Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: People's life experiences and backgrounds shape who they are - whether they are
young or old, male or female, and across all races, ethnicities and religions. Today's
workplace environment represents the largest diversity of generations of any time in
history, and with this diversity comes new challenges. These challenges are directly
due to the different generations and associated gaps based on different approaches,
expectations and perceptions regarding culture and leadership in the workplace.
There are generally four different generations employed in today's workplace:
Traditionalists (Builders), Baby Boomers (Yuppies), Generation X (Yiffies), and
Generation Y (Millennials). According to generation theory, Traditionalists were born
between 1930 and 1949, Baby Boomers between 1950 and 1969, Generation X
between 1970 and 1989, and Generation Yafter 1990. Although there are very few
Traditionalists in contemporary workplaces, there are still some left to consider. More
important than understanding the Traditionalists, though, is the need for a better
understanding of the fast-growing group of Generation Y employees who are
entering the workforce.
At Sishen Iron Ore Mine (Sishen) there are also four generations employed, each
with different approaches, expectations, perceptions, attitudes, loyalties, frames of
reference, views of authority, job strengths, work ethics, relationships, work/life
balances and other beliefs.
The question that arises is whether the management team of the Engineering
Department at Sishen can be more effective and productive through an improved and
in-depth understanding of each generation's approaches, expectations and
perceptions regarding culture and leadership.
The purpose of this research study is to analyse the specific correlation of the
different workforce generations in the Engineering Department with the general
theoretical knowledge available about each generation by focusing more specifically
on approaches, expectations and perceptions. The study also includes some recent
research information regarding Generation Y and the related opportunities,
challenges and effective ways of managing this generation.
By focusing on the research results within the multigenerational workforce and the
generation gaps, the possible solutions for managing conflict can improve through a
better understanding of each generation. Each generation's typical characteristics
are discussed in detail by means of a thorough literature study, with the overall aim of
enhancing both team and organisational success.
The employees and permanent contractors at the Engineering Department number
approximately 1 945. The randomly selected participants in the generations survey
were from the pool of permanent employees, excluding the contractors. The
information was collected by means of a short questionnaire representing the typical
characteristics of each generation. A sample of 250 participants from eight different
sections within the department was asked to complete the questionnaire, but
unfortunately a response rate of only 34% (85 questionnaires) was recorded.
The research showed that the typical characteristics of the Traditionalists and Baby
Boomers could be used to represent almost the entire Engineering Department. It
also revealed specific influences in the working and social environment, leadership
styles, and the mine's culture that affect the different generations regarding their
approaches, expectations and perceptions.
The report concludes with an assessment of the strengths and weaknesses of the
study, as well as a few key findings and a summary, conclusion, and
recommendations. / AFRIKAANSE OPSOMMING: Alle mense word gevorm deur lewensondervindings en agtergrond wat bepaal wie
hulle is - ongeag of hulle oud of jonk, manlik of vroulik is, asook oor alle rasse,
etniese groepe en geloofsoortuigings heen. Hedendaagse werksomgewings word
gekenmerk deur die grootste generasiediversiteit van alle tye, wat nuwe uitdagings
meebring. Die uitdagings is die direkte gevolg van die verskillende generasies en
gepaardgaande gapings gebaseer op verskillende benaderings, verwagtinge en
persepsies aangaande kultuur en leierskap in die werksplek.
Daar is tans oor die algemeen vier verskillende generasies in diens in werksplekke,
naamlik Tradisionaliste, Baby Boomers, Generasie X en Generasie Y. Volgens
generasieteorie is Tradisionaliste persone gebore tussen 1930 en 1949, terwyl Baby
Boomers tussen 1950 en 1969, Generasie X tussen 1970 en 1989 en Generasie Y
na 1990 gebore is. Hoewel daar min Tradisionaliste in die werksplek oor is, is daar
nog enkeles wat in ag geneem moet word. Van groter belang is egter die behoefte
om die vinnig groeiende Generasie Y wat nou tot die werksmag toetree, beter te
verstaan.
By Sishen Ysterertsmyn (Sishen) is daar ook vier verskillende generasies in diens,
elk met verskillende benaderings, verwagtinge, persepsies, houdings, lojaliteite,
verwysingsraamwerke, menings oor gesag, werksverwante sterkpunte, werk-etiek,
verhoudings, lewensbalanse asook ander oortuigings.
Die vraag wat ontstaan, is of die bestuurspan van die Ingenieurswese Departement
by Sishenmyn meer effektief en produktief kan wees deur hul kennis en begrip van
elke generasie se benaderings, verwagtinge en persepsies ten opsigte van kultuur
en leierskap te verbeter.
Die doel van die studie is om te ontleed of daar 'n spesifieke ooreenstemming is
tussen die verskillende generasies by die Ingenieurswese Departement en die
algemene teoretiese inligting beskikbaar oor elke generasie deur meer spesifiek op
benaderings, verwagtinge en persepsies te fokus. Die studie sluit ook onlangse
navorsingsinligting aangaande Generasie Y in, met die gepaardgaande geleenthede,
uitdagings en effektiewe maniere om die generasie te bestuur.
Deur te fokus op die navorsingsresultate binne die multigenerasie-werksmag en die
ooreenstemmende gapings, kan daar moontlik oplossings ontstaan om te help met
konflikbestuur wat op 'n beter begrip van die generasies gegrond is. Elke generasie
se tipiese eienskappe word in diepte bespreek deur middel van 'n deeglike
literatuurstudie, met die oorhoofse doel om span- sowel as organisasiesukses te
verhoog.
Die totale aantal werknemers, insluitend permanente kontrakteurs, van die
Ingenieurswese Departement is ongeveer 1 945. Die deelnemers aan die generasieopname
is lukraak gekies, maar die kontrakteurs is uitgesluit. Die inligting is
ingesamel met behulp van 'n kort vraelys wat die tipiese eienskappe van elke
generasie verteenwoordig. Uit 'n steekproef van 250 deelnemers uit agt verskillende
seksies binne die departement wat gevra is om die vraelys te voltooi, is 'n betreklik
swak responskoers van 34% (85 vraelyste) behaal.
Die navorsing het bevind dat die tipiese eienskappe van die Tradisionaliste en Baby
Boomers tans gebruik kan word om feitlik die hele department te verteenwoordig. Dit
toon verder ook dat daar spesifieke invloede in die werks- en sosiale omgewing,
leierskapstyle en die myn se kultuur is wat die verskillende generasies se
denkpatrone rondom benaderings, verwagtinge en persepsies vorm.
Die navorsingsverslag word afgesluit met 'n bepaling van die sterk- en swakpunte
van die studie, 'n paar kernbevindings en 'n opsomming, gevolgtrekking en
aanbevelings.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/15056 |
| Date | 12 1900 |
| Creators | Roux, Daniel Francois |
| Contributors | Van Dyk, Leatitia, Stellenbosch University. Faculty of Economic and Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Rights | Stellenbosch University |
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