1.0 INTRODUCTION

Under the Malaysian Employment Act 1955, the legalized age of employees that are allowed to be hired by the employer ranges from age 16 to age 55 which is the retirement age for private sector, or age 58 for public sector. Employees below age 16 are only allowed to work under certain range of working hours. Based on Ministry of Human Resource Malaysia statistic as illustrated in Appendix A, there are a total of 385,320 registered labors that includes active and new registrants. Baby Boomers with age range 45 – 65 stands at 1.8% from the total registered labor; Generation X with age range 30 – 44 fair at 11.8%; and Generation Y with age range 10 – 29 constitutes 87.1%. These statistic shows that labor market are mostly dominated by Generation Y but this does not means that most of the company have more Generation Y workers compared to other generations. Each of the company has different ratio of generation workers with three generational groups represented.

As generation age, the older generation is replaced by younger generation which is of different characteristic, attitude and values [ (Roberts & Manolis, 2000) ]. When this transition happens, characteristic, attitude and values of the older generation will influence the younger generation however, there exist some similarities between these generations. However, this transition has inadvertently created a clash, in fact, only clash of perceived behavior and not the actual behavior of the different generations [ (Sirias, Karp, & Brotherton, 2007) ]. The organization needs to understand the gap between the generation and work on how to minimize the gap in order for the organization to remain competitive in the global economy.

2.0 CHARACTERISTIC OF EACH GENERATION

Baby boomers generally born in between year 1945 to 1964 that is of age 45 to 65 currently. Baby boomers grew up in exceptional economic growth in Malaysia during the great increase in birth rate in the years post World War II and declaration of Malaysia Independence in 1957. Baby boomers were raised to be independent and individualistic [ (Littrell, Jin Ma, & Halepete, 2005) ]. They are willing to work long hours to achieve goals (Cennamo & Gardner, 2008 & Sullivan, Forret, Carraher, & Maineiro, 2009). Baby boomers are not technological savvy [ (Yu & Miller, 2003) ]. They prefer face to face in terms of communication therefore, they build the better relationship within their subordinates. Some of the defining events they experienced growing up were the May 1969 incident, women’s liberation, and rock and roll. The impact from makes them more optimistic, idealistic and driven [ (Amy, 2007) ]. Baby boomers are preoccupied with money and material possession [ (Yrle, Hartman, & Payne, 2005) ]. Therefore, the Malaysia’s property and assets mostly belongs to this generation which is currently moving to the retirement age.

Generation X population was born between year 1965 to 1980 which are of age range 30 to 45 [ (Roberts & Manolis, 2000) ]. This generation is the most dominant employee group for majority of the organization. They grew up in financial, family and societal insecurity whereby they have gone through economy crisis in 1970s, high divorce rate and higher crime rate [ (Yrle, Hartman, & Payne, 2005) ]. As they gone through these incidents, they are more independent, self-motivated and self-sufficient [ (Yrle, Hartman, & Payne, 2005) ]. They are preoccupied with material possession as they inherit from the previous generation when the previous generation passes away [ (Cennamo & Gardner, 2008) ]. During this generation, they are exposed to excessive flow of information through television and internet [ (Bova & Kroth, 2001) ]. Generation Xers are typically more media savvy and consumer wise due to the availability of information [ (Sirias, Karp, & Brotherton, 2007) ]. In workplace, Generation X employees dislike hierarchy and believe in rewards that are based on merit [ (Sullivan, Forret, Carraher, & Maineiro, 2009) ]. Generation X prefers to work in an organization which they are able to communicate throughout the hierarchy freely so that they are able to voice out their opinion.

