William E. Knight

1. Generational Differences in Workplace Values Among Institutional Researchers: Implications for Improving the Profession William E. Knight

2. Background • understanding and improving the effectiveness of IR and its practitioners is becoming increasingly important for improving higher education • growing literature on improving the effectiveness or IR and its practitioners

3. Background • no previous research exists on generational differences among institutional researchers and their implications • Understanding the effects of generational differences in the workplace can improve productivity, innovation, retention, and satisfaction, and decrease misunderstandings.

4. Previous Research on Generations in the Workplace • Previous (non-IR) studies reveal significant differences in the perspectives of Boomers and Gen Xers. • Smola and Sutton (2002) found significant differences in workplace values among these two groups and concluded that concluded that work values are “more influenced by generational experiences than by age and maturation.”

5. Background for Generational Differences • Strauss and Howe (1991) • concluded that the history of our nation can be viewed as a succession of generational biographies • generations take on distinct personalities as a result of “social moments” • Zemke, Raines, and Filipczak’s (2000, extended these ideas into the workplace

6. Four Generational Profiles • Silent Generation (born 1925 to 1942) • Baby Boomers (born 1943 to 1960) • Generation X (born 1961 to 1981) • Millennials (born 1982 to 2000) • See pp. 5-7

7. Purpose of This Study • to examine generational differences in workplace values among institutional researchers

8. Population • all U.S. members of the AIR database as of August 30, 2009 • non-full-time IR practitioners removed • 54% response rate (n=1,005 after outliers removed) • similar profile to AIR database, Caucasians over-represented

9. Survey • age and additional item to establish generation • other demographics • 9 previously-developed workplace value scales (reliabilities in this study .76 to .94) • open-ended item • pilot test

10. Procedures • data screening • factor analysis suggested breaking 1 scale into 2 • ANOVAs and post hoc tests, overall and by sex, race, job category, and institutional type • themes from open-ended responses

11. Results • significant differences in the overall sample in 3 of 10 scales: • Boomers and Millennials valued security more than members of the Silent Generation • Members of the Silent Generation valued authority more than Boomers or Gen Xers. • Boomers valued prestige more than Gen Xers. • low effect sizes (.01)

12. Results • multiple significant differences by sex race, job category, institutional type groups

13. Themes from Open-Ended Responses • Work Ethic • Schedules • Structure in the Workplace • Recognition for Accomplishments • Work-Life Balance

14. Conclusions • did not find the same difference in Desirability of Work Outcomes asSmola and Sutton (2002); no other comparisons for generational differences in workplace values • we know that other factors affect IRs feelings about their jobs (Knight, 2010; Knight & Leimer, 2010)

15. Limitations • no access to IRs outside of AIR member database, which under-represents 2-year and small private colleges • Caucasians over-represented • small effect sizes (but very rich open-ended responses) • concern over stereotyping • mixed reactions from participants, including “I think the generational differences are a crock”

16. Implications for Research • focus groups would add depth and nuance • don’t know what to make of sex, race, job category, institutional type differences since we need to know more in general about how these differences affect the job experiences of IRs

17. Implications for Practice • Silent Generation • use trainers who speak the language of members of the Silent Generation or taking a “train the trainer” approach • communicating in person and with handwritten notes, not by email • recognizing with plaques, photos, and other traditional rewards

18. Implications for Practice • Boomers • motivating messages are “we value you,” “we need you,” “you are worthy,” and “your contributions are unique and important’ • stressing the opportunity to really make a difference • teach organizational politics when they are in a new job • including lots of professional development opportunities • motivating by using the personal touch, giving them perks, and involving them in decision making

19. Implications for Practice • Gen Xers • give them lots of stimulation and lots of work that they can juggle • let Xers figure out things for themselves rather than forcing them to participate in training • encourage fun at work • provide flex time • give them access to the latest technology • shield them from organizational politics

20. Implications for Practice • Millennials • have them work in teams with other bright, creative people • give them the message that “you can be a hero here; you can make a big difference here” • throw away all of your perceived notions about gender roles

21. How Members of Different Generations See The World (Zemke, Raines, and Filipczak, 2000, p. 155

22. Implications for Practice • Managing Millennials • “create an environment on the job that is fast-paced, engaging, and enjoyable” • provide fulfilling work and challenging assignments • build individual relationships • recognize individual accomplishment • provide frequent and plentiful of feedback

23. Implications for Practice • Managing Millennials • “The goals must be clear and the importance of the project to the future of the organization must be highlighted.” • provide continual learning and development opportunities • “. . . dangling a change in front of your younger employees is a very effective way to motivate them.” • expect to have the latest technology at their fingertips • Millennials expect to be compensated for their talents and contributions not the amount of time they have put in.

24. Implications for Practice • Managing Millennials • Millennials saw their parents’ expectations of lifetime employment with one company shattered; consequently they have decided that there is no reward for loyalty to their organization. They expect that their skills will carry them far and they will seek other employment if they perceive that this is not the case.

25. Final Thoughts • Not only will Millennials have our jobs in the future, they are funding our retirement. • So, what do you think? • Thanks for listening (Bill, Gen Xer)