Health Administarion Essay Example | Topics and Well Written Essays - 750 words - 1

Health Administarion - Essay Example les should be standardized and its performance management should have consistency in applying point values as a health institution (Council of Union Europeenne des Medecins Specialistes, 1996). Regular monitoring, appraisal and feed-back mechanism should be observed by the organization to ascertain that operations, policies and organizational values are applied consistently and without compromise. Error definitions should be define and must allow only the production of quality medical records based on standards. Healthcare facilities must have a quality and transformational system by measuring responsibilities of staff with verifiable factors and standards for quality rating (Council of UEMS, 1996). With proper performance management, the health facility will be able to maintain better customer care service too (Council of UEMS, 1996). Considering all these, the health facility must have effective health program to respond to issues pertaining to leading caused of mortality and morbidity. These leading issues must be addressed with effectiveness and proficiency on patient care. The organization must encourage adopting the culture of education and positive information discourse. Why? This is because it’s the paramount concern of any service institution to plan, actuate, check or appraise and act to review, revise, communicate and monitor. Plans of the institution should be those that can be easily attained and those that can be financially accorded. Such plans must also be consistent to policies and procedures. The same should be contextualized on problems, challenges, politics, social phenomena, and of market situation that has strong influence on healthcare management (Brunello, Fort, Schneeweis, & Winter-Ebmer, 2011). Internal and external feedback mechanism should be inclusive and consistent to documenta tion process, guidelines and error categories. It must involve reviews, communication of its successes and monitoring. This intricate process are undertaken

Cas22 Case Study Example | Topics and Well Written Essays - 500 words

Cas22 - Case Study Example Subsequently, she files a suit against the company for deception. The following part of this paper will critically analyze Johansen’s scope of proceeding with the claim either at arbitration or at Federal court. It is stated that the contract contains an arbitration mediations clause which demands Johansen ‘to complete the process if there is a contract dispute and the results will be caused to waive her future rights in federal and state court to contest any employment violations’. Although the company can justify its employment termination on the strength of this clause, obviously the firm has violated the legal norms of the employment regulations. The case clearly indicates that the employer has breached the terms of the contract as well. She can argue that employer’s demand of being the key member of a client escort service was out of the terms of the written contract. The contractual laws clearly tell that a contract can be legally broken if any one of the parties has committed a breach of contract. In such situation, the contract loses its legal validity. Although Johansen has signed the contract containing the dispute provisions, her basic interests as a citizen has to be preserved first. She can claim compensation for her termination from the job.

Ismg 2050 Assignment Example | Topics and Well Written Essays - 750 words

Ismg 2050 - Assignment Example For instance, I selected all the fields from the three tables. Then, I went ahead and put down California under the criteria section. As for the second query, I choose the VC data table as my preferred choice of data for my query. By following the same procedure as in query 1, I choose the query design from the create query menu. Then I went ahead and choose the violent robbery field from the table. I also choose the city table where I put down the states of Ohio and California on the criteria section. This enabled the query to only look for data in these two states only. Finally, I selected the totals from a design query, which allowed me to select which option I would like to compute. This included the sum, standard deviation, maximum and minimum totals under the group by drop down menu. For the third query, I used the city and property crime data tables. I selected the create query that set up a query design process. I then linked the two tables together and proceeded on selecting all the fields from the property crime table and the cities from the city data table. However, under the cities I put down the letters R and S for the criteria and or rows on the query. This then brought the desired results. Finally, in the fourth query I incorporated all the tables provided to come up with the results. First, I selected the design query from create menu and selected all the tables. I then proceeded in selecting all the required fields. In choose the city, the state, the property crime and violent crime

Answers Assignment Example | Topics and Well Written Essays - 250 words - 3

Answers - Assignment Example In the organization setting, performance management is created with an objective to understand the depth as which the company’s objectives are being achieved. Through technology, an organization is able to create more efficient performance management systems (Grossberg, 2012). Technology eliminates the traditional performance appraisal systems that also required employee interviews. The traditional approaches had bias. What do compensation, benefits, and payroll all have in common as related to employees? Share an example of how HR technology can impact the value and efficiency of each of these HR functions: compensation, benefits, and payroll. Compensation, payroll and benefits can be referred to as reward systems. A rewards system is aimed at providing compensations to employees for the employees in the organization. Moreover, all employees require a rewards system to improve their performance. Technology enables the creation of a reward system that eliminates error and employee elimination from the system. For instance, an organization may have a system that monitors performance and provide a detailed reward system that considers the performance of each employee (Grossberg, 2012). Before its creation, it is an obvious assumption that employee management was poorly handled. Human resources systems were mandated with numerous activities that increased their exposure to errors. In addition, their consideration of the performance of employees was biased and based on personal opinion (Petrescu & Simmons, 2008). With the HRIS, employees feel more comfortable with the rewards system and how salaries are

