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Factors influencing intergenerational learning: towards a framework for organizations to ensure successful learning in older employees
Donald, ROPES1 & Antonia YPSILANTI2
1Centre for Research in Intellectual Capital
Inholland University of Applied Sciences 2 Laboratory of Motor Control and Learning
Aristotle University of Thessaloniki
[email protected]@phed.auth.gr
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Outline
Introduction Intergenerational Learning
(IGL) Cohort Theory Psychosocial characteristics of
different generations Implications for organisations Program design (SILVER
project)
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Introduction
Problem Statement Ageing workforce = fewer new employees
= more older employees = need for efficient capitalization of total workforce.
BUT, older workers typically ignored = loss of org. capability
IGL might help this problem but we don’t know enough about it.
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Intergenerational Learning (IGL)
IGL can be considered as various types of interaction among and between different generations where one or both parties learn (Ropes, Forthcoming)
Characteristics of IGL in orgs: Informal, situated learning;
focused on metacompetences Knowledge and learning flows
both ways Can be implemented in order to
achieve specific outcomes such as…
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Benefits of IGL
Minimalizes gaps in employees, Ensures organizational renewal, Facilitates innovation and capacity for change, Builds social capital, Improves knowledge exchange, Facilitates innovation and problem solving, Thus IGL is a real panacea (or maybe not).
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The problem is…
Learning in orgs. is not ever easily organized But IGL is even more complex
Different generations = different motivations, different capabilities, different learning styles, etc.
Adverse organizational cultures Adverse organizational climates Adverse organizational structures Poor program design
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Psychosocial characteristics of different generations Fluid intelligence (FI)
The ability to think logically and to solve novel problems
Crystallized intelligence (CI) Reflects general knowledge or domain-specific
knowledge
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Age-related cognitive decline (Kanfer & Ackerman, 2004)
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Intelligence and Aging
The realization of a decline in FI may prone older workers to select jobs of set goals that optimize their existing abilities as a self-regulating mechanism (Kanfer & Ackerman, 2004).
Show preference for positions that place higher demands on CI (managerial, supervisory posistions)(Baltes & Baltes, 1990).
During adult development there is a reorganization of priorities that significantly affects work motivation.
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Work Motivation
Erickson’s theory of psychosocial development (1964)
Maslow’s hierarchy of needs (1943, 1954) “Generativity stage” (middle adulthood) Generativity motives:
life accomplishments and goals that are collaborative in nature and require cooperation rather that individual achievement and competition
Achievement motives: related to educational and occupational
goals
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Rewards
Intrinsic rewards: the satisfaction an individual receives during the
process of reaching a goal rather than the end means of an activity (Beswick, 1971).
tend to be more satisfying to the person in the long run
Extrinsic rewards the consequence of effort to reach a specific goal or
activity such as, pay and social status (Beswick, 1971). tend to be predefined or standardized are usually delivered in short time.
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Intergenerational effects
For younger workers, the level of effort is linearly and positively related to work performance and intrinsic and extrinsic rewards such as salary, recognition, promotion and self-fulfillment (Kanfer, 1987; Kanfer & Ackerman, 2004).
For older workers, particularly those that have reached the peak of their career, effort is not always stimulated by extrinsic rewards. In contrast, intrinsic rewards such as self-fulfillment and sense of achievement potentially play a major role in work performance.
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Intergenerational Effects
Generation X exhibits lower levels of work commitment compared to previous generations (Wey Smola & Sutton, 2002).
Baby boomers exhibit extreme loyalty to their employers while generation X shows little loyalty to their employer (Karp, Fuller, & Sirias, 2002).
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Overview
Possible indicators
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Consequences for organizations
A framework for organizations
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The SILVER project
International consortium working on developing tools to help promote IGL in organizations.
For more information contact [email protected]
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Thank you!
