Aspects And Impacts Of Generational Diversity In Law Enforcement

The generational span is exceedingly larger today than in the prior history of our nation. The multiple generations consist of the veterans 1922-1945, the baby boomers 1946-1964, the generation X 1965-1981, and, the generation Y 1982-1999, in addition, upcoming millennial generation born 2000-2016 (Murray, 2013). There frequently are misconceptions and misunderstandings based on the differing perspectives of each generation. Moreover, as an effective leader, one must comprehend and acknowledge the characteristics of each generation and utilize these individualities to mentor and motivate the staff they are leading (Hendricks & Cope, 2012). In addition to considering the impact of the generational

There are many elements in the equation before it is solved, making decisions hard. All in all, generation Y minorities will have a more understanding panel when the process takes place, making the future police officer more equipped to handling situation that are a high-risk factor. With well-known knowledge of the difference in both generation X and Y minorities, this had led to a reduction in problems with citizens, and a greater opportunity for better training for future police officer. With ever-changing personality characteristics within every ethnic group, police officers from generation Y will be more understanding with minority differences and see each other as partners, and not as their skin color, making the justice system safer, happier and reliant when doing their everyday

Truthfully, I detest riding behind buggies. They are marginally faster than walking pace, hard to pass by, and honestly, dangerous vehicles all around. Now if you don’t know what a buggy is, this is a very confusing opening to an essay. Allow me to clarify. I live in the middle of nowhere, so when I realized this was an essay on diversity, I couldn’t discern where to begin. However, my humdrum hometown of Middlefield Ohio, holds more diversity than can be said for the large majority of Ohio. We are host to the 4th largest settlement of Amish in the world. They ride in horse drawn carriages called buggies. Given the horse drawn aspect, now you can understand why they move so sluggishly. Now, these people live a very different life from you or I.

A key issue with multigenerational workforces is that senior management may not recognize that the differences between generations is a problem that middle management faces and therefore may not retain the talent each brings to the team. When talent retention becomes a problem in an organization the whole organization suffers.

The most critical issue facing management now, and in the future, is the generational differences that they must acknowledge, understand and embrace. Understanding generational differences can exist is more critical than others for several reasons: the issue will be ongoing as people rotate in and out of the workforce, embracing the differences can bring a diverse way of thinking and handling projects, and to traverse the divide requires continual management, as well as, staff training.

Due to the growth in the working age population, workplaces today are experiencing an influx of people from four different generations working together. For businesses to compete in today’s global economy, employees must perform at their best. The generation that a person is born within plays a part of their work styles, work values and how they see them self. Though this vast array of talent and differing views has potential for conflict, but organizations that take advantage of the diverse workforce may use it as a source of competitive advantage.

The workforce of today incorporates employees from not one but several different generations. With each of these generations, there comes the challenge of being able to manage them effectively in the workplace. Each generation is motivated by different factors and responds differently to management styles. Human resource management of today requires being able to identify the generational differences, managing the generational differences and being able to bring them all together to produce the most effective working environment for the employee and the success of the organization they work for. In the article about Mixing and managing four generations of employees Hammill talks about how to find the perfect unity between all four of the generations in the workplace. While Jacobson discuses the characteristics of each generation, and how to properly manage each generation. The Society of Human Resource Management (SHRM) covers the topic as a whole. SHRM explains each generation in detail and what the generation believes in, and how each generation would work together best.

T he emerging need to efficiently and effectively manage the multi-generational workforce has become in of the priorities for managers. This paper relates to the need of having and engaging in practices that foster the understanding of the difference among generations in order to establish and conduct healthy approaches when managing personnel. The paper also relates to the need of establishing clear sets of goals and strategic initiatives to build a workforce that is engage, productive and fully identify with the organization’s culture.

The police department is experiencing an aging workforce as the average age on the force is 45 years old. Within the next few years 24% of the current force will be eligible for retirement, which will leave vacancies that will need to be back-filled.

    New generations are constantly entering the workforce,but it creates a conflict for managers and business owners all around. Currently there are four generations within the workforce. Each one with their own set of traditional values that were shaped around events around their time period. Two generations who are examples of this are  baby boomers and Millennials. These two Generations have completely different backgrounds, but one common shared shared workplace. Although Millennials and Baby Boomers share similar job expectations and common work goals, they differ in their grasp of technology and ambition to work.

They do not feel loyalty to themselves or to the organization; rather they feel loyalty to themselves or to the team that will help them achieve outcomes (Weston, 2006 np). Unlike their parents, the millennial generation does not depend on one source of employment to provide the professional development they need to advance. They make themselves more marketable through furthering their education and certification (Weston, 2006 np). When the four generations work together it is almost inevitable that generational conflicts will arise. Therefore making it necessary that proper strategies and resolutions are in place to cope with the vast difference in styles amongst these four generations.

The importance of a multi-generational workforce from a human resource professional perspective is that HR professionals must get to be change operators in making a work environment that can get, keep and develop ability from every one of the four eras. Those that succeed in enlisting, holding, and building up an elite, multigenerational workforce will beat the opposition and will have the capacity to deal with their "kin" hazard by building programs that address operational difficulties. Part of the changing part of HR is to acknowledge more noteworthy responsibility for the achievement of key execution measurements that effect business results. To accomplish this objective, pioneers and directors ought to end up accomplices with HR in handling individuals issues. To effectively plan and execute individuals’ techniques that objective each of the four eras, HR ought to concentrate on two key contemplations: First, it 's imperative to see how each generational accomplice acts and reacts to you as a business. Second, it 's likewise vital comprehend what you can do to take advantage of every associate with a specific end goal to drive engagement. We can no more anticipate that workers will be locked in without showing that our association is likewise locked in. It is essential to exhibit an energy about the way that they are contributing their insight, aptitudes, capacities, time and exertion in your association. In the meantime, proactively overseeing representative

For the first time ever, five generations are working together under one roof creating today’s multi-generational workforce. Our current workforce is comprised of Traditionalists, Baby Boomers, Generation X, Generation Y and Generation Z, whom are all working side by side despite major age and hierarchal differences. Diversity is extremely valuable in an organization, however; management must know how to properly motivate each age group in order to reap the benefits of today’s workforce.

Management of all types of generation effectively in the workplace is imperative to the prosperity and harmony of the organizations. A few, if not greater, are probably not aware that generation gaps exist in the workplace or maybe avoiding the existence of these generational differences. According to Toops, (May 2013), “in my organization, there are real differences between older and younger generations and how they approach work” (p.40). No two people are alike and the more people recognize our differences, then they will concede our similarity in some aspects. In addition, knowing the difference between people and adjusting to that diverse workforce is not stereotyping but a recognition from one person to another.

The workforce is aging dramatically and organizations are experiencing four generations in their workforce. It is not uncommon to see Generation Y, Generation X, Baby Boomers and Seniors all under one roof.