Fluent Essays

After reading the material in the textbook on the five generations in today’s workforce; 1.Determine which generation you most identify with and state your reasons. What has been your experience (e.g., advantages, challenges, and differences in point of view or approaching a task) in working with members of the other generations identified in the textbook? This experience can be professional, personal, or academic. 2.What steps could an organizational leader take to integrate a multigenerational, diverse workforce into the corporate culture? 3.Discuss three best practices to enhance the employee stakeholder experience. Use citations and references in APA style to support your response. 424 O P E N I N G CA S E Two Profi les Profi le of the New (Younger) Workforce “Stand back all bosses! A new breed of American worker is about to attack everything you hold sacred: from giving orders, to your starched white shirt and tie. They are called, among other things, ‘Millennials.’ There are about 80 million of them, born between 1980 and 1995 [others say between 1982 and 2003], and they’re rapidly taking over from the Baby Boomers who are now pushing 60.”1 “We are beginning to see in- creasingly younger people come in and ask long-term questions; fi ve years down the road, where can I grow in this company? This was not necessarily the case with Gen X [people born between 1964 and 1981]. There is also a greater emphasis on bonding within an institu- tion. Some companies are actually having camps and retreats where 7.6 Whistle- Blowing versus Or gan i za tion al Loyalty Chapter Summary Questions Exercises Real- Time Ethical Dilemma Cases 19. Preemployment Screening and Facebook: Ethical Considerations 20. Women on Wall Street: Fighting for Equality in a Male- Dominated Industry Notes 7.1 Employee Stakeholders in the Changing Workforce Ethical Insight 7.1 Point/CounterPoint 7.2 The Changing Social Contract between Corporations and Employees 7.3 Employee and Employer Rights and Responsibilities Ethical Insight 7.2 7.4 Discrimination, Equal Employment Opportunity, and Affi rmative Action Ethical Insight 7.3 7.5 Sexual Harassment in the Workplace 7 E M P L O Y E E S TA K E H O L D E R S A N D T H E C O R P O R AT I O N Co py ri gh t © 2 01 4. B er re tt -K oe hl er P ub li sh er s. A ll r ig ht s re se rv ed . Ma y no t be r ep ro du ce d in a ny f or m wi th ou t pe rm is si on f ro m th e pu bl is he r, e xc ep t fa ir u se s pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw . EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 8/3/2020 11:48 AM via SOUTHERN NEW HAMPSHIRE UNIV AN: 667095 ; Weiss, Joseph W..; Business Ethics : A Stakeholder and Issues Management Approach Account: shapiro 7 Employee Stakeholders and the Corporation 425 they immerse people into living with one another 24/7 (like Accenture), learning the lore of the company. This would not have gone well with Gen X. This would have caused a riot with the Boomers, and Gen X sim- ply wouldn’t have been interested. . . . Employers hate the parental pres- ence, but it is now extending into the workforce. . . . Excessive parental involvement was originally the single biggest complaint among teachers several years ago, then it predictably moved into colleges, and now it is becoming a pervasive issue in HR [human resource] departments with parents doing everything from helping fi ll out applications to actually com- ing to their children’s interviews. . . . Many employers are working with this trend . . . employers are now working on co- marketing to parents.”2 Second Profi le of the New (Older) Workforce “Shirley Serey is the community college student of the future: 59 years old, MBA, corporate manager, breast cancer survivor— and new teacher of special education, helping fourth and fi fth graders with disabilities learn to read. . . . Serey is at the leading edge of tens of millions of Baby Boomers who are beginning to shift into a new phase of life and work. As many as four out of fi ve people in their 50s and 60s say they expect to continue to work, some because they have to for fi nancial reasons, but many more because they want to, for the social connections, intel- lectual engagement, and fulfi llment of making a difference. Neither old nor young, many are seeking ‘encore careers’ that combine a renewed commitment with continued income and increased fl exibility. . . . Shirley Serey is typical of the target market for such encore colleges. Her story weaves several themes common to boomers managing transitions to this new stage of life— the need for fl exibility, the unexpected obstacles in the search for meaning, an impulse to give something back, to help other people, and to make a direct and noticeable impact.”3 Employers and employees are experiencing a different