write one comparison paragraph based on these key points. The paragraph should be about 220 words.

• Robert Cote Lindenwood University Today, organizations are faced with a diverse multi-generational workforce that may require different strategies for motivating employees to be engaged in their job and increase job satisfaction.
• These challenges may be the result of several factors, including trust with management, lack of job recognition, opportunities based on skills, positive relationships, and lack of compensation for their efforts.
• By evaluating motivational theories, employee`s needs, and behaviors, organizations can develop and implement programs tailored specifically to increase motivation and drive performance.
• Motivational theories were developed in the 1940`s, 1950`s, and 1960`s and the concepts and principles were applicable to Baby Boomers and previous generations, i.e., Traditionalists or Silent Generation born prior to 1945.
• This paper will provide a variety of strategies developed and implemented to motivate employees based on their individual differences.
• The strategies will take into consideration key factors, including intrinsic (internal) rewards, extrinsic (external) rewards, individual needs, behaviors, personal factors, and organizational factors.
• Can the findings conclude whether motivation needs are the same or different for the multigenerational workforce?
• Further research may be needed to explore the application of motivational theories and motivation programs with generation`s post 1960`s.
• 16 Journal of Lead ership, Accountability and Ethics Vol.
• 16(2) 2019 According to research performed over the last decade, some of the key essential factors that have been studied include 44 aspects of job satisfaction and 38 factors related to employee engagement (SHRM, 2017; SHRM, 2015; SHRM, 2013; and SHRM, 2012).
• Based on the trend, employees experiencing a lack of enthusiasm and engagement at work can inhibit organizations from achieving specific goals and objectives.
• In a 2017 Society of Human Resource Management (SHRM) Survey, statistics indicated 89% of employees were very satisfied with their jobs in 2017, respondents indicated the following key findings, including treating employees respectfully at all levels regardless of their title or role was a contributor towards job satisfaction, benefits packages, trust between employees and management, opportunities based on skills, and positive relationship with the boss (SHRM, 2017).
• Although job satisfaction scores were high, employees will be seeking opportunities outside their organization due to compensation and pay (SHRM, 2017).
• Based on the survey results, organizations are developing strategies to provide additional pay incentives and better benefits to improve employee job satisfaction, motivation, and productivity (SHRM, 2017).
• In the next section, motivational factors (personal and contextual), intrinsic/extrinsic rewards, and a model for motivating employees.
• MOTIVATIONAL FACTORS, REWARDS, AND MODEL What must be realized is that not all multi-generational employees are motivated for the same reasons due to demographic differences creating challenges for organizations.
• Things to consider are personal/contextual factors, intrinsic/extrinsic rewards, and the motivation model.
• Personal factors are individual differences brought to the workplace which may include: 1.
• According to Maslow (1943), needs can be a psychological or physiological deficiency that can drive attitude and behaviors, i.e., job satisfaction, job stability, recognition, or compensation/benefits.
• Organizational Contextual Factors Organizations' contextual factors influence individuals' attitudes and behaviors, including 1.

• And over the years, I`ve worked with hundreds of individuals to figure out what to do with their career, whether they are moving to the next rung of leadership or trying to figure out what it is they really want to do.
• I`ll be joined by some of the country`s best coaches and other luminaries from different fields to talk about interesting ideas that you can apply right now.
• A big part of career stewardship is being intentional and deliberate in terms of whom we are connecting with, it`s easy to get stuck in a particular niche or sub network, and not be connecting with people in other parts of the world where there`ll be a lot of mutual benefit.
• Today, we`re going to talk about the inner generational workplace.
• And the challenge of having a rich and fulfilled career in workplaces that may have up to five generations.
• And for the past 10 years has been working on intergenerational work issues with an organization called encore.
• And I`ve done you so long as a writer, you had a common with the New York Times called shifting careers.
• You`ve written two books for the past 10 years or so you`ve worked with an organization called encore.
• And now you are like intergenerational, learning and working person.
• So as you know, a lot of the through line in my career had been around work and looking at the future of work, and how people think about work and careers and shift in their work identities over the years.
• And as I did that work, I was always kind of speaking, writing, since making in that space, and I learned about an organization called encore.org.
• That was very much looking at the demographic shifts and what was going to happen, particularly in our country, where we have this abundance of older people, 10,000 people turning 60 every day.
• And a lot of them in that generation, right?
• And so Unger was really looking at how do we make the most of that talent and experience in a society that traditionally hasn`t really valued older people.
• And I got really intrigued by the work that was being done at Encore, which was at that time, like a running interesting program, and uncle was doing research and the founder, Mark Friedman, my dear friend and colleague has written five books on the emergent life stage between midlife and old age that never really existed before.
• So I got super curious and interested in this work.
• I wrote a lot about these issues for the New York Times where I was writing at the time.
• So how to think about a second or third act with a social mission focus, and as a way for society to think about how to use the talent of people in extended midlife who are still have so much to give, but may not really be valued in the workplace.You`re talking about, let`s say older generation, and yet the the frame now is intergenerational work.
• So how does it How does it move from being about people getting older and still be relevant to being about how generations work together?One of the things that`s happening concurrently with an aging society is that we`ve also become a multi generational society, especially in the workplace.
• How do we think about different working styles?
• How do we build teams that leverage the benefits of people with different life experience with different skill sets with different demographic lenses?
• So we are particularly interested in how do we work together for social change across generations at this moment where the generation gap and the generational divide is, is one of the bigger tensions we have out there in the world?Let`s go to what is the benefit here?
• So I think that the benefit and payoff is that, you know, it`s a lot like the diversity conversation writ large, right?
• When we talk about the value of diverse teams, right, we talk about different perspectives,