ORGANIZATIONAL

BEHAVIOUR

GROUP 7

SECTION D

Instructors-
PROF. LEENA CHATTERJEE
PROF. ABHISHEK GOEL

Working with the Millennials:

The Good, The Bad and The Ugly

MEMBERS-
FINAL REPORT
ABHISHEK MEHTA (0230/55)

ABDULHUSSAIN QURESH SONGERWALA (0229/55)

BORSE ANIKET ASHOK (0244/55)

FAEZAAN AHMED GHEYASI (0248/55)

GAURAV KASHYAP (0249/55)

JAYA UPADHYAY (FP/16/18)

SHIVAM SHRIVASTAVA (0286/55)

YATIN CHOUDHARY (0303/55)

 Working with the Millennials: The Good, The Bad and The Ugly

The main objective of our project was to gain insights on how to best leverage the generation of
Millennials for optimal outcomes for organizations and the society. To achieve this objective, we
decided to first learn about the generation. In our mid-term report we described our learnings and
findings about the attitudes of millennials, measures that are needed to motivate millennials in the
workplace and the problems and issues faced by millennials in the work environment. To redirect to
our main objective upon gaining some insights, we conducted survey (Appendix 5) of 149 millennials who
had work experience and we also undertook critical and comprehensive analysis of existing research
to learn about ingredients for good management for a team consisting of three or more generations.
First, we describe the findings from the survey we conducted, then as was mentioned in our mid-term
report we wish to suggest measures to address the issues faced by millennials at work places to
establish positive environment which can be a stage to achieve the objective. Towards the last
segment of our report, we endeavour into processes for managing the multi-generation team before
concluding.

Here we restate our assumption for the project that millennial share similar attitudes, motivation and
face similar problems in the given context of working in various organizations i.e. we ignore individual
differences.

MID TERM REPORT SUMMARY

Millennial Attitudes: The Whole Shebang - Strauss & Howe found the following distinct attitudes in
millennials - optimistic, cooperative, team player, trusting, accepting of authority, rule-following,
smart, civic-minded, special, sheltered, confident, achieving, pressured & conventional [1]. Others have
characterised them as emotionally needy and high maintenance [11]. Millennials give high priority
to constant learning and high skill variety in jobs [11]. Studies show decline in work ethic & greater
desire for leisure by millennials. Solnet, David and Kralj found that millennials scored low on job
centrality, job satisfaction, job engagement and commitment. [15, Appendix 4].
What moves the movers and shakers? -Challenge is a driving motive for performance. [5) Regular
feedback and appreciation of their work. [6]. Feel of growth potential of the organization. Awareness
of impacts of decisions and work. A decent work/life balance, including flexibility in schedules. [7][9]
Freedom to choose their own rewards [6].
Problems faced by the Millennials -Loughlin & Barling argued poor entry level experience influences
their attitude towards work. Solnet and Hood (2008) talked about lack of intrinsic factors like
“satisfaction with work and work environment” more than the earlier generation employees. [17 Prefer
to work in a transparent organization in which corporation mission, values, problems are shared with
employees. [18,19,20] Millennials are often associated with social, neighbourhood‐style learning and
collaborative environments that offer amenities and some quasi‐living characteristics [21,22] Millennials
desire flexibility in working hours and good quantum of leisure time. [23] Millennials have hard time
managing time [23] For some current organisation isn’t able to provide avenues for fulfilment of
aspirations. [23] Other problems cited by millennials in HBR Ascend Surveys excessive workload, office
politics, lack of soft skills and obsolete technology at work [16].
ANALYSIS OF THE SURVEY (Appendix 5)
Survey Analysis for motivation- We noticed in our survey that millennials, across the board, rank high
level of challenge in the job as extremely important. This confirms the earlier claim of millennials
being highly motivated when given demanding but stimulating tasks in their job. Thus, millennials
look for sustained avenues for pushing themselves towards accomplishments & self-growth.