mix of values, styles, and dilemmas in the changing workplace, as the above scenarios indicate. A review of workforce trends also indicates signifi cant changes at the societal level, for example, “the Department of Labor must work with a wide spectrum of job seekers, including those with special needs such as the disadvantaged, people with disabilities, veterans, disad- vantaged youth, and those who have lost their jobs due to foreign com- petition. Addressing the job seekers’ needs is further complicated by the dynamics of the changing workplace. New technologies, increased competition, and changing labor markets have prompted employers to downsize, change employment patterns, and seek alternative labor sources such as qualifi ed foreign workers.”4 A 2011 policy summit on America’s “workforce mosaic” revealed that “America’s workforce is currently being shaped by three converging trends: rapid growth in the non- white population, baby boomers who are staying in the workforce Co py ri gh t © 2 01 4. B er re tt -K oe hl er P ub li sh er s. A ll r ig ht s re se rv ed . Ma y no t be r ep ro du ce d in a ny f or m wi th ou t pe rm is si on f ro m th e pu bl is he r, e xc ep t fa ir u se s pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw . EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 8/3/2020 11:48 AM via SOUTHERN NEW HAMPSHIRE UNIV AN: 667095 ; Weiss, Joseph W..; Business Ethics : A Stakeholder and Issues Management Approach Account: shapiro 426 Business Ethics longer, and veterans returning from the ongoing wars in Iraq and Af- ghan i stan.” UNC research shows that “79 million baby boomers will exit the U.S. workforce over the next 20 years.” This graying workforce will result in some signifi cant losses of experienced and top- level employ- ees of large companies and a potential shortage of American workers.5 This chapter addresses the following questions: What is different about today’s workforce, and how does this affect the corporation’s ethical responsibilities? What, if anything, binds employees to their companies these days? What is the changing nature of the employer– employee social and psychological contract? How has this contract changed historically? What are the boundaries of employee loyalty? When do employees have the right or obligation to “blow the whistle” on a company? A number of issues that employees and employers face are also presented, such as dating in the workplace, same- sex marriage rights, types of discrimination, drug testing, Internet use, privacy, and sexual harassment. The rights and responsibilities of both employers and em- ployees are discussed with the aim of offering perspectives on what stakeholders can expect and how ethical dilemmas can be prevented and solved, beginning with an awareness of these issues. Creating a legal and ethical working environment where mutual respect and con- cern create conditions for productivity and human development is a worthy goal. 7.1 Employee Stakeholders in the Changing Workforce The forces of globalization, deregulation, shareholder activism, and informa- tion technology continue to infl uence business practices and pro cesses, as discussed in the previous chapters. Industries and companies are downsizing, restructuring, merging, and reinventing their businesses. Mid- level manage- ment layers are being pressured, many diminishing. Functions are being out- sourced, off shored, eliminated, and replaced by online automation, cheaper international labor, and networked infrastructures. Knowledge workers with technological and people skills must manage pro cesses and themselves in cyber- space with speed, effi ciency, and accuracy. Within the context of the “digital economy,” the following changes with employees and professional stakeholders continue to occur:6 • An increasing shift to knowledge work, which increases the potential for satisfying work but heightens stress. • The concept of “a job and career for life” is dead or dying. An employee holds nine jobs by the age of 30. Professionals are changing careers fi ve to eight times on average during their working lives. Compensation, income, and the social distribution of benefi ts, including health care, are pressured by changing national and global economic conditions. Decreases Co py ri gh t © 2 01 4. B er re tt -K oe hl er P ub li sh er s. A ll r ig ht s re se rv ed . Ma y no t be r ep ro du ce d in a ny f or m wi th ou t pe rm is si on f ro m th e pu bl is he r, e xc ep t fa ir u se s pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw . EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 8/3/2020 11:48 AM via SOUTHERN NEW HAMPSHIRE UNIV AN: 667095 ; Weiss, Joseph W..; Business Ethics : A Stakeholder and Issues Management Approach Account: shapiro 7 Employee Stakeholders and the Corporation 