Kant & Deontology Essay Example for Free

Kant Deontology Essay When people think of Ethical Theory then the word morals, respect, and honesty seem to come to mind. Kant devised an ethical theory that is broken down into major elements to explain what he believes is ethical for society to believe. This is where the act of good will comes to existence and the nature of a person’s demeanor comes into how he or she decides what is the right or wrong thing to do. When the laws are put into place to help people know what society has decided what is ethical. Next, would be the decision making process of doing what is right or wrong. Looking at personal gain is not morally correct and having no respect for what is right is hard for a person to decide. He or she must have the decision making process developed or taught to ensure successful outcomes in ethical dilemmas. The major elements of Kant’s ethical theory is a person should not use another as a means to satisfy a personal desire and that morality is based on universal rules much like what is referred as the Golden Rule. The principles of Kantianism have hypothetical and categorical imperatives. We have a duty to ourselves and to others and while we have the ability to rationalize, our actions are not always rational. When using another as a means it should be without coercion or lying and the end should be such that they would be willing to being used. Actions requiring the use of deception are wrong and unjust. One does not make false promises. â€Å"For Kantians, respect for another person is fundamental. The fact that we are rational is of infinite value: we can plan, choose, and anticipate our future. † (Stairs, 1997.Pg 4). In Kantianism, justice ranks higher than happiness and if the act is not unjust then it is not immoral or wrong. Kant thought of â€Å"good will† as a deed done for wise regulation motives from a purpose of responsibility. This instructs and benefits as a categorical imperative for all ethical judgments rather than speculative or relying facts (Deontology Kant, 2005). Kant’s theory is basically an example of deontological, which judges morality by reviewing the nature of actions and the will of agents rather than goals obtained. The system of deontology is supported by rules and principles, which verify decisions. Kant proposed the categorical imperative, the views that every person should act on only those methods that he or she, as a wise person would direct as popular laws to be pertained to the whole of mankind (Ethical Theories Approaches, 2001). Imperative includes treating others how he or she as a person wants to be treated basically respecting others. Categorical imperatives are essentials: * Actions pass or fail * No grey areas * But the cracks appear in unlikely places (Deontology and Kant, 2005). In the decision making process within the Kantian approach, ethical decisions are based on his or her sense of duty. The word duty is derived from the Greek word Deon (deontological). Duty refers to the acts of a person based on the principles of morality. In this decision making approach a person must make decisions based on what is right rather than the good consequences that will follow. A person must make the morally right decision regardless of the good or bad outcome. Categorical imperative is what determines whether an act is morally right or wrong. The requirements of categorical imperatives are that moral principles are applied by respecting humanity. All humanity is to be respected and no one is allowed to be exploited. In this deontological point of view a person should act rational person and make self-imposed decisions. In conclusion, Kant wants people to understand how to understand the ethical theory that society should follow. If a person is looking for something in return for doing a good deed it is not considered a good deed. If he or she does unto others how they want to be treated then that is the moral duty to do right by everyone. Good will is an important ethical element in Kant’s theory because if a person is not willing to do for others and not expecting anything in return then the nature of things will be chaotic and order will be lost. This is where the decision making process comes into play meaning if society chooses to help others without thinking of what is in it for them than good will has happened. Nature is where everything comes in balance and works in harmony with one another. People are part of nature and following the elements of ethical theory is essential to everyday living in order to live in a peaceful world. Reference Stairs, A. (1997). Kant’s Ethical Theory. Retrieved from https://www. stairs. umd. edu/140/kant. html Ethical Theories and Approaches. (2001). Ethical Theories and Approaches. Retrieved from: http://techsci. msun. edu Deontology and Kant. (2005). Business and Ethical Thinking: An Ethic of Duty. Retrieved from: www. bola. biz.

