Determining methods for leaders to motivate in a multi-generational workforce”.
Please do the following in accordance to the above mention topic !!!!
A.
Problem Statement
The problem statement must include four specific components to include the (a) hook, (b) anchor, (c)
general business problem, and (d) specific business problem. The Problem Statement is not to
exceed 150 words. Use the Word Count feature in Microsoft Word (on the Review tab) to ensure your
word count does not exceed the 150 maximum word requirement. More important, ensure the
problem statement reflects a business problem; avoid rubric creep (i.e., when the problem statement
does not reflect an applied business problem ). You must ensure you map to the rubric requirements.
This is the most critical component of the doctoral study and will be highly scrutinized in the review
process. Again, the problem statement is not to identify causes for the problem, solutions to the
problem, or any other superfluous information. A well-written problem statement can be presented in
four or five sentences.
MOTIVATING A MULTI-GENERATIONAL WORKFORCE 2
Determining methods for leaders to motivate a multi-generational workforce
A. Problem Statement
The general business problem for the proposed research study is that supervisors and
human resource managers are challenged to identify appropriate methods to manage a multi-
generation worker force. The labour force today consists of Generation Z, Generation
Y/millennials, Generation X, and Baby Boomers. Each of these generations has its own
values, working styles and quirks. For human resource managers and supervisors to lead this
mix in an effective way, it is crucial to understand their differences and what actually
motivates members of each generation (Bilski, 2013). The specific business problem is that
some human resource managers and supervisors have little information on the right methods
to use to manage and motivate each generation properly. It is notable that since each of the
aforementioned generations actually has its unique background, a one-size-fits-all strategy for
motivation will not work for firms with many different generations working together
(Mayhew, 2014).
B. Purpose Statement
- Research methodology
This research will employ a qualitative multi-case study methodology. In essence, the
focus of this qualitative multi-case study is to explore methods that supervisors in various
companies use to manage a multi-generation work force. A number of individual cases would
be examined to understand the methods used by supervisors and human resource managers in
managing a multigenerational labour force. Patton (2012) noted that a case may be complex
MOTIVATING A MULTI-GENERATIONAL WORKFORCE 3
or simple, and the individual case could be an organization, a practice, or a single staff or
manager. In this study, the individual cases include supervisors and human resource
managers at different companies.
- Research design
The objective of case study research methodology is essentially to comprehend the
difficulty and intricacy of a case in the most comprehensive way possible (Yin, 2010; Rubin
& Rubin, 2011). For this reason, qualitative interviews would be used in collection of data as
this is the best research design that can be used to achieve the richest possible understanding
of the cases. Through qualitative interviews, the researcher will be able to learn about the
supervisors and human resource managers who are part of the case by speaking with them
(Spradley, 2011; Stake, 2011). - Target population
The target population in the proposed research study comprises human resource (HR)
managers and supervisors in a number of companies that have multi-generational employees.
Interviewing this population will allow the researcher to establish and recognize the
motivational practices which satisfy the needs of each staff member, in spite of age (Kane,
2010). - Geographic location
Data will be collected from HR managers and supervisors in San Diego, California
who have successfully implemented methods to manage a multi-generational workforce to
meet the needs of all staffs notwithstanding age. This geographic location was selected since
it has a number of companies and organizations with many employees from diverse
generations.
MOTIVATING A MULTI-GENERATIONAL WORKFORCE 4
- Social change
The data from this study might contribute to social change by increasing productivity
and workplace communications. This is primarily because the findings of the proposed study
will reveal the best motivation strategies that human managers and supervisors in various
firms can utilize to motivate workers of different ages (Mayhew, 2014).
C. Research Question
What methods do HR managers and supervisors of a multi-generational work force use to
manage employees?
MOTIVATING A MULTI-GENERATIONAL WORKFORCE 5
References
Bilski, J. (2013). Multigenerational workforce: What motivates today’s employees.
Philadelphia, PA: CRC Press.
Kane, S. (2010). The multigenerational workforce. New York City, NY: McGraw Hill
Mayhew, B. (2014). Motivating multigenerational workforces. Boston, MA: Sage Publishers.
Patton, M. Q. (2012). Qualitative evaluation and research methods (2 nd ed.). Newbury Park,
CA: Sage Publications.
Rubin, H., & Rubin, I. (2011). Qualitative interviewing: The art of hearing data. Thousand
Oaks, CA: Sage.
Spradley, J. P. (2011). The ethnographic interview. New York: Holt, Rinehart & Winston.
Stake, R. E. (2011). Case studies. Thousand Oaks, CA: Jossey-Bass.
Yin, R. K. (2010). Case study research: Design and methods. Newbury Park, CA: Sage
Publications.
