Strategies for improving the performance of multigenerational cohorts in the construction industry

Many small construction companies struggle to motivate Generation X (Gen X) and Generation Y (Gen Y) employees to improve performance. Small business owners who maximize multigenerational employee performance will experience an increase in productivity. Grounded in the generational theory, the purpose of this qualitative multiple case study was to explore strategies 3 small construction business owners in Northeastern Ohio used to improve the performance of multigenerational cohorts in the construction industry. Data were collected through semistructured face-to-face-interviews and a review of relevant internal organization documents. Thematic analysis was used to analyze the data. Key themes that emerged from the study were that technology and work/life balance heavily impact Gen X and Gen Y's performance. A key recommendation is for small construction company owners to consider the duration and frequency of meetings to maximize the performance of Gen X and Gen Y. The information provided by the participants may contribute to social change because owners are reminded that mentorship, emotional intelligence, active listening, and trial and error can be used to discern how to motivate each generation. The knowledge imparted may improve societal interaction as owners gain the insight to coach Gen X and Gen Y to appreciate and become more tolerant of each other inside and outside the workplace.