The trophy project Essay Example for Free

The trophy project Essay As Reichart had been an assistant project manager and thereby involved in the trophy project from its conception, he was made project manager for the project once the project was accepted by the company. From the very beginning Reichart faced issues that would be fatal to the project. The management functions of planning, organizing, staffing, controlling and directing personnel and resources were poorly executed by both senior and project level management. Trying to address the problem Reichart was told not to meddle in the functional manager’s allocation of resources and budget expenditures. After Six month into the project, a requested progress report to higher level management revealed that the project was in big trouble. In the report it could be deduced that the project was one year behind schedule and a whole 20% over budget. Moreover; the number of workers supplied to the project was not enough to get the project back on schedule. When senior management finally got involved, they were threatening instead of being constructive and failed to seek a true understanding of the underlying problems that plagued the project. Lastly, the customer was allowed to interfere with internal business while trying to solve intrinsic problems within the project that were outside the scope of the project using the company’s resources. This caused high pressure and lost time due to focus on administrative tasks rather than project related tasks, and intake of inadequate input by the corporate representative. Reichart was fired from PM position for the trophy project and after a total of three PM the project was completed on year behind schedule and 40 % budget overrun. Findings: -There did not appear to be a corporate champion for this project who could mentor and resolve conflicts that were beyond the authority of the project manager -The Trophy Project was fundamentally mismanaged from the start -Allocated recourses were being used on functional managers own pet project. -Line workers were assigned to accomplished tasks that were not associated to the project. yet the project was billed for the hours. -Reichart and the team ended up falling behind schedule, over spent the budget, and didn’t accomplish the project in accordance with the customer’s desires. -When Reichart made different people aware of the problems he was told to not meddle in affairs of the functional managers. -The project manager appeared to be inexperienced and was not very adept at negotiating with upper level and functional management to obtain the proper resources necessary to achieve the project objectives. -The organization does not address any sort of training, employee development, relationships with customers and other factors bearing on quality. Instead it focuses on mistakes and condemns them instead of viewing them as opportunities for growth and learning. Top leadership failed by not providing a culture of trust, support, cohesion and lacked motivational leadership What went wrong/core issues? -As Reichart is the PM he well understood the project and he is the best person to offer recommendation and propose solutions to the project problems. But he did not recommend any adequate solution from his point of view instead he left the decision to be made by the senior manager, which provided result that were unexpected to him and actually cause more harm to the project. -The project scope, resource requirements, schedule and the budget were not well defined. -There was no proper work breakdown structure were the team could identify the team structure and where authority lines are drawn for task priority. -Allowed the customer to get involve in internal business. -The project manager found himself in an activity trap; he spent more time preparing paperwork, reports and projection, which was needed for his weekly meeting with the corporate, instead of managing the project -Customer expectations were not well defined and scope creep was allowed to take place without proper administration Recommendation: -Reichart needed to direct and control the project. As the PM he needed to use interpersonal and communication skills with both functional managers and his project team to accomplish every task in the project -The organizations behavioral strategy needs to transform from a bureaucratic to a learning organization where employees operate in high performance teams and where good communication and free flow of information flourish -In order to resolve some of these inherent problems, the organization should consider the Organic Structure . The organic structure tends to work better in dynamic environments where managers need to react quickly to change. An organic structure is a management system founded on cooperation and knowledge-based authority.