427 in income are occurring among middle- and low- level professionals, and the gap between upper- and mid- to- low- level income holders is widening. • Quality of work life is not inherent or guaranteed in the workplace. In one worst- case scenario, Thomas Malone of MIT stated that all work relationships could possibly be mediated by the market, with every employee functioning as a company in shifting alliances and ventures.7 Change in the workforce and workplace presents ethical tensions and issues that are addressed in this chapter. The Aging Workforce According to the Bureau of Labor Statistics, “the baby- boom generation moves entirely into the 55- years- and- older age group by 2020, increasing that age group’s share of the labor force from 19.5 percent in 2010 to 25.2 percent in 2020. The ‘prime- age’ working group (ages 25 to 54) is projected to drop to 63.7 percent of the 2020 labor force.”8 In 2001, for the fi rst time, the num- ber of workers aged 40 and older surpassed the number of those younger than 40. At the same time, those aged 16 to 24— the “Baby Busters” (who were born after the Boomers)— made up 16% of the workforce, a proportion that continues to decrease. The se niors, older than age 55, represented about 13% of the workforce. Se niors are now projected to represent 25.2% of the 2020 workforce, with the “Baby Busters” representing only 11.2% in 2020. “Over the 2010– 2020 de cade, 54.8 million total job openings are expected. While growth will lead to many openings, more then half— 61.6 percent— will come from the need to replace workers who retire or otherwise permanently leave an occupation.” Japan was the fi rst nation ever with a population in which the average age is 40. By 2020, 6 out of 10 Japa nese workers will be retired.9 Combined with generational diff erences, age diff erences can aggravate values and work ethic clashes as this chapter’s Real- Time Dilemma exemplifi es. Does age play a role in that dilemma? One result of the population growth slowdown is that the number of managerial leadership positions will outstrip available talent. “While the im- pact will vary in diff erent countries, the aging workforce coupled with declin- ing birth rates in some countries will result in a shrinking talent pool that will require organizations to review and modify their human resource policies to adjust to the changing environment.”10 Older workers will be needed for their skills and experience, and also because of the shortage of younger workers to replace them.11 Generational Differences in the Workplace As this chapter’s opening case suggests, generational diff erences off er chal- lenges to coworkers and managers. Generational analysis looks at diff erences among worldviews, attitudes, and values of generations of Americans. Large diff erences in the generations from World War II to the present in the U.S. population have had a substantial infl uence on government, corporate, and Co py ri gh t © 2 01 4. B er re tt -K oe hl er P ub li sh er s. A ll r ig ht s re se rv ed . Ma y no t be r ep ro du ce d in a ny f or m wi th ou t pe rm is si on f ro m th e pu bl is he r, e xc ep t fa ir u se s pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw . EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 8/3/2020 11:48 AM via SOUTHERN NEW HAMPSHIRE UNIV AN: 667095 ; Weiss, Joseph W..; Business Ethics : A Stakeholder and Issues Management Approach Account: shapiro 428 Business Ethics workplace policies. This information, although subjective, is used to develop workplace strategies and to evaluate ethical principles and beliefs of diff erent groups in the workforce.12 The following brief summary of fi ve generations’ dominant value orientations highlights some of these diff erences. As you read the descriptions of generational profi les, turn again to this chapter’s Real- Time Dilemma to help explain possible sources of the confl ict and potential or gan i za tion al issues and dilemmas that are about to erupt. • GI Generation (born 1901– 1925). This generation survived the Great Depres- sion and served in World War II. Members of this generation are churchgo- ers and belong to clubs and professional organizations. They express rugged individualism but are members of many groups. They tend to believe in upward mobility, civic virtue, and the American Dream. • Silent Generation (born 1926– 1945). This generation was too young to fi ght in World War II. They were infl uenced by the patriotism and self- sacrifi ce of the GI generation, from whom they did not wish to diff erentiate them- selves. Their dominant principles are allegiance to law and order, patriotism, and faith. The Silent Generation likes memorabilia such as plaques, trophies, and pictures of themselves with important people. Most members are already in