| Training and development is an important facet of organizational success. Effective training and development programs aid in talent management and retention, reduce errors, promote innovation, and help in building employee engagement. Manufacturing organizations are facing a paradigm shift in how they choose to approach training and development. Many organizations are dealing with multi-generational training problems including how to retain the younger workers in the manufacturing field. This qualitative, grounded theory study examines the correlation between the three generations (Baby Boomer, Generation X, and Generation Y) working in manufacturing now and how their direct leaders play a role in influencing positive or negative perceptions of training. This study took place through data collected from 27 individual participants who worked in the manufacturing department at the Midwestern site. This study also identifies how each generation responds to their leaders influence and the subsequent effect that influence has on engaging and promoting effective training at the manufacturing site. Training professionals and front line leaders alike can apply the information learned from this study to improve their training and development programs and refocus their efforts on engaging each generation of worker in a more effective manner. |