Generation Y were born between year 1981 to 2002 which currently are in the age range of 10 – 29 [ (Cennamo & Gardner, 2008) ]. This generation is the most technological savvy because of the availability of technology ever since they are in their childhood [ (Sullivan, Forret, Carraher, & Maineiro, 2009) ]. Mobile phone has become a need in this generation compared to the previous generation. The usage of internet for communication is common through internet, instant messaging and social network. Therefore, this generation lacks face to face communication as they rely more to fast paced technology [ (Sullivan, Forret, Carraher, & Maineiro, 2009) ]. Generation Y values work-life balance, lifestyles, career development and overseas travel more than other generation [ (Cennamo & Gardner, 2008) ]. Most of the Generation Y receives better education at least until Form 5 and are more articulate compared to the previous generations. [ (Yu & Miller, 2005) ]

3.0 PERCEPTION LAID & ACTUAL BEHAVIOR OF EACH GENERATION

What lies in the perception towards the behavior of each generation does not equal to the actual behavior that is shown by each generation. The management needs to know how does each generation sees the other generation and find a means to correct the perception laid and for them to understand each other better.

3.1 Baby Boomers

Baby boomers were seen to be working under the same company for a longer time period and many thinks that they are not ready for a change in environment once they found a comfort level [ (Yu & Miller, 2003) ]. In actual fact, baby boomers prefer a more stable job environment [ (Yu & Miller, 2005) ]. When Baby Boomers especially those with managerial position stays for a long period with the organization, the younger generation feels that they want to hold on to the position and not willing to give up the position to Generation X even when they reaches the retirement age. However, these Baby Boomers feels that they are capable to perform equally well as the Generation X except for some work which require physical capability therefore, they are not in a hurry for retirement [ (Appelbaum, Serena, & Shapiro, 2004) ]. Many feels that work is one of the most important part in a Baby Boomers life and Baby Boomer is perceived to have Work-to-Live culture however, the Baby Boomers believes that working hard in an important aspect of life in order to succeed in everything they do. Therefore, Baby Boomers usually follow the full procedure in work instead of taking short cut [ (Yu & Miller, 2005) ].

When the younger generation generates new idea and new way of management, Baby Boomers seems to be reluctant and this gives a perception to the younger generation that Baby Boomers are reluctant to change [ (Appelbaum, Serena, & Shapiro, 2005) ]. However, Baby Boomers feel that if training were provided, they are more than willing to learn new skills as they believe in lifelong learning [ (Appelbaum, Serena, & Shapiro, 2004) ]. Generation X feels that if the Baby Boomers are in the managerial role, they will automatically earn respect from their subordinate due to the position and authority. Baby Boomers do not believe in respect comes with position and authority. They believe that respect must be earned through work and relationship with the subordinates.

3.2 Generation X and Generation Y

Baby Boomers have different perception towards the Generation X and Y. Baby Boomers feel that Generation X and Y prefer job hop rather than stay put to one company [ (Yu & Miller, 2003) ]. Generally, Generation X and Y in Malaysia often job hop in an average of 3 years. Generation X and Y prefers job that can offer continuous learning and they are not willing to go through what their parents went through during economic crisis such as pay cut and work lay off [ (Sirias, Karp, & Brotherton, 2007) ]. Since Baby Boomers believes that working hard is one important element in life success, they feels that the younger generations are slackers, lazy and has no desire to work hard to obtain success since they gives lesser weight on work [ (Appelbaum, Serena, & Shapiro, 2005) ]. In actual fact, these younger generations believes that working hard makes a better person [ (Sullivan, Forret, Carraher, & Maineiro, 2009) ] and also believes in work life balance whereby they put equal emphasis on work as well as their life and family [ (Cennamo & Gardner, 2008) ]. While the younger generation has an equal work-life balance, they will try to achieve job satisfaction and basic needs at the same time whereby they will use the most effective method available as long as the work gets done [ (Amy, 2007) ].

Baby boomers may feel that the younger generations are eager to get promoted although the working tenure with the company is shorter and working experience is lesser [ (Sullivan, Forret, Carraher, & Maineiro, 2009) ]. They do not understand that the younger generations’ feels that promotion should be based on merit and not by working tenure or seniority [ (Yu & Miller, 2005) ]. Some of the Baby Boomers managers give more challenging task to younger generation because they feels that the younger generation are being motivated by challenges. However, the younger generations are motivated if there is space for personal growth [ (Yu & Miller, 2005) ].