We see similar results when asked about the need for

learning new skills as well as the importance of gaining
recognition & being given enough responsibilities. On
taking a closer look, we notice that the former is more
skewed towards being highly ranked, which means there
were almost a negligible percentage of respondents who
would rate the ‘learning’ part as unimportant. This also
means that millennials do not want monotony at the
workplace, and look to constantly widen their horizons
when it comes to professional competence & expertise.

Another aspect of utmost significance to the millennial, as observed through the survey, was work-
life balance. This does not necessarily mean doing away with the office totally, but it could just mean
that they want some sort of flexibility to take their work home or to some other place occasionally.
Another way to look at these results can be that millennials might want flexible working hours,
wherein they can work harder on some days while having the option to slack off a bit on required
days. This can also be correlated to another aspect of the survey which asked respondents if their
satisfaction with the job would increase if they had Flexible working hours, and there was a 76 %
positive response with respect to that. Also 71.1 % of the respondents believe that such flexibility
can improve their job performance, though this is subjective and we can’t conclude anything until
we look at this from the point of view of the performance evaluator.

Survey analysis for the Lack of

information/communication & Technology part

We did not find any significant evidence of difficulties

faced by millennials in accessing important information
that they need to complete their assigned tasks. A
majority, 56 %, of the respondents claimed to have full
access as compared to a mere 5 % who denied having any
access.
Also, a massive 75 % respondents claimed to be working in places well-equipped with the requisite
technology. But, the remaining 25 % can’t be ignored in
this case. Having the capability to perform well but not
being able to access the resources required for that can
be frustrating for the millennial. This may lead to
decreased job satisfaction. This also might lead to
comparisons with persons working in other organisations
having a similar job profile. If others seem to have better
technological empowerment and are seen performing
better, it may lead to even further dissatisfaction with
their own workplace and consequently increase employee
turnover.

Another interesting aspect to be noticed here is that out of the 25 % respondents who lack access to
technology most aren’t the ones who claimed to have full access to relevant information. This clearly
shows us that the problem could be with the organisation culture and outlook. Such establishments
need to rethink their policies and maybe change some orthodox norms, so as to enable the
millennials, working for them, to feel comfortable as well as enhance their performance. (31,32,33)

We will continue to talk about our survey in the next section on Solutions to problems faced by
millennials

Solving Problems faced by Millennials

OFFICE POLITICS

According to our survey, 61.1% of those surveyed acknowledged to have borne impact of office
Politics and another 20% were unsure whether their work deliverables were affected by Office
Politics or not.

According to Literature, Organizational Politics leads decreased job satisfaction and performance
and increased anxiety, stress and turnover. (35,38) To address the menace of Office Politics, an
organization must target its causes and not symptoms. Though some office politics is still bound to
prevail, we can diminish its impacts and intensity. (35,37)
The process to be followed has to be structured, first
we must recognise and open debate to address the
problems and then address these problems through
consensus or other procedure deemed appropriate by
the organization. Our survey asked respondents the
major cause of office politics in their organisation.
About 37% of the respondents believe that the
Structural Issues like, Lack of trust, Transparency,
clarity in reward and promotion structure, is the major
causes of office politics. Another 23% saw Procedural
Issues like Lack of openness in discussions, task
ambiguity, partiality to be the major cause and about
12-14% each saw firm issues (such as limited resources
with the firm), Job Issues (such as fear of losing job or
promotion and ample of excess time) and Team issues
(such as lack of informal interactions) as the major
culprit of Office Politics. (Appendix 2,3)

An organization is likely to gain if it able to find its

optimal team sizes through trial and errors and keep its
members aware of reasons and procedures of its
decision. The reward system must be made apt so as to prevent office politics. (38) The other issues
must be addressed in similar fashion.

Flexi Work Arrangements

Another problem discussed in our Mid-Term report was that the millennials desire flexi-work
arrangements and good quantum of leisure time. About 76% of the respondents in our survey
believe that their job satisfaction would increase if they are provided with flexi-work arrangements
or ability to work from home. While about 71% believe that their job performance will increase
through the same.