some form of retirement (i.e., fully retired or working part time, occa- sionally or seasonally to bring in some additional income).13 If nothing else, the title promised a look at an era long gone: the 1950s; that is, the object of knowing derision today buried in clichés about a time when America was the land of happy automatons— a people unthinking, accepting, and re- pressed. The 1950s were characterized by serious, non- revolutionaries, and jobs- and marriage- focused young, in stark contrast to the more colorful de cades to come— years of riots, bomb- throwing, seizure of the universi- ties and the reign of the Weathermen.14 This generation is characterized by “giving back and contributing to the collective good.”15 • Baby Boomers (born 1945– 1964). This is currently the most powerful demo- graphic generation, with approximately 77 million members. They have led and set trends in society. They distinguish themselves from the former generations by assuming debt. Their “buy now, pay later” belief characterizes their instant gratifi cation practices. They can be moralistic, but they ques- tion authority and the moral and ethical principles of institutions. They do not “ join” or sacrifi ce personal plea sure for the good of the group or collec- tive. They mix and match religious traditions and avoid the dogma and teachings of single religions. Baby boomers value health and wellness, per- sonal growth, involvement, public recognition, status symbols, fi rst- class travel upgrades, visible roles such as speaking at an industry trade show, and any type of resort or retreat. As employees, they are “process- oriented and relationship- focused.”16 Baby Boomers (who represented 44% of the working population in 2012) have the lowest level of engagement, and they have the highest level of active disengagement— nearly one in four are actively disengaged. Because this generation makes up such a large part of the working population, and many may be in the workforce long past Co py ri gh t © 2 01 4. B er re tt -K oe hl er P ub li sh er s. A ll r ig ht s re se rv ed . Ma y no t be r ep ro du ce d in a ny f or m wi th ou t pe rm is si on f ro m th e pu bl is he r, e xc ep t fa ir u se s pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw . EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 8/3/2020 11:48 AM via SOUTHERN NEW HAMPSHIRE UNIV AN: 667095 ; Weiss, Joseph W..; Business Ethics : A Stakeholder and Issues Management Approach Account: shapiro 7 Employee Stakeholders and the Corporation 429 the traditional retirement age, a targeted eff ort to raise these workers’ en- gagement levels could have important ramifi cations for companies and the overall U.S. economy.17 More so than other generations, Baby Boom- ers respond to managers who make an extra eff ort to show that they care. Managers should keep this in mind during day- to- day interactions and fi nd ways to communicate interest in these employees by inquiring about their work and other important aspects of their lives.18 • Generation X (born 1965– 1981). Known as the “Baby Busters,” this genera- tion has 41 million members. Sandwiched between the two larger genera- tions, they feel demographically overlooked. They came from a time of high national debt and bleak job markets, and were labeled as the “McJob” generation— a phrase referring to holders of low- and entry- level jobs. This generation generally believes that they will get less materially than the boomers. Insecurity is a dominant theme for X-ers, who value close friends and virtual families more than material success. They, like the boomers, are also suspicious of institutions. They experience their journey through life as one that changes rapidly and continuously. • Generation Y (born 1982– 2003). The millennial generation (or “Echo Boomers”) numbers about 80 million. They spend $170 billion a year of their parents’ and their own money and comprise one- third of the U.S. population. They have grown up with tele vi sion, computers, instant mes- saging, and new technologies, just as the Boomers grew up with the tele- phone. Y-ers don’t want to be associated with X-ers, whom they believe are selfi sh and complaining and the least heroic generation— a bunch of “slackers.” Y-ers started growing up with a strong job market. They are ambitious, motivated, extremely impatient and demanding, and have a sense of entitlement. This group is also extremely practical. They welcome clear rules and guidelines, and display high levels of trust and optimism. They are keenly aware of current events and are sensitive to their surroundings. They defi ne success in terms of team rather than individual achievement.19 Millennials place a high priority on workplace culture and desire a work environment that emphasizes teamwork and a sense of