Since the year 2000, young workers born after 1980 have been entering the workforce in ever-increasing numbers creating, for the first time, a workforce comprised of four generations, all of which come to the workplace with their own frames of reference, motivators, needs and values. Understanding these differences can help organizations plan better talent acquisition and retention strategies targeting specific generational preferences. This quantitative study investigated (a) whether or not there are significant differences in motivators among the four generations of engineers and scientists working in the United States for Halliburton, (b) whether or not there are generational differences in the preferences of ideal company values among the four generations of engineers and scientists working in the United States for Halliburton, and (c) participants’ perceptions of how Halliburton demonstrates those company values. The survey instrument used in the study contained 20 work motivator and 18 company value statements previously validated by Montana and Lenaghan (1999) as reported in the Journal of Career Planning and Employment, and by Leschinsky and Michael (2004) as reported in the Forest Products Journal. The 18 company value statements were used twice, once to measure perceptions of ideal company values and then a second time to measure how Halliburton demonstrates those values. The results of this study support previous research findings that there are significant differences among generations in their preferences of work motivators and company values. The differences noted between this study and previous research may be due to differing age groupings for the generations used in the studies, as well as the occupational differences of the populations sampled.
|Advisers||Cortlandt Cammann; John Whitlock|
|Subjects||Management; Organization theory; Organizational behavior|
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