Flexi Work arrangements does lead to savings for an organization and an organization can consider
going for these if same or more level of productivity could be achieved through such arrangements.
(4,6)
Due to changing time, it is likely that demands for such arrangements will increase. (7) A non-
myopic firm must weigh the options it has to satisfy the demands of the new generation.

Organizations can according to its culture innovate to design a new flexi-work arrangement or
decide on one or more of the available options such as flexi-hours arrangement, work from home
and Unlimited Vacations (8) (which 76.5% of our respondents believe is moderately or highly effective
concept)

Workload/Overburden

A survey consisting of 1700 individuals aged between 18 and 34 revealed that 40.33% of millennials
perceived excessive workload as biggest deterrent to
efficient performance at workplace. [1] Our survey’s
findings are represented in the diagram.

Solutions to overload could be obtained by using the

following tools-

Seek Help: It’s essential to let boss know if workload

exceeds your capabilities. [4]

Time Management: Examine work-space and daily

routines to look for time savers. [4]

Prioritize: Realistically assess what you can reasonably accomplish in one day, and prepare a to-do
list with the most essential tasks at the top. [4]

Lack of adequate leisure/recreational spaces at the workplace

As everyday life at the workplace becomes more and more intense and challenging, most millennials
find themselves stripped of recreational tools at the workplace that allow them to let off their steam
and detach temporarily from the work to regain focus. Of the 149 respondents in our survey, only
24.2% or 36 people were satisfied with the recreational
spaces and rest areas at the workplace. And 34.2% or 51
people were dissatisfied.

The use of internet at workplace for things that do not

come under the purview of their duties is often
considered wrong by the employers while the employees
may see personal internet usage in small durations as
necessary for maintaining engagement and interest in
their work. Employees may want to engage occasionally
in playing games or watching the photos of their children
from daycare, but strict regulations prevent any leisurely use. Allowing them some space and
dedicating a few minutes or separate stations for such recreational activities may increase morale
and lift some spirits. [42]

Most office spaces today are closed buildings cluttered with inorganic paraphernalia and keep the
employees’ exposure to green and natural spaces to the minimum during a typical day. Having small
indoor gardens spaces at the workplace has multi-fold benefits. First is the obvious aesthetic appeal
to make the place look brighter and livelier. Secondly, it brings down stress levels as the sight of the
garden and the relatively fresh atmosphere around this space contrast with the stuffy and cluttered
feel of the rest of the workspace. Employees can be asked to look after specific plants when they get
time from their work as a leisure-time activity. [43]

Other facilities can include gymnasium and game rooms with features and equipment as would fit
the needs and preferences of the relevant workforce. Some new-age workplaces are including
virtual reality rooms for employees to enjoy an immersive experience in playing games or watching
videos or even connecting with their families. [43]

Updating technology at workplace (to increase cross generational productivity) –

Though our survey found presence of up-to date technology at work places. The survey could be bias
in the sense that most of the respondents work at big corporates. There still are tech gaps at
workplaces in smaller not-so-advance firms.
Small and medium typically fail to keep pace with latest technology. For these organizations, it is
suggested that a cross benefit analysis be done so as to decide on getting new technologies at
workplaces. For example, software like Enterprise Resource Planning (ERP) and Customer
Relationship Management (CRM) are effective tools in increasing productivity, decreasing costs,
increasing efficiencies and most importantly streamlining processes.
Now discussed in our Mid-Term report we talk about how to manage a Cross-generational team.

Managing A Cross Generational Team

Four distinct generations are present at the workplace today – namely, Silents, Baby Boomers,
Generation X and Generation Y.

Different generations have different attitudes and they also have different perceptions of each
other. These perceptions cause major contentions between different generations. Sprague found
that baby boomers felt the millennials are not loyal to the company, have poor communication skills,
and that they don’t respect the authority. Boomers also felt that ensuring that Millennials do their
job was difficult. On the other hand, Millennials felt that Boomers were inefficient, that they were
not given due respect by Boomers. Millennials said that Boomers attempt to drive their career paths.
Millennials also felt that Boomers weren’t tech savvy and didn’t let millennials make use of the latest
technology [28]. The task for managers, then, is to break these perceptions by creating an awareness
on the values and motivation similar across generations for the benefit of organization.

