Generation management

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Generation management is part of diversity management . The aim is to create organizational conditions in such a way that all generations of employees are capable and willing to do their utmost. Otherwise, stereotypes and prejudices about other generations can stand in the way of productive cooperation in day-to-day operations and impair health and well-being. One of the main findings of the 2014 Absence Report was that established and younger generations in companies often misjudge themselves. Generation management refers to the historical and social generation concept developed by Karl Mannheim . Accordingly, a generation is understood to be a social cohort that divides the period of birth and formative collective events (for example the fall of the Berlin Wall or the terrorist attacks on September 11, 2001 ) into childhood and youth. A general generation breakdown for the world of work in Germany does not yet exist. In many cases, the US generation system is adapted for Germany, although adjustments have to be made in view of divergent historical and social developments. A distinction is often made between five generations: post-war or economic miracle generation (born approx. 1946–1955), baby boomers (born approx. 1956–1965), Generation X (sociology) or generation golf (born approx. 1966–1980), Generation Y (born around 1981–1995) and Generation Z (born between 1995 and 2010). The specific design of generation management is determined by the demographic structure and the prerequisites for success of the respective organization. Studies with Daimler AG and Deutsche Bahn AG identified typical fields of action and a. the flexibilization of working hours and place of work, age-independent career opportunities, health management, lifelong learning as well as the promotion of appreciation between the generations through communication and qualification measures.

literature

  • Bruch, Heike (2010): Leading Generations Successfully. Concepts and practical experience in the management of demographic change, Gabler Verlag, Wiesbaden
  • Klaffke, Martin (2014): Generation Management. Concepts, instruments, good practice approaches, Springer Gabler, Wiesbaden
  • Oertel, Jutta (2007): Generation Management in Companies, German University Press, Wiesbaden
  • Wegge, J. & Schmidt, KH (2015): Diversity Management, Hogrefe, Göttingen
  • Tavolato, Peter (2016), Active Generation Management, Schäffer Pöschel Verlag,

Individual evidence

  1. ↑ Cf. Klaffke, Martin (2017): Generation-Diversity - Leading multi-generation workforces successfully. In: Ringsisen, T & Genkova, P. (eds.). Diversity Competence Handbook: Subject areas, Wiesbaden 2017: pp. 209–223
  2. ↑ Cf. Zok, K., Pigorsch, M., & Weirauch, H. (2014): Baby boomers and Generation Y as employees: What unites, what separates? In: B. Bandura et al. (Ed.) Absence Report 2014 (pp. 47–59). Berlin and Heidelberg, Springer.
  3. ↑ See Klaffke, Martin (2014): Generation Management. Concepts, instruments, good practice approaches. Gabler, Wiesbaden.
  4. ↑ See Bruch, Heike (2010): Leading Generations Successfully. Concepts and practical experience in the management of demographic change, Gabler, Wiesbaden.
  5. ↑ Cf. Klaffke, M., & Von Wedel, A. (2014): Babyboomers and Generation Y in Dialog. In: Personalführung, 09/2014, 84–87; Klaffke, M., & Schwarzenbart, U. (2013): Demography as an opportunity. In: Personalmagazin, 03/2013, 44–47.