4.0 SIMILARITIES AND DISTINCTION BETWEEN GENERATIONS

Despite all the perceptions laid on the generations, actual researches and analysis conducted by most researchers repel the notion of generation gap in working behaviours. In fact, all generations tend to display common traits rather than differences when it comes to working approaches and attitudes. It can be inferred that the perceived gaps are actually manipulations of social needs of the generations at that point in time rather than differing attitudes towards work culture. As have been explained earlier, Generation X and Generation Y were raised in environment where the economy and society were insecured. Therefore, these factors have been the driving force behind their current needs rather than their behaviours towards working environment. While Baby Boomers were oriented towards satisfying their needs specified in Maslow’s Hierarchy of Needs step by step, younger generations have been trying to fulfill physiological needs, safety needs, belongingness needs, esteem needs and self-actualization needs all in one step to minimise exposure to insecurities that plagued their early life (Sirias, Karp, & Brotherton, 2007 & Yu & Miller, 2005).

Despite urges to satisfy these needs, younger generations are no different than Baby Boomers when it comes to attitudes and behaviours related to working. They tend to work hard and devote their efforts and time to their works contrary to the common perceptions (Sullivan, Forret, Carraher, & Maineiro, 2009; Appelbaum, Serena, & Shapiro, 2004 & Appelbaum, Serena, & Shapiro, 2005). Likewise, all generations exhibit high desire for challenges in job and are motivated by personality and career growth other than the common monetary rewards (Sullivan, Forret, Carraher, & Maineiro, 2009). Driven by challenges and growth opportunities, all generations are found to be willing to sacrifice their own pursuits for the common goal of the team.

In terms of rewards, these generations viewed social rewards like recognition as equal in importance as job promotion and job involvement in an important task. Though surprising as common accepted, prestige and power associated with works are perceived to be less important even to Baby Boomers when they are thought to be power and prestige conscious as compared to other generations(Appelbaum, Serena, & Shapiro, 2004; Cennamo & Gardner, 2008 & Yu & Miller, 2003;). More, it was also found that all three generations in the workforce tend to exhibit more individualism behaviour than collectivism when they works (Appelbaum, Serena, & Shapiro, 2004 & Yu & Miller, 2003).

Researchers have found one distinct behaviour between generations, that is, Baby Boomers desire to have chances to manipulate their abilites while Generation X and Generation Y agressively want opportunities to further their careers (Appelbaum, Serena, & Shapiro, 2005). This means that Boomers want to have chances to use their abilities gained throughout their career either to train new employees or manipulate them in their works. Where as, Generation X and Generation Y tend to scout for opportunities or training which will enhance their marketability in later stages. It must be noted that these similarities and distinctions are confined to work and therefore, the same similarities and distinctions may not be applicable in other area.

5.0 RECOMMENDATIONS

It should be lucid by now that generation differences are not significant factors that will eventually affects the dynamics of the organisation but rather, individual and social needs play a more important role that managers should be attentive to. This is further fuelled by the rapid influx of information enabled by globalisation which effective alter the perceptions and demands of the people. If this similarities and distinctions can be manipulated well in the workforce, then it is possible that it will make the workforce more synergistic and dynamic (Appelbaum, Serena, & Shapiro, 2005). In order to achieve this, adjustments would have to be made to the traditional approaches of the working environment.

5.1 Leadership

As generations have become better informed and more independent, the traditional approach of directive leadership would no longer be attractive. Instead, supportive leadership or relationship-oriented style of leadership would be more appropriate (Sullivan, Forret, Carraher, & Maineiro, 2009; Yu & Miller, 2005 & Bova & Kroth, 2001). Supportive leadership which stressed on employees’ well-being and fulfilling personal needs allows employees to have more autonomy in charting tasks and jobs according to their aspirations while at the same time being constantly guided towards the organization’s goal. Fuelled by the liberation of information, the current workforce is generally well aware of the current needs of the organisations as well as the demands required from them. Therefore, directive leadership may not be necessary as they workforce requires little directions but ample guidance from their superiors.

