Improving Intergenerational Communication among Members to Enhance Engagement in a Small Non-Profit Organization

Abstract: For some organizations, perceptions and opinions vary regarding the use of in-person versus online meetings for organizations, and intergenerational communication (IC) plays a key role (McCann & Giles, 2007). IC is the conversation between two or more distinct age groups or generations (Wahab et al., 2021). Wahab et al. (2021) and Jelenko (2020) explain that age differences or discrimination during communication affects job performance, especially among younger participants. Zehrer and Leiß (2020) found that challenges in IC bring significant setbacks to business growth. Polat and Yilmaz (2020) observed that interpersonal disputes between younger employees and superiors result from distrust and lack of support during communication, contributing to employee demotivation.
The change in the socialization and vocabulary paradigm, technology, learning, and generational literacy comprise a barrier to clear IC and can result in the younger generation forming a separate alliance alien to their more senior colleagues (González-Afonso et al., 2023; Han, 2022). Johnson (2019) emphasizes that managers in the workplace must be informed and aware of generational issues and enhance their managerial style to communicate effectively among all employees. Sadovskaya (2023), González-Afonso et al. (2023), and Bastos et al. (2021) also note the necessity of further exploring strategic ways to understand how IC affects engagement levels among various age groups.
Bastos et al. (2021) define engagement as “commitment or involvement with something or someone” (p. 207). Engagement increases the willingness of members to participate in communication based on the mode that best suits their needs, and four factors promote engagement during organizational communication (Bastos et al., 2021). These are receiving correct information, culture, two-way communication, and recognition and rewards. Correct information includes company strategies, news, financials, objectives, products, processes, and reports (Bastos et al., 2021). Culture includes the organization’s values and policies that protect its employees' social, emotional, and physical welfare (Bastos et al., 2021). Two-way communication involves channels for employee feedback (Bastos et al., 2021). Recognition and reward entail acknowledging contributions, such as employee recognition, additional benefits, employee development programs, and advancement opportunities (Bastos et al., 2021).
Similarly, volunteer members of non-profit organizations share similar needs for understanding an organization’s focus (Brewer & Westerman, 2018). Membership usually spans generations, and for engagement purposes, members’ communication preferences may differ depending on their age bracket (Wahab et al., 2021). In 2020, some chapter-based, non-profit, philanthropic organizations, such as P.E.O. - an international women’s organization - moved their monthly in-person meetings to online sessions due to the health risks associated with the COVID-19 pandemic. Doing so challenged some older members who were less technologically experienced, while others, particularly younger members, were happy with the convenience of online meetings.
When in-person meeting restrictions were lifted, P.E.O. chapters faced deciding whether to continue virtual attendance, return solely to in-person attendance, or combine the two. Some chapters continued an online option, paying for a streaming subscription out of their treasury. Members who faced difficulties with online meetings felt frustrated, while others were more comfortable meeting online. Consequently, member satisfaction and engagement suffered. Chapter leaders are concerned about members’ waning attendance, declining interest in taking leadership roles, and lagging participation in sisterhood events. Therefore, by improving IC, this study may enhance organizational engagement and increase meeting attendance, compared to how improved workplace communication can stimulate employee engagement and productivity.
This research asks: How can improvements to IC in women's philanthropic organizations promote greater member engagement? Guided by the social exchange theory by Homans (1958), this study adopts a qualitative research design to garner perspectives from individuals or groups regarding a specific phenomenon (Creswell & Poth, 2016). The qualitative technique offers a personalized exploration of participants' experiences (Creswell & Poth, 2016). In-depth and semi-structured interviews serve as the primary method for data collection. Open-ended questions invite participants to share their input freely. Participants will be selected through purposive sampling, ensuring that diverse age groups are represented. This targeted approach will provide a comprehensive and nuanced understanding of dynamics and engagement among members.
Participants will receive detailed information about the study before participation and provide informed consent. Participant information will be kept confidential and anonymous. The research protocol will be submitted for approval to the IRB to ensure ethical standards and participant protection. Thematic analysis will identify and analyze recurring themes within the interview transcripts. This method allows for systematically exploring patterns, commonalities, and variations in participants' responses, contributing to a comprehensive understanding of the
research questions (Castleberry & Nolen, 2018). This study is expected to promote an understanding of the factors contributing to member engagement in IC.