boomers, Change management, Generation X, Generation Y, Generational, Organizational change|
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