5.2 Mentoring System

Researchers have also found that the supervisor-trainee approach of guidance in most organisations is less effective as compared to the more informal system of guidance of mentoring system (Appelbaum, Serena, & Shapiro, 2004; Appelbaum, Serena, & Shapiro, 2005 & Bova & Kroth, 2001). In mentoring system, the relationship between mentor and mentee which eliminates status in the relationship allows ease of transfer of knowledge and development of abilities. This mentoring system also tends to negate the only distinction between Baby Boomers and younger generation in which, Baby Boomers will be able realize the full potential of their accumulated abilities while younger generation will be able to gain knowledge and develop expertise in their respective fields. This will enable younger employees to take on heavier responsibility tasks while being supported by experienced and competent people.

5.3 Team Building & Teamwork

The current paradigm of team building and teamwork will also need to be altered. The current notion of team building and teamwork where team members are to forego their individual values and embrace a normative concept built around the leader is outdated and being viewed as curtailing the diversity of ideas and values of members (Sirias, Karp, & Brotherton, 2007). The new concept of team building and teamwork should instead integrate members into a highly differentiated team rather than absorb them into the team and eventually alter their personal values and instill in them the values held by the team.. In this, each individual team member will be able to make contribution to the group from their individual strength rather than forcing them to adopt a common view and stance. More, ideas generated will be diversed and dynamic allowing the group to have multiple approaches towards problem resolution.

5.4 Job Redesign

Organisations also need to redesign jobs in accordance to individual basis than assigning jobs at a group level. Though it has have been shown generation differences did not in anyway affects the performance of the individuals, however, jobs assignment must be made in accordance to the physical fitness and development needs of the individuals (Yu & Miller, 2003; Appelbaum, Serena, & Shapiro, 2004; Appelbaum, Serena, & Shapiro, 2005 & Bova & Kroth, 2001). The aging Baby Boomers may exhibit a decline in their sensory processes and therefore jobs assigned to them should exempt them from manipulating their sensory processes streneously. At the other end of the spectrum, younger generations generally value diversities and challenges in jobs. Job rotation, job enlargement and job enrichment will probably keep them motivated in performing tasks. The essence of job redesign is therefore tailoring jobs to the needs of employees rather than pushing the employees to perform tasks which they considered will act against their perceived values and physical fitness.

5.5 Rewards Scheme

The common extrinsic rewards system in terms of job promotion and monetary rewards is no longer sufficient as the prime motivator for work performance. Instead, instrinsic rewards should also be incorporated in the rewards system alongside with monetary rewards (Sullivan, Forret, Carraher, & Maineiro, 2009; Appelbaum, Serena, & Shapiro, 2004; Appelbaum, Serena, & Shapiro, 2005 & Cennamo & Gardner, 2008). These intrinsic factors which include social recognition for the employees’ performance or even sabbaticals or additional paid leave hold similar importance as extrinsic rewards and can serve as another form of motivation reward factor if implemented successfully. However, it must not be construed that the presence of one form of reward will sufficiently phase out the other form of reward. In essence, each form of reward will complement the other as the motivational factor for employees and should not be replaced or phased out.

5.6 Learning & Training

While it has been perceived that formal training procedures which provide step by step, structured ways of learning is the common and best way to learn, researchers have found that the opposite actually works best for all generations. This is mainly because the current workforce believes that learning should be self-directed and actuated. More, it is also observed that the workforce emphasizes the needs of getting the job in time done rather than stressing on the needs to follow standard procedures associated with the job (Appelbaum, Serena, & Shapiro, 2004; Appelbaum, Serena, & Shapiro, 2005 & Bova & Kroth, 2001). This is especially true where unusual and unconventional methods have gave birth to many breakthrough innovations which eventually changed the world. The same is applied in training and learning. Hands-on training where learners can physically experience for themselves and role play into the situation actually enables them to learn faster and effectively. Also, visual effects of the training also tend to effectively stimulate the learning behaviours enabling learners to build memory effectively. Continuous feedback whether positive and negative will further reinforce materials learned.