The best strategy to deal with this cross generational workforce is by referring to the preferred
leadership style for each generation put forth by Zemke as shown below.
A close look at the preferred leadership styles brings out some similarities based on which today’s
managers can try to build and efficiently manage their teams. Traditional hierarchy is not preferred
by any of the generations. Moreover, Generation X actually have a lack of respect for authority. The
teams need to be built on the fact that each member is equal and is given an opportunity to
contribute irrespective of factors like position, years of experience, etc. Team cohesion can be built
by opening dialogue between employees about their generational differences and looking for
solutions to enable environment of accepting differences. There is also need to seek ways to
increase collaboration and communication. Once cohesion has been built in the team, one can
foresee Generation Y being pushed by the will of the collective to bring about change complement
Generation Xers liking to challenge resulting in the team thriving together. The boomers will be
further motivated through the spirit visible in the team.

We also agree with Ahmed and others that leaders might need to treat different generations
differently while ensuring they don’t cross over to favoritism or discrimination [30]. Also, it is vital to
create overall policies and procedures in consultation with all the generations and develop new and
innovative methods of training and development catering to the specific needs of the various
generations [30]. To summarize, the effective ways to manage a cross generational workforce are
ensuring flexibility, creating educational opportunities at the workplace, creating signature
experiences for each employee and aiming to re-recruit employees every day [28].

Leveraging technology to reduce differences between the generations

Technology can change the way generations communicate: Google hangouts and group messaging
applications which are internal to an organisation can be used effectively to bridge the generational
divide. Mentoring programmes can encourage cross generational knowledge sharing. ‘Slack’ has
been an effective instant messaging tool that companies can use for their employees. It enables real
time communication among employees and is a jarring transition away from the conventional emails
and memos

Remote work: With respect to remote work younger and older generation differ in their perception.
While millennials like it as the companies have embraced digital collaboration and communication as
it keeps growing in size, the older generation is irked by it. To combat it, as solutions; organisations
should position remote work and related perks so that it suits flexibility of needs of all generations
i.e. an older generation employee gets the flexibility of dropping his kid to school, a baby boomer
might need to care for an aging parent

New set of workplace skills with rising technology: Clients sometimes feel that they are either
dealing with a tech savvy typical millennial or a hard copy expertise Gen Xer. Bridging this gap is thus
essential and calls for organisations to simplify forms to make it as easy as it could be and
simultaneously a curious attitude form older generation to learn new skills

Commonalities between the generations (Exceptions and Criticism)

During our research we found that many argued that the generation gaps were not as hefty as
sometimes thought of. Here we cite our learnings of arguments that there are commonalities between
generations. Also Deal J found argued that the differences are not large enough to give us any
confidence that the work environment is fundamentally affected by such differences. His contention
was that behaviour is more likely to be affected as a result of maturation, life stage, the economy, or
other environmental factors than it is some fundamental shift in generational attitudes or behaviours.

While most of the research focus on the various strategies for organizations to tap the values of
Millennials, it is interesting to note that the empirical evidences to show a cross-generational
differences based on work value is scanty. (Twenge, Campbell, Hoffmann, & Lance, 2010). With
strong support to the assumption that individuals from all generations have more similarities than
dissimilarities, Deal (Deal, 2007) further highlights that the justification for intergenerational conflict
is weak as generation share common family values such as honesty, love, happiness, a sense of
worth, respect and conscientiousness that shape their work values and expectations. (Angeline,
2011)

In the present scenario of workplace culture, Millennials are inclined to operate within existing
structures along with Gen Xers with a motivation to drive change. (Hershatter & Epstein, 2010). It
will be a more productive course for Organizations to ensure that individuals from different
generations perceive each other more positively avoiding the intergenerational disharmony.
(Angeline, 2011). Still the findings of similarities are much less prevalent than that of differences and
moreover, our report was based on the assumption mentioned in the introduction.