Analysis Of Four Different Generations In The Workforce Commerce Essay

Analysis Of Four Different Generations In The Workforce Commerce Essay For the first time in history, the workforce has become a melting pot of four diverse generations. Not only is the workforce now more multi-generational it is also more multi-national (Johnson Lopez, 2008, p. 31). While diversity is increasingly common in the workforce, usually it is only considered in differences of race, religion, sex, nationality, education, and skill level. While each of these traits can contribute to an employees perception of work and preferences in the workplace, generational differences will also have an effect. When organizations try to understand and cater to differences in generations, they will experience benefits both for the organization and the individual employees. By offering more of what employees want, an organization can begin to see the benefits of a multigenerational work force. Generations Currently, there are four prominent generations in the workforce. A generation is defined by demographics and key life-events that shape, at least to some degree, distinctive generational characteristics (Bell Narz, 2007, p. 56). Since the 1920s, key historical events have shaped society. It is argued that these same events have affected the people who lived through them by shaping their values, attitudes, behaviors, expectations, habits, motivational buttons, views of authority, and expectations of leadership (as cited in Crampton Hodge, 2007, p. 16). Generations are formed by grouping these people in similar time periods with similar personal attributes. Due to economic reasons, many employees are working past retirement age which is causing the median age of the current workforce to increase. The Bureau of Labor Statistics reported a median age was 41.2 in 2008 with an anticipated growth at 42.3 by 2018 (Toossi, 2009). According to 2009 Bureau of Labor Statistics projections, the baby-boom generation is expected to remain in the labor force longer than previous generations. As this group ages, the number of people in the labor force aged 55 to 64 is expected to grow by 33 percent between 2008 and 2018, and the number of people aged 65 and older is projected to grow by 78 percent. (Bureau, 2009, Â ¶ 2) According to Nelson and Quick (2009), the number of younger workers is declining, as is the number of older workers (over age sixty-five) (p. 47). Even with conflicting data about workforce projections for older workers, it is apparent that there are more people staying in the workforce for longer periods of time. Wilson (2009) states, Younger workers will continue to arrive, and, with the way the economy is going, a lot of the older workers are not going anywhere soon (p. 54) All of this has led to a multigenerational workforce. Matures The oldest generation currently in the workforce has many names, but for the purposes of this paper, they will be referred to as the Matures. This group also has been called the Veterans, Traditionalists, and the Silent Generation (Bell Narz, 2007; Crampton Hodge, 2007; Giancola, 2006). Just as there are differences in the name of this generation, there are differences in the exact dates of this generation. Depending on the source, the Matures were born anywhere between 1900 and 1945. Currently, these employees are retired or nearing retirement age, yet continue to be in the workforce due to the economic climate and personal choice. While the Matures only make up about 5% of the current workforce, they are still a valuable part of an organization (Giancola). According to Nelson and Quick (2009), this group usually encompasses most organizations top managers. Giancola (2006) claims the Matures tend to be thrifty and adaptive because of their experience during the hard economic times of the Great Depression. During that time, husbands typically worked in an office from 8am to 5pm while nonworking wives tended to the family (Bell Narz, 2007). The Matures are thought to be disciplined and have a strong work ethic. They prefer a chain of command and fairness and tend to be very loyal to their organizations. Most Matures have worked at one or two organizations throughout their careers (Bell Narz; Crampton Hodge, 2007; Wilson, 2009). This hard-working dedicated group gave birth the Baby Boomer generation. Baby Boomers The largest generation is known as the Baby Boomers. According to Robbins and Judge (2008), Boomers are a large cohort born after World War II when veterans returned to their families and times were good (p. 119). Giancola (2006) claims this generation makes up 43% of the workforce. Depending on the source, the Baby Boomers were born between 1943 and 1967 (Crampton Hodge, 2007; Giancola). Modeling after their parents, the Baby Boomers also have a strong work ethic and have some of the same values as the Matures. They are ambitious and hardworking with loyalty to their career (Robbins Judge). This generation made the dual career household commonplace. The time period between 1950 and 1970 saw many changes in society. While significant changes happened in society during the Matures time period, the Baby Boomers grew up with the ability to see the changes happen on television. These changes have forced the Baby Boomers to be very receptive to change and expansion. This group was influenced by events such as the civil rights movement, the Vietnam War, and the womens movement (Robbins Judge, 2008). They have a general distrust of authority and do not like rules that were made just for the sake of having rules. Crampton and Hodge (2007) compare the two groups by stating Veterans (Matures) work hard because they think it is the right thing to do while Baby Boomers work hard because they think they have to (p. 17). Their hippie ethic contributes to their need to challenge the status quo. Being so highly competitive, many view them as being self-centered or micro-managers (Robbi ns Judge; Wilson, 2009). Generation X As with any age group, Generation X workers inherited