community. They also value trans- parency (especially as it relates to decisions about their careers, compensa- tion and rewards). They want to provide input on their work assignments and want and need the support of their supervisors. Millennials also are particularly attuned to the world around them, and many want the chance to explore overseas positions. All of the above statements also are true of non- Millennials, yet not to the same degree as the Millennial generation. With regard to ethics, members of this generation observe fewer boundar- ies than previous generations; are more fl exible about when and where to apply boundaries; are more open, transparent, fl exible; are more likely to discuss work activity with private and public people; are more likely to en- gage in and tolerate behavior that is unacceptable; are a more at- risk gen- eration than the others, and, therefore, are more likely to observe misconduct and experience retaliation after reporting it; are more likely than older Co py ri gh t © 2 01 4. B er re tt -K oe hl er P ub li sh er s. A ll r ig ht s re se rv ed . Ma y no t be r ep ro du ce d in a ny f or m wi th ou t pe rm is si on f ro m th e pu bl is he r, e xc ep t fa ir u se s pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw . EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 8/3/2020 11:48 AM via SOUTHERN NEW HAMPSHIRE UNIV AN: 667095 ; Weiss, Joseph W..; Business Ethics : A Stakeholder and Issues Management Approach Account: shapiro 430 Business Ethics generations to use ethics and compliance offi cers; and are more likely to respond to ethics and compliance programs that include social interaction and support (training, advice, helplines).20 Generation Y is more positive than other employee groups and is more likely to agree that “se nior management communicates a clear vision of the future direction of my or ga ni za tion.” They: • have more favorable views on workplace issues, from work– life balance to per for mance reviews, to having access to their immediate supervisor. • value teamwork and fairness and are more critical than other age groups on issues of fairness and cooperation. • want to be challenged at work. • are motivated less by money and more by opportunities to advance and have a life outside of the offi ce. • are concerned about tuition reimbursement and fl exible spending accounts for dependent care. Over half of Generation Y-ers would leave their or ga ni za tion to work for an or ga ni za tion that off ered better benefi ts.21 At this point in their ca- reers, Millennials are generally more upbeat about all aspects of engagement than are Baby Boomers or Generation X members, but Millennials are par- ticularly more positive about growth and development opportunities. De- spite their higher engagement levels, Millennials are the most likely of all generations to say they will leave their company in the next 12 months if the job market improves. More than one in four of these young workers strongly agreed with this statement when asked in 2012.22 From a manager’s perspective, Generation Y employees require “super- high maintenance,” since they are “on fast- forward with self- esteem.” They often expect offi ce cultures to adapt to them. With these attitudes, they generally require coaching, rigorous feedback, and smaller and more realistic goal setting, with deadlines and increasing responsibility. From the employer’s perspective, integrating individual and group diff er- ences in the workforce requires, as mentioned earlier, leadership, planning, new policies, and training. In larger, more complex organizations, providing education and training to integrate the workforce is a necessity.23 With which of these values do you identify? What other values that are not listed here mo- tivate you? Underlying individual values combined with other background factors infl uence perceptions, beliefs, behaviors, and ethical decisions. Steps for Integrating a Multigenerational Workforce Generational diff erences may be only one among several issues that cause confl ict and ethical dilemmas in the workplace. Using communication skills and emotional intelligence (managing self, others, and relationships with awareness and sensitivity) are important. Here are steps that employers can use to help diagnose, prevent, and resolve misunderstood generational diff er- Co py ri gh t © 2 01 4. B er re tt -K oe hl er P ub li sh er s. A ll r ig ht s re se rv ed . Ma y no t be r ep ro du ce d in a ny f or m wi th ou t pe rm is si on f ro m th e pu bl is he r, e xc ep t fa ir u se s pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw . EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 8/3/2020 11:48 AM via SOUTHERN NEW HAMPSHIRE UNIV AN: 667095 ; Weiss, Joseph W..; Business Ethics : A Stakeholder and Issues