Based on research findings from the last fifty years, the gap between employees and managers in their ideas of what is most important to employees is still alive and well. Managers tend to associate important work factors with financial costs, whereas employees associate motivation with awareness, thoughtfulness and time on the part of their managers. When polled, managers cited “good wages”, “job security”, and “promotion/growth opportunities” as being most important to employees. In contrast, employees ranked, “full appreciation for work done”, “feeling ‘in’ on things” and “sympathetic to personal problems” as the most important factors in their work environment (Nelson, 1996). Therefore, we must build a bridge between employees and managers in order to facilitate a fulfilling and prosperous work environment.

1.	PROVIDE PERSONAL THANKS
	One on one, in writing, or both. Do it timely, often and sincerely.
2.	MAKE TIME FOR EMPLOYEES
	Meet with and listen to employees - as much as they need or want.
3.	PROVIDE SPECIFIC FEEDBACK
	About the performance of the person, the department or the organization. Catch people doing something right!
4.	CREATE AN OPEN ENVIRONMENT
	Strive to create a work environment that is open, trusting and fun. Encourage new ideas and initiative.
5.	PROVIDE INFORMATION
	How the company makes and loses money, upcoming products and strategies for competing in the marketplace, and how the person fits into the overall plan.
6.	INVOLVE EMPLOYEES
	In decisions, especially as those decisions affect them.
7.	REWARD HIGH PERFORMERS
	Promote people based on their performance; deal with low and marginal performers so that they improve or leave.
8.	DEVELOP A SENSE OF OWNERSHIP
	Provide employees with a sense of ownership in their work and their work environment.
9.	GIVE CHANCES TO GROW AND LEARN
	Give people a chance to learn new skills; help them meet their goals within the context of the organization’s goals. Create a partnership with each employee.
10.	CELEBRATE SUCCESSES
	Of the company, of the department and of individuals in it. Take time for team and morale-building meetings and activities.

Today’s workforce is composed of people with wholly different ways of working, talking and thinking who have been tossed together side by side, cubicle by cubicle. This hodgepodge of ages, faces, values and views results in generations in collision. There is a growing realization that the gulf of misunderstanding and resentment between older, not so old, and younger employees in the workplace is growing and problematic. The first obstacle to tackle in solving the clash of generations is to understand the different generations. Today’s workplace embodies four generations of workers: Veterans, Baby Boomers, Generation Xers and Generation Nexters.

	Veterans	Boomers	Xers	Nexters
	1922-1943	1943-1960	1960-1980	1980-2000
Core Values	Sacrifice, Hard-work, Conformity, Delayed Reward, Duty Before Pleasure, Adherence to Rules	Team Orientation, Health & Wellness, Personal Growth, Work, Involvement	Diversity, Informality, Fun, Pragmatism Global Thinking, Techno literacy, Self-Reliance	Optimism, Civic Duty, Confidence, Morality, Achievement, Diversity Sociability, Street Smarts
Outlook	Practical	Optimistic	Skeptical	Hopeful
Work Ethic	Dedicated	Driven	Balanced	Determined
View of Authority	Respectful	Love/Hate	Unimpressed	Polite
Leadership by	Hierarchy	Consensus	Competence	Pulling Together
Relationships	Personal Sacrifice	Personal Gratification	Reluctant to commit	Inclusive
Turnoffs	Vulgarity	Politically Incorrect	Cliché, Hype	Promiscuity