some of their characteristics from their parents. Generation X, also called the Baby Bust generation, encompasses a group born anywhere between 1961 and 1981, making up roughly 42% of the workforce (Giancola, 2006; Nelson Quick, 2009). As children of the Baby Boomers, Generation Xers saw the toll that having both parents trying to have it all took on the family, and they are working to change it (Bell Narz, 2007, p. 57). Generation X strives to achieve balance in their work and family lives. Like their parents, Generation Xers question authority and are highly competitive (Robbins Judge, 2008). They are flexible and embrace change. This is was especially important with the development of the personal computer (Crampton Hodge, 2007). The use of computers was an important change for the workplace and Generation X was the first to use them. Acquiring technological skills is important for this generation. Generation Xers lack loyalty to an organization so they must possess a variety of skills to make them marketable. They value education, independence, and parenting above work (Sutton Bell, 2007, p. 57). This attitude is especially prevalent in Generation Xers children. Generation Y The fourth generation currently in the workforce is Generation Y, also known as Gen Yers, Nexters, Millennials, the Internet Generation, and Echo Boomers, who were born anywhere from 1980 to 1999 (Crampton Hodge, 2007; Bell Narz 2007). For the purpose of this paper, they will be called Gen Yers. According to Robbins and Judge (2008), this generation is very self-centered and concerned with becoming rich and famous more than any other generation. While other generations lived to work, Gen Yers work to live (2007). Much like their parents, Gen Yers are concerned with having a work/life balance. They question everything and put other things above work (Nelson Quick, 2009). While they are very high-maintenance for an employer (Robbins Judge), they are also predicted to be the highest performing in the workforce (Nelson Quick). Crampton and Hodge (2007) claim that Gen Yers are the most educated, well-traveled, and technologically sophisticated generation (p. 18). They are more comfortable with diversity than any other generation simply because they were taught at an early age to respect other races, sexual orientations, and ethnic groups (Bell Narz, 2007). Gen Yers like to have a challenging work environment and take ownership of their assignments. Perhaps the Gen Y trait most different than any other generation is their technological knowledge. While Generation X was the first to use technology in the workplace, Gen Yers grew up with it surrounding them. Theyve lived much of their lives with ATMs, DVD, cell phones, laptops, and the internet (Robbins Judge, 2008, p. 120). Technology, as well as their ability to multi-task, has given Gen Yers an advantage in the workplace. They are consistently high performers (Wilson, 2009). Technology has also exposed them to more at an earlier age than any other generation. They tend to have a strong sense of morality, to be patriotic, willing to fight for freedom, are sociable, and value home and family (Lowe, Levitt Wilson, 2008, p. 46). Opposing Views Some research suggests that the generation gap is more of a myth than an actual problem in the workplace. Giancola (2006) suggests that the focus on generational gaps may be more popular culture than social science (p. 33). Several factors have led him to this conclusion. The foremost factor is the inconsistencies of defining a generation. Some define a generation by the US Census Bureaus definition of that time period while others define a generation by shared formative experiences. Experts generally have identified four generations on this basis, but others believe there are five and cite an anomalous subgroup in the Silent Generation, The Swing Generation, which is comprised of activists and free thinkers who were born in the latter years of the Silent birth period (Giancola, 2006, p. 33). Giancola also mentions another generation called Generation Jones which overlaps two other generations. The reality is that many people identify with at least two generations (p. 34). Another problem with the generational way of thinking is the broad range of ages in each generation. Age is a factor that influences how individuals perceive events. In a time period of 20 years, the oldest will be entering adulthood while the youngest will be babies. An event will not affect the two ages in the same way. The Baby Boomers in particular are an example of how there are many differences in the same generation. Giancola (2006) suggests that the Baby Boom generation must be segmented into smaller groups to understand and predict the behavior of its members with precision (p. 34). Another argument against a generational gap causing conflict is each generations core values. Giancola (2006) quotes a report by the American Association of Retired Persons (AARP) that indicates that core values are not very different among generations. The differences are so slight that AARP refers to a vanishing generation gap (p. 34). Perhaps the most overlooked argument against the generational way of thinking is all of the other causes of differences in people. Numerous factors in addition to birth era also shape how others think and behave, such as race, gender, ethnicity, geographical considerations, and socioeconomic background (McDonald, 2008, p. 63). Each of these characteristics can play a role in how a person is affected by something. With the US now being so diverse, many organizations are employers to many different types of people. While there is much research stating the differences in generations cause problems in the workplace, other research shows that generations in the workplace are not all that different and are not an issue that needs special consideration. Regardless of the reasoning behind the differences, organizations need to embrace these differences in their employees and learn how best to nurture their needs. Baldonado