Featured Product
This Week in Quality Digest Live
Quality Insider Features
Steven Ouellette
How to create integrated metrics and a realistic strategic plan across a business
Sheronda Jeffries
Inclusion of ISO 13485 certificates in IAF CertSearch could help protect first responders
Philippe Aghion
Delegating power improves sales and productivity, boosting a firm’s chance of survival
Corey Brown
Protecting your most valuable assets
Stephen M. Hahn
The FDA examines new ways of building the science to inform public health decisions

More Features

Quality Insider News
Galileo’s Telescope describes how to measure success at the top of the organization, translate down to every level of supervision
An advanced wireless data collection system for acquiring precision measurement data
Realistic variations in glossiness could aid fine art reproduction and the design of prosthetics
All of the manufacturer’s X-ray sources are supported including rotating target technology and 450kV microfocus source
Smart manufacturing includes recyclability and energy and waste reduction, leading to sustainability and cost savings
Ideal for measuring large components or multiple small components, quickly, easily, and accurately
Measure workpieces from 25 mm to 42.5 mm with a measuring range of ±100 µm and a repeatability of ≤0.1 µm
Contactless gauging system for measuring steel wire for tires, copper wire for electrical cables, CO2 welding wire, and more

More News

Steve Crabtree

Steve Crabtree ’s default image

Quality Insider

Muddled in Middle Age

Gallup research suggests different management approaches for different age groups.

Published: Wednesday, June 30, 2010 - 05:00

Should companies take different approaches to managing employees of different generations?

This question has been top of mind for managers in recent years. For example, younger workers were a key focus during the 1990s, when a youth culture characterized many of the IT companies that were driving unparalleled economic growth. Recently, with the graying of the baby boom generation, managing older workers has become a common topic. However, a Gallup study suggests that when it comes to employees’ level of engagement with their jobs, it may not be the oldest workers who are most at risk—nor the youngest, for that matter.

Gallup’s measure of employee engagement consists of 12 items that consistently predict positive workplace outcomes, including increased retention, productivity, profitability, customer engagement, and improvements in safety and absenteeism. About 7,700 U.S. workers (excluding managers), selected randomly, were asked to respond to these items between Jan. 6, 2009, and April 5, 2009. The large sample allowed for close analysis of how engagement levels vary by demographic and job categories across the U.S. work force. (See figure 1.)

Figure 1: The three types of employees

The results indicated that the ratio of engaged to actively disengaged workers—a metric that serves as a summary indicator of workplace conditions—was lowest among employees aged 30–59. Employees in this age range are more likely to be actively disengaged, meaning they exhibit a negativity that can spread to co-workers and erode an organization’s bottom line. The percentage of actively disengaged workers was highest among those aged 40–49 (22%).

Workers in this age group were almost 1.5 times as likely as those aged 18–29 or those aged 60 and older to be actively disengaged (15% for both the youngest and oldest age groups). (See figure 2.)

Figure 2: The frustrating forties

Losing the focus on development

Examining the responses to specific items provided clues to the factors that drive greater discontent among workers in the middle-age groups. Ratings for items that relate to employees’ personal development tended to sag most in the middle groups—and particularly among employees aged 40 to 59.

As these age differences indicate, once employees are past early adulthood—the years when many are learning the ropes in their chosen profession—they become significantly less likely to strongly agree that their workplace is a source of personal development. This perception drops even further among workers in their 40s and 50s, who are significantly less likely to strongly agree that someone at work encourages their development and that they have opportunities at work to learn and grow. These percentages rise sharply again among those in the oldest age group, which could include employees who have deferred retirement and stayed in the work force by choice rather than necessity. (See figure 3.)

Figure 3: Arrested development?

Do these trends really matter? After all, shouldn’t employers naturally be less focused on developing workers as they grow older and become more experienced? Perhaps, but ignoring employees’ development needs—regardless of their age—won’t keep those workers productive and engaged. Workers aged 40–59 who strongly agree with both the “development” and “learn and grow” engagement items were significantly more likely than other employees to say they experienced happiness and enjoyment the previous day and significantly less likely to say they experienced worry or stress.

Does job type matter?

In reviewing theories about how age-related changes affect work motivation, psychologists Ruth Kanfer, Ph.D., and Phillip L. Ackerman, Ph.D., noted that some job types are more likely than others to have a clear development track that may help keep people engaged in their careers over the long term. “Among professional workers, for example, opportunities for work-role change may sustain high levels of work motivation throughout the life course,” they write. “In contrast, for service workers performing routinized tasks (e.g., custodians), the dearth of opportunities for work-role changes may increase the likelihood of work-role deficits in midlife and late adulthood.” (See the psychologists’ white paper, “Aging, Adult Development, and Work Motivation” in the Academy of Management Review, 2004, Vol. 29, No. 3.)

Gallup’s 2009 employee engagement research reveals that age trends do differ by job type for some items. For example, the proportion of professional workers who strongly agree that “there is someone at work who encourages my development” is well above average among those aged 18 to 29, then drops to slightly below average for all age groups between 30 and 59. For workers with jobs in the service, manufacturing, transportation, and installation/repair categories, the proportion who strongly agree with the same item drops further below average among those 40 to 59 before recovering among those 60 and older. (See figure 4.)


Figure 4: Age and job type affect engagement.



Gallup research has consistently demonstrated that local work group conditions have a significant effect on employees’ productivity and emotional investment in their jobs. But the aging process also influences how employees view their work, as demonstrated by psychologists’ findings that life goals and motivational factors tend to shift as people grow older. And as a multitude of career switchers can attest, midlife is a time when many people reevaluate their goals and make changes accordingly.

Great managers understand these needs and continually communicate with employees about their aspirations and work with them on developmental paths that help them avoid career “ruts.” Those who manage workers in highly structured roles—jobs that wouldn’t seem to require individual expertise—must be particularly attuned to their employees’ need to have a plan for their professional progress. Managers who show creativity and commitment in helping employees carry out such plans may well keep their employees engaged—and this will help them reap the benefits of those employees’ experience and judgment as they pass through middle age and beyond.

Survey methods

Results are based on telephone interviews conducted as part of Gallup Daily tracking the Gallup-Healthways Well-Being Index survey Jan. 6 through April 5, 2009, with a random sample of 7,740 employed adults, aged 18 and older, living in all U.S. states and the District of Columbia, selected using random-digit-dial sampling. For the purposes of this study, employees in management and executive positions were excluded from the analysis. For results based on the total sample of national adults, one can say with 95-percent confidence that the maximum margin of sampling error is ±1.1 percentage points. In addition to sampling error, question wording and practical difficulties in conducting surveys can introduce error or bias into the findings of public opinion polls.


About The Author

Steve Crabtree ’s default image

Steve Crabtree

Steve Crabtree is a writer for Gallup. He contributed to Building Engaged Schools, (Gallup Press, 2006), Gallup's book on education reform.