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What They Want: A Generational View
Employees of all ages said that they were more committed when they had a job where they: could learn and develop; had the chance to advance; had the opportunity for new experiences; got the respect and recognition they believe they deserve; received the support to do their jobs well; and received the resources they need to get the job done.
Beyond the specifics of the job, employees of all ages said that they were more likely to be committed employees when they agreed with the companyís values, when work did not encroach too much on home life, when there was good communication within the organization and when they felt well-compensated.
Employees of all ages said that they were more committed when they had a job where they: could learn and develop; had the chance to advance; had the opportunity for new experiences; got the respect and recognition they believe they deserve; received the support to do their jobs well; and received the resources they need to get the job done.
Beyond the specifics of the job, employees of all ages said that they were more likely to be committed employees when they agreed with the companyís values, when work did not encroach too much on home life, when there was good communication within the organization and when they felt well-compensated.
The primary differences among the five generations in the workplace are about the importance that they place on each of these motivating factors:
The Silents (born 1925-1945) said what keeps them committed and motivated is the opportunity to continue to learn, challenging and interesting work, respect and recognition, and appropriate compensation. People from this generation are not interested in sitting around and stagnating; they find it motivating to keep learning and being challenged... Read more
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