The Influences of Generational Values and Experiences on Mentorship Programs

The purpose of this concurrent mixed-methods research study was to investigate the relationship between generational cohorts and their self-perceived values, to gain insight into how these values may influence mentorship needs in both formal and informal mentorship programs. For the first time in history, organizations can have up to five generations in the workforce. The United States Bureau of Labor Statistics reported that up to 40% of people aged 55 and older are actively employed, with those aged 64 to74 expected to have the fastest-growing labor force participation rate through 2024. Failed multigenerational mentorship programs, human resource issues, and workforce conflicts can result in annual losses of nearly $605 billion. A total of 472 respondents from five generational cohorts completed Schwartz's cross-cultural human values questionnaire (PVQ-RR) and four additional open-ended questions to address the research questions. The quantitative causal-comparative analysis examined the relationship between generational cohorts and their self-perceived human values. A statistically significant difference was reported for 13 of the 19 values. The qualitative thematic analysis resulted in unique and similar themes for each generation. The six major themes included all generations viewing trust as an essential value in mentorship programs and being discouraged by the unavailability of negative mentors. Applying the findings from this research can address multigenerational issues in the global workforce, including stereotypical perceptions, conflicts, mentorship processes, and financial losses. The mixed methods results also provided a deeper understanding of the similarities and differences between self-perceived generational cohort values and their needs, which can be applied to build or strengthen bridges between generations.