and Spangenburg (2009) claim understanding generational diversity will improve the competitive edge of an organization, increase recruitment, and retention, and ultimately create a stronger organization (pp. 99-100). Bridging the Gap Whether the differences are generational or just individual, it is apparent there are differences in people in the workplace. This is not altogether a bad thing. By examining the differences in employees, an organization can utilize these differences to their advantage. McDonald (2008) states there are indications that workers from each generation respond to different sets of motivators and rewards and seek to derive varying experiences and benefits from their jobs (p. 62). The following table (Table 1) shows the differences core values and expectations of members of each generation. Matures Generation Y Table 1 (Adapted from Patota, Schwartz, Schwartz, 2007) These differences can be a huge benefit to an organization. When most organizations think about knowledge transfer, they think in terms of veterans of the organization mentoring the new hires, younger people with little experience (Wagner, 2009, p. 6). A manager will be successful in realizing that knowledge transfer can be reciprocated. The differences not only affect how management interacts with employees, but also how employees interact with each other. For example, an employee who has been at an organization for 15-20 years may not be very receptive to a younger counterpart (Cocheo, 2008). These younger employees bring along a wealth of knowledge and a new perspective to an organization. Negative Perceptions As with any stereotype, there are negative perceptions about a particular group. Each generation describes the next as having an easier time of it all, with less work ethic, less respect for its elders, and wearing ugly clothes and listening to awful music (Wilson, 2009, p. 50). Each generation feels like they had to work harder to achieve what appears to be given to the next. Jones (2009) points out that some feel Gen Yers havent earned their opportunities as Gen Xers and the Boomers did (p.1). To demonstrate how people can work together effectively in a multigenerational environment, Patota et al. (2007) distinguish two types of people: the Super Manager and the Super Employee. Super Manager Patota et al. (2007) list four characteristics of the Super Manager: Identifies competencies necessary to be successful in each task/job/project; Recognizes what makes each generation tick in the workplace; Blends competencies and the generational qualities in a way that inspires, motivates, and leads employees to achieve the universal company goals (strategic imperatives); Provides rewards to employees that are consistent with each generations motivations, expectations and values. (pp. 3-4) If managers possess the qualities of a Super Manager, they will effectively lead their employees to success. By knowing what motivates their employees, Super Managers can help them achieve greatness in their individual positions. Another important part of individual success is becoming a Super Employee. Super Employee Patota et al. (2007) identifies the following as characteristics of the Super Employee: Recognizes generational differences; Respects differences in generational outlooks; Becomes a more valuable employee as a result of being able to work with multiple generations. This is similar to a bilingual person who can easily shift from one language (paradigm) to another. (p. 4) Acceptance is the key to becoming a Super Employee. By abandoning preconceived ideas of their coworkers, employees can have effective knowledge transfer and become indispensable to their organization. Having Super Managers and Super Employees is important for any organization. In order to have both, the organization must become attractive to prospective employees. There are a variety of ways an organization can do this. Most organizations attempt to offer competitive pay and benefits, but specialty benefits really differentiate one from the other. Employee Retention through Specialty Benefits As seen in Table 1, each generations priorities vary, as well as their views regarding work. As time has progressed, it seems more recent generations want to see what an organization can do for them. With such a highly educated workforce, the job market has become more competitive. It is increasingly important as time moves forward that organizations offer more of what future generations want. EAP Employee Assistance Programs (EAPs) appeal to all generations. Initially, in the 1970s, EAPs were enacted as an alcohol intervention for employees. Now EAPs include family members and offer counseling within a broader scope, including topics such as finance and marital problems (Clark, 2007). As the employees personal problems are dealt with, the result is not only a healthier employee, but also a healthier workplace (p.50). Though underutilized, this is an attractive benefit for an employee and beneficial to the organization. Work/Life Balance An extension of the EAP, work/life balance programs have become a staple requirement for younger generations. As seen in Table 1, Gen Xers require a work/life balance. Employees are making their personal lives more of a priority and work less of one. Households in which both parents work full-time have less time to care for family members, take care of personal family business, or deal with any other lifestyle issues. Some benefits of a work/life balance program include child care, continuing education, pet care, bereavement services, and additional time off for personal holidays (Clark, 2007). As employees are able to worry less about taking care of personal business, the more productive they will be at work. While this may be more attractive to younger generations than older ones, there are benefits for all generations within a work/life balance program. Wellness Programs Wellness programs concentrate on personal health and preventative services. As health insurance premiums have