Conclusion
Millennials are a unique cohort of workers with needs, aspirations and objectives fairly different from
the earlier generations. The pre-mid-term component involved us specifying the distinct attitudes,
problems and motivators for this group of workers largely through the medium of literature review.
After having set the foundation of our study this way, we moved on to judge the reality of problems,
challenges and satisfaction for them through our survey findings and a number of factors like lack of
latest technology, lack of flexible work times, recreational spaces etc. came into the analysis of how
to get millennials to utilize their fullest potential.

We came across unique solutions to address the challenges faced by millennials and we learnt how
these solutions can be leveraged to enhance cross-generational productivity. Lastly, we analysed how
to manage teams in a cross-generational workplace where millennials work together with three other
generations before them. There is requirement of the right mindset, Gen Y is winning over baby
boomers and Gen Xers because of being technologically advanced, there seems to be a perception
that millennials have a sense of entitlement and low work ethic by the Gen Xers. In fact, millennials
lack the ability of face to face communication and age and lifestyle preferences are driving them
further. Thus, by focusing on mindset and values, we can transcend the traditional generation
descriptions and create more harmony and unity. This rounded off our study with the conclusion that
given the rising proportion of millennials in the workforce and their unique needs, as studied, some
of the solutions to problems specific to them are not hard to find and may at times be as simple as
provided some leisurely internet usage or access to greater information related to their job. We are
of the view that inclusive culture matters. Organizations must embrace the millennial wave and ride
it to greater effectiveness in work!
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Appendix

1. Options were framed through review of suggestions from various sources mentioned
in first 5 bibliography.
2.

3.
 4.Model used Solnet, David and Kralj, Anna in "Generational Differences in Work Attitudes:
Evidence from the Hospitality Industry," Hospitality Review: Vol. 29 : Iss. 2 , Article 3. Available at:
http://digitalcommons.fiu.edu/hospitalityreview/vol29/iss2/3

5. Survey

Survey on problems faced by millennials at workplace

A survey to gauge the nature and extent of problems and challenges faced by millennials at the modern
workplaces

Were/Are you provided with tasks of significance according to your job description?
(During your relevant years of work experience) *

o Frequently
o Occasionaly
o Rarely
Provide your preferential ranking for the given aspects of a job (1 being highest and 6
being lowest, giving a different ranking for each) *

1 2 3 4 5 6

Salary

Work-life
balance

Learning/skills

Recognition

Responsibility

Challenges

Do/Did you feel overburdened by work commitments and timelines? *

o Frequently
o Occasionaly
o Rarely
Does/Did your work commitment give you adequate time to spend with your family and
friends? *
o Frequently
o Occasionaly
o Rarely
Is/Was your workplace equipped with crucial technology to meet your job
requirements? *
o Yes
o No
Do you think office politics has an impact on work deliverables? *
o Yes
o No
o Maybe
How satisfied are/were you with the recreational spaces and rest areas at your
workplace? *
o Satisfied
o Moderately satisfied
o Dissatisfied
Does/Did your office policy allow you to access important information relevant to your
tasks? *
o Always
o Sometimes
o Rarely
According to you, what is the most important cause of office politics? *
o Structural issues like lack of trust, transparency and/or clarity in reward and promotion
structure
o Team issues like lack of work-related/informal interaction that builds affection between
members
o Organizational issues like lack of resources fostering politicking for seeking control
o Procedural issues like lack of openness in discussions, task ambiguity and partiality
o Job issues like lack of creative and challenging work, creating avenues for political
behavior
Do you believe your job satisfaction would increase if you have flexi work hours or the
opportunity to work from home? *
o Yes
o No
Do you believe your job performance would increase if you have flexi work hours or the
opportunity to work from home? *
o Yes
o No
How effective do you think is the concept of unlimited vacation at the workplace? *

1 2 3

Not effective Highly effective