5.7 Career Development

Organisations need to make sure that they have systematic ways and development tools that will enable employees to develop their abilities, skills and eventually realize their full potential. As have been detailed, all generations exhibit high value for personal development and advancement and inevitably, career development should be a prime concern for organisations to ingrain development tools into the organisation. While it can be argued that Baby Boomers may be moving towards their retirement, it is illogical to apply this argument to deter them from achieving their full potentials. Development tools which include training, job involvement and realistic exposure will be useful to encourage employees to develop skills and abilities (Appelbaum, Serena, & Shapiro, 2005 & Bova & Kroth, 2001). By the same development, organisations can also expect marked improvement of the employees’ improvement provided that these employees are motivated towards the organisational goals.

6.0 CONCLUSION It is commonly perceived that generation differences will inevitably generate tension in working environment but the claim of generation differences itself is unfounded. In fact, it has been shown that generations tend to display similar behaviours and attitudes towards works than stark differences. However, the perceived differences are actually social needs of the people in general that have been evolving along with time, thus creating new individual demands and aspirations. As such, the traditional approaches to retain employees and motivate them into higher performance may not be sufficient anymore.

In Malaysia, this issue tends to be more complicated due to the multi-ethnicity backdrop of this nation. This is mainly due to the fact that these needs will also vary according ethnicities of the generations currently in the workforce. Thus, these approaches must be adjusted to meet the needs and aspirations of all employees. In essence, organisations should continue to evolve and change with time and make necessary adjustments to its internal system to bring out the best in its employees which in turn drive the performance of the organisations to a higher ground.

REFERENCES

Amy, G. (2007). Understanding generational differences for competitive success. Industrial and Commercial Training , 39 (2), 98 - 103.

Appelbaum, S. H., Serena, M., & Shapiro, B. T. (2005). Generation X And The Boomers: An Analysis Of Realities And Myths. Management Research News, 28(1) , 1-33.

Appelbaum, S. H., Serena, M., & Shapiro, B. T. (2004). Generation X And The Boomers: Organizational Myths And Literary Realities. Managament Research News, 27(11) , 1-28.

Bova, B., & Kroth, M. (2001). Workplace Learning And Generation X. Journal Of Workplace Learning, 13(2) , 57-65.

Cennamo, L., & Gardner, D. (2008). Generational Differences In Work Values, Outcomes And Person-Organisation Values Fit. Journal Of Managerial Psychology, 23(8) .

Littrell, M. A., Jin Ma, Y., & Halepete, J. (2005). Generation X, Baby Boomers, and Swing : marketing fair trade apparel. Journal of Fashion Marketing and Management , 9 (4), 407-419.

Roberts, J. A., & Manolis, C. (2000). Baby boomers and busters: Ann exploratory investigation of attitudes toward marketing, advertising and consumerism. Journal of Consumer Marketing , 17 (6), 481 - 499.
Sirias, D., Karp, H. B., & Brotherton, T. (2007). Comparing The Levels Of Individualism/Collectivism Between Baby Boomers And Generation X. Management Research News, 30(10) , 749-761.

Sullivan, S. E., Forret, M. L., Carraher, S. M., & Maineiro, L. A. (2009). Using The Kaleidoscope Career Model To Examine Generational Differences In Work Attitudes. Career Development International, 14(3) , 284-302.

Yrle, A. C., Hartman, S. J., & Payne, D. M. (2005). Generation X : Acceptance of others and teamwork implications. Team Performance Management , 11 (5/6), 188-199.

Yu, H.-C., & Miller, P. (2005). Leadership Style: The X Generation And Baby Boomers Compared In Different Cultural Contexts. Leadership & Organizational Development Journal, 26(1) , 35-50.

Yu, H.-C., & Miller, P. (2003). The Generation Gap And Cultural Influence - A Taiwan Empirical Investigation. Cross Cultural Management, 10(3) , 23-41.

APPENDIX A