Date of Conferral
Doctor of Business Administration (D.B.A.)
The U.S. Bureau of Labor Statistics reports that millennials will soon represent 46% of the workforce. The anticipated changes in the workforce are of great concern to business leaders who may manage individuals from different generations. The purpose of this multiple case study was to explore the strategies that administrative leaders in an advisory group of community-based organizations and educational institutions used to improve the productivity of a multigenerational workforce. The conceptual frameworks that grounded this study were the social constructivist perspective and generational theory. Data were collected from semistructured interviews to elicit narratives from 6 administrative leaders from 6 different nonprofit organizations selected via purposive sampling throughout the northeast region of the United States with experience improving the productivity of a multigenerational workforce. Data also came from a review of company documents and a reflexive journal. Data analysis entailed coding, identifying relevant themes, using Yin's 5 step analytic strategy approach, and member checking to strengthen the validity of the interpretations of participants' responses. Two principal themes emerged from the data: effective leadership strategies and essential retention strategies to improve productivity. The overall analysis of the 2 principal themes revealed the importance of communication, teamwork, training, work-life programs, recognition, knowledge sharing, and feedback in improving the productivity of a multigenerational workforce. Findings from this study may contribute to social change because chief executive officers (CEO) may use the strategies to implement corrective measures to positively influence the productivity of a multigenerational workforce.