Management Approach Account: shapiro 7 Employee Stakeholders and the Corporation 431 ences. If you are not a boss, team leader, or supervisor, read these steps as if you were one. Taking this perspective can help you see the larger picture outside of a par tic u lar generational lens.24 Identify the Problem Areas Where do I see the problems? Where do I expect to see the problems? Is there resentment about special treatment to se nior or younger members in the workplace? Are the problems between individuals or groups from diff erent generations? What are the sources of the problems: value diff erences, rewards, motivation, work methods, other? Get To Know the Individuals Inside Their Roles and Positions For Millennials and Gen X-ers, as well as members of other generations, it is important to arrange for conversations to discuss broader topics and subjects that are important to them. Do not wait for employees to come to you; it is important to plan, arrange, and invite individuals to conversations where needs and perceptions can be shared in nonthreatening ways. Being able to listen to the other’s views, opinions, and perceived or experienced issues will help you understand the person and his or her issues. These are necessary fi rst steps that lead to problem resolution. Understand and Anticipate Expectations of Different Generations “One size (of leadership or management) does not fi t all.” Although indi- viduals must be recognized and treated as the unique individuals they are, it is also important for managers to seek balance between the employee and the company. Knowing generational members’ expectations is important in negotiating this balance between responsibilities and obligations. “This can be achieved when a company (1) does not ask too much of its employees and (2) knows what it’s willing to give employees before they’ve been given too much.”25 Develop a Personal Growth and Development Plan for Each Employee Millennials and Gen X-ers value and enjoy learning and benefi t from their work when they are engaged. Assisting them to develop specifi c future goals and marketable skills is motivational and will focus their high work ethic and energy toward positive eff ort and outcomes. Engage and Communicate Younger entrants into the workforce are accustomed to being engaged, not mandated or reprimanded in an authoritarian way. Seek their input and advice. Confl icts between Gen X-ers and Millennials often occur when the former try to take charge over the latter. Neither likes to be told unilaterally what to do. If reprimands or criticisms are necessary, these can best be communicated one on one, as soon as a wrong action is done, and as objectively as possible. Reverse mentoring and mutual mentoring are two newer ways that Gen X-ers and previous generational types can learn from younger professionals. These more recent forms of mentoring can be eff ective ways of sharing and Co py ri gh t © 2 01 4. B er re tt -K oe hl er P ub li sh er s. A ll r ig ht s re se rv ed . Ma y no t be r ep ro du ce d in a ny f or m wi th ou t pe rm is si on f ro m th e pu bl is he r, e xc ep t fa ir u se s pe rm it te d un de r U. S. o r ap pl ic ab le c op yr ig ht l aw . EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 8/3/2020 11:48 AM via SOUTHERN NEW HAMPSHIRE UNIV AN: 667095 ; Weiss, Joseph W..; Business Ethics : A Stakeholder and Issues Management Approach Account: shapiro 432 Business Ethics learning diff erent professional values and work ethics. Generation X, Millen- nials, and Baby Boomers are all most engaged when they have the opportunity to do what they do best every day. Engagement for Millennials, Generation X, and Baby Boomers is connected to having a strong sense of what their or ga ni- za tion stands for. Find ways to help these employees verbalize and internalize what the company’s mission and purpose means to them.26 Be a Leader, Not a Friend Gen X-ers and Millennials are looking for role models in organizations, not buddies in a boss. Both generational members want to be led, since they gen- erally have friends. This does not mean that they want to be led by authori- tarian or unreasonable leaders. Character counts. Gen X-ers and Millennials move toward bosses who have strong character. They know when they see strong character. For eff ective managers, character means, “Do what you say and say what you do” in a reliable, trustworthy way and “Do the right thing”— although it may not always be comfortable. Ethical Insight 7.1 Bridging Diversity Gaps in the Workplace Do Companies Use Mentoring Programs and Why Are They Signifi cant? • 71% of Fortune 500 companies and 76% of Fortune’s top 25 companies operate a mentoring program. • Promotion: 75% of executives point to mentoring as playing a key role in their careers; and 44% of …