Worker Behaviors to Organizational Change: How a Generational Workforce Responds to a Company Acquisition

The purpose of this qualitative study is to develop a better understanding on how a generational workforce responds to significant change. The significant change is a global company acquisition, which the researcher defines as revolutionary. The change is considered revolutionary because it is the first time the researcher’s company (Company A), a U.S. based domestic services Company, has been acquired by a significantly larger, globally based organization (Company B). Prior to the acquisition, Company A had completed a joint merger and acquisition with a company of similar assets. New leadership, new systems, and new protocols were implemented as a result of the global acquisition. The generational workforce under study is classified as Traditionals, Baby Boomers, Generation Xers, and Millennials, all simultaneously working within the researcher’s company. One-on-one interviews with senior management, and focus group sessions with non-management staff was conducted to gather opinion, attitudes, and beliefs about workplace values, the impact of culture in the workplace amongst generational workers, differences in generational workplace ethics, and the significance of operational continuity when change occurs. The study helped the researcher gain a better understanding on the importance of culture-sharing groups, generational knowledge, and how the individual company can meet the challenges of operational disruption through knowledge management.

Grantor dc:publisher

Creighton University

Year dc:date.issued

2014

Author dc:creator

• Bailey, Sean David

Advisor dc:contributor.advisor

• Ehrlich, Jeff

Statement dc:rights

• Copyright is retained by the Author. A non-exclusive distribution right is granted to Creighton University and to ProQuest following the publishing model selected above.

Language dc:language.iso

en_US

Handle dc:identifier.uri

http://hdl.handle.net/10504/65339

OAI identifier oai:identifier

oai:cdr.creighton.edu:10504/65339