ASQ - Team and Workplace Excellence Forum

December 1997


Whole Foods Includes Whole Self
Capitalizing on Human Resources Encourages Growth at Whole Foods Market

Making Waves With Employee Recognition
Rewards and Recognition Practices at Sea World

Honeywell's High Flying Division Shows Company The Way To Participation
Union-Management Relations Help Airplane Part Manufacturer Excel


Freedom's Just Another Word
by Peter Block

Highs and Lows Of Participation
by Cathy Kramer


Brief Cases
Business News Briefs

Views for a Change

Book Review


Brief Cases
Business Briefs

Talking about my generation
The generation gap between Baby Boomers and Generation X encompasses more than conflicting musical tastes and clothing styles. In the workplace, Boomer managers report high amounts of frustration with Gen-Xers' approach to work, but continual oversight and lack of confidence has Gen-Xers discouraged with management. "Intergenerational workplace conflict can be reduced if Boomer managers become aware of, and then, manage the generation gap," states a study conducted by MTI, Inc. in McLean, Virginia.
Strategies to ease the conflict between Boomers and Gen-Xers include:
o Teach, yet listen: Gen-Xers, wanting to succeed, are disappointed with the educational system that did not adequately prepare them for the work world.
o Enhance your credibility and trustworthiness: Although eager to learn from a credible source of knowledge and expertise, Gen-Xers are highly suspicious.

Working to stay employed
Remaining employable is now an issue most employees deal with, according to a survey by the London based Towers Perrin. The study found that 94 percent of employees continually learn new job skills in order to increase their overall value to their organization. Surprisingly, this added pressure and responsibility was shown to increase satisfaction and motivation. One reason for the positive effect of the extra work is that employees "will have the opportunity to demonstrate their capabilities and be rewarded for their contributions," says Steve Bookbinder, leader of the Towers Perrin research.

It takes everybody to get ahead
How can you form a competitive edge? A recent survey by Watson Wyatt Worldwide, of 9,144 workers from all job levels and industries found that the key to a competitive edge is involving the workforce in the entire business. Information sharing and system-wide participation were linked to increased completion of goals and objectives. Establishing trust (only 35 percent of respondents held a 'favorable' level of trust towards management) along with improving communication channels were named as two tools for boosting the effectiveness of a workforce.

December '97 News for a Change | Email Editor
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