increased, wellness programs have increasingly become important to all generations (Clark, 2007). Some services included in wellness programs are personal trainers, exercise coaches, attention to disease prevention and management, and help for quitting anything that is unhealthy (2007, p. 51). Like EAPs, wellness programs help to reduce absenteeism and promote a healthier workforce. Stock Ownership Some organizations have formed an Employee Stock Ownership Program (ESOP) to help retain employees. Cocheo (2008) claims an ESOP gives employees more pride in what they do. Their work directly affects their organizations return on equity, which ends up being more pay for them. They understand that they can make decisions that affect the customer, that affect the company (p. 24). Having an ESOP spans across all generations, from satisfying the Matures loyalty to an organization to Gen Yers need for immediate gratification. Future of the Workplace Recruitment In order to attract future employees, organizations need to focus on younger generations as they enter the workforce. In order to become an employer of choice, organizations must create a compelling vision of the future for both the organization and the employee; behave in a way that makes employees proud; ensure employees are in jobs that match well their skills and abilities; and provide the human resources needed to get the work done. (Streeter, 2007, p. 14) Whitacre (2007) explains that there are certain common standards that most people look for in an employer: challenging work, stability, nonthreatening environment, and fair compensation. These are especially important to Gen X and Gen Y, which are the future of the workplace. Because both generations are technologically savvy, keeping up with the latest technology will help increase productivity (Auby, 2008). In order to get the most benefit from current and future employees, organizations should pair up younger workers with veterans in the company. Gen X and Gen Y like to collaborate and work in teams as seen in Table 1. This will ensure knowledge transfer and will make older generations feel respected and valued. Work schedules are an important change in the workplace. Older generations are accustomed to the usual five day workweek but younger generations want more time away from work. Organizations will need to turn the focus on productivity and away from hours at work (Auby, 2008). By showing younger generations that productivity is more important, they will be more loyal to the organization. Another attraction to organizations for younger generations is their interest in public service (Trahant, 2008). Philanthropy is an important trait of an attractive organization. Younger generations want opportunities to volunteer, especially on company time (Lowe et al., 2008). Appealing to peoples sense of public service is clearly important in attracting a new generation of young people (Trahant, p. 37). While large salaries, stock options, and appealing to special interests like the ones mentioned above are important in hiring younger generations, speed is the most critical factor in recruitment and hiring the best talent (Trahant, 2008). These younger generations do not want to wait for a long time to be hired. Job fairs and other recruiting events are helpful by giving organizations the opportunity to hire people on the spot. While this is helpful now, history shows that future generations will likely change priorities and organizations will need to adjust their offerings to cater to the interests of the next generation. The Next Generation While there is not much research on the next generation, natural progression would indicate that the next generation would possess characteristics like their parents and characteristics based on perceived mistakes that their parents made. Also, historic events that they have lived through and experienced will give them similarities to recent generations. It is apparent that dependence on technology only continues to increase. The next generation will be more technologically savvy than those before them. Organizations will need to keep up with current times and constantly get feedback as to what prospective employees are looking for if they want to attract the best employees. Conclusion No two people are exactly the same, nor do they have the same expectations or priorities. The only way to satisfy the needs of a group of people is to try to find some commonalities between them. Diversity is inevitable, but if an organization can determine what its employees want the most, it can begin to understand what direction it needs to go to attract quality employees. It seems that members of the four main generations do have many similarities when it comes to how they behave in a work environment and what they expect from an organization. Whether they are separated out into groups or not, people who live through the same events are going to have similar experiences and views. By separating them into groups, such as generations, organizations can narrow their focus on a particular type of employee. Rather than trying to please each individual, an organization can make changes based on the majority of each group. This will result in making fewer changes and recruiting and retaining happier employees. While looking at generational differences can give an organization a better idea of what to offer, the best way is to just ask the employees themselves. Moving forward, organizations should try to elicit feedback from the employees to determine what is important to them. By giving them the opportunity to speak up, an organization is more likely to offer what good employees are looking for. It is counterproductive when an organizations focus is primarily on productivity. Instead, the focus should be on motivating the employees. This theory spans across all generations and is mutually beneficial to the employee and the organization. More motivated employees will be more productive and more loyal regardless of what generation they were born into.