| Leadership requires understanding and communicating with the internal and external stakeholders of an organization, especially its employees. With a mixture of four generations in the workplace, organizations are challenged with differing perceptions of how employees perceive each other, how they interact with each other, and how leaders manage their perceptions and interactions. This study examined the characteristics of each generation; looked at the human resources functions of recruitment, training, retention, and leadership; and analyzed the perceptions of human resources and business professionals.;Results from the quantitative survey provide a foundation for understanding the different motivators, stressors, and influences that impacted the formation of each generation and how their perceptions may impact their interactions with other individuals. The study concluded organizations that fail to address generational attributes may be negatively impacted by an inability to recruit and retain employees within different generational groups. Having an appreciation of generational differences will enhance the leadership skills of an organization's employees and management team and help build effective organizational leadership as the diversity of the workplace continues to change and multiple generations interact in a multi-generational workplace. |
