Intergenerational Interaction Model

David et al(2007) “Towards a model of human resource solutions for achieving intergenerational interaction in organisations” the authors have focused on a human intervention model towards achieving a cooperative generational interface. The model outlines four separate stages in generational group interaction. At the core lies the organisation, within which different generational groups co-exist. In order to explore generational interaction, the present paper draws upon Park’s (1950) race relations cycle, which examines how diverse cultures are merged and assimilated. Park (1950) identifies four stages in order to explain relationships amongst diverse groups: initial contact; conflict; cooperation; and assimilation. In exploring individual and

Today organizations are struggling with integrating Gen Xers and Gen Ys, while trying not to also include experienced generations. This is true because most organizational cultures are founded on Traditionalist and Baby Boomer values, behaviours, and expectations. Organizations need to understand that as a part of change initiative it is important to understand and implement the values and attitudes of millenials. To fully comprehend the generations, and how each generation inherently adds risk to the workplace, organizations must deepen their understanding of how the four generations impact workplace performance. Flexibility, Recognition, Empowerment, Trust, Collaboration are some of the elements which from each generation can benefit. There is no one-size fit approach for all but it is important how the organisation makes the generations understand each other and make them participate. The author also states that a responsive culture should be created where each generation will be able to align themselves to the expectations of the other and the culture will automatically adapt to the changing demographics, resulting in a balance between the expectations of generational employee groups and operational

In sum, individual‐level consequences of Gen Y's social media use influence firm‐level consequences as well. In particular, the “dark side” of Gen Y's social media use for society needs to be studied. The study measures how feasible is the over reliance of Gen Y on social media and what would be the long-term effects of their continuous use of technology on their health which in turn will reduce the productivity of the organisation. Also at the societal level there are many issues such as loss of civic engagement, loss of public and private safety and an increase in the cyber crime. The study also poses some questions wherein it says that is it always right to rely on the technological mind-set of the Gen Y. This can also lead to narcissistic tendencies becoming more predominant as the need to self-promote becomes the norm. There is a dark side to the use of social media and it should not be avoided. Thus the study states that a more judicious approach should be used when we say that technology has pervaded major aspects of the organisations and Gen Y should not always rely on technology to come to major