Baby Boomers And Gen Y In The Workplace

The Tethered Generation, written by Kathryn Tyler, a self-identified member of Generation X, published this article in HR Magazine, a magazine for HR Professionals. In this piece, Tyler elaborates on what she believes to be the most dependent generation to exist: Millennials. A “frequent contributor” to the publication as a freelance writer, she has quite the background in human resources and training, which reflects in the style of this particular article. In the beginning Tyler discusses the effect that tethering to technology, peers, and parents has had on this generation. Towards the end, she writes a sort of “how to” guide on dealing with those effects in the workforce, and how to make the transition into the workplace for those individuals (and other employees) as smooth as possible. Her thesis is evident in the beginning of the article. Tyler argues that because millennials are too attached to technology and dependent on other people that are close to them (like parents and peers), they lack the skills and traits that previous generations possessed, as well as autonomy, and in the process created an epidemic of very overbearing parents that may be too concerned and involved in the life of their children, which could be detrimental to the new young adult’s development of their professional life. This rhetorical analysis is going to dissect the writer’s use of logos, pathos, and ethos in her argument.

In her article “The Tethered Generation” for HR Magazine in May 2007, freelance writer Kathryn Tyler asserts that due to the fact that millennials grew up with new technologies such as the cell phone and internet, many of the skills they need to integrate into the workforce is severely lacking. She goes on to support this argument by addressing millennial connectivity and helicopter parents. With Tyler’s background in human resources and training and her proclamation of being member of generation X, Tyler shares her observation that millennials entering the workforce are tethered to technology, which in turn effects their work, communication, and decision making skills in and out of the office. By supplying the reader with information about these transgressions, Tyler builds her claim that HR professionals should work harder to accommodate the millennials’ shortcomings. She appears to write in hopes of HR professionals understanding why Millennials have developed into the people that they are in order to provide HR professionals with a better understanding of them and to teach these professionals how to deal with their millennial employees. Tyler’s explicit argument, which effectively appeals to her audience’s perception of millennials, is supported by an appeal to ethos in which she employs statements from credible professionals to optimize her argument. This strategy of opting to sparingly use her own voice in the text poses a unique method of making her audience more

In her versatile article, “The Tethered Generation”, published in HR Magazine in May 2007, educated freelance writer Kathryn Tyler expresses her opinion of technology and its effects on the millennials generation (those born in the United States between 1978 and 1999). Tyler’s intended audience includes the many readers of HR Magazine, those who probably work in the Human Resources (HR) Department themselves. Her purpose is to educate other HR professionals on how they should become aware and prepared to a millennial generation too soon start working in the same workforce they are in. She shows this by arguing that since the reliability of technology, millennials have slowly started to drift away from their own responsibilities, causing a changed etiquette in professionalism while in a workforce environment. Tyler, a member of Generation X (those born in the US between 1960 and 1977) and a former Human Resources generalist, often writes passive, two-sided articles, addressing that neither side of the argument is to blame, according to her previous work in HR Magazine. This conversant piece continues that pattern of examining the cultural change from the perspective of human resource issues. what follows, I will try to reach out to my audience of classmates in order to have them agree with me that Tyler’s persuasive appeal is not strong enough to appeal to her audience.

Every generation is influenced by its period 's economic, political and social events. From the Great Depression to the civil rights and women 's movements to the advent of television and advanced computer technologies. Thus generational background/situation may also affect the way they work. The key is to be able to effectively address and take advantage of the differences in values and expectations of each generation in the workplace. The current work place consists of four different generations; The Baby Boomers (1946-1964) who are slowly retiring and existing the workforce, The Generation X (1965-1976), The Generation Y or millennia (1977-1997), and the Generation Z who are about to or are just entering the work force. Although these different generations tend to want similar things in a workplace their environment/background has shaped their character, values, and expectations (Hahn 2011).

Understanding the generational traits of the people who work over and under are important to enjoying the work place and productivity. Knowing the people helps build positive relationship at work which will open doors to be an example of God because He is our Master. "Whatever you do, work at it with all your heart, as working for the Lord, not for human masters," (Colossians 3:23). In the work force there are many different personalities and traits, we will discuss three generations, the Baby Boomers, Generation X, and Generation Y (Millennials). Baby Boomers are the elders of the workforce and have many positive traits to contribute, many studies indicate Baby Boomers were born between 1946 and 1945.

Every work environment is teeming with people from various generations. Though, the majority of people wish for a healthy work environment this is not the easiest to come by. People from these different generations have different ways of looking at the world. They were raised differently and though theoretically want the same things they want to reach these goals in different ways. Rising to leadership, the understanding of technology, adapting in the workplace, and communication are the four criteria you need to know to understand how the people of Generation X and Millennials function together in the workplace.

The so called millennial generation, also referred to as Generation Y and commonly called the Net generation, due to the effect of the internet, are made up of citizens in the United States born between the years 1978 and 1999. This generation has become very familiar with technology because they have grown up with it. They were raised with this new technology such as e-mail’s, instant messaging, and even cell phones. Not all of these new devices have been helpful. In the workforce specifically things have changed especially with communication. Many business had to change their ways of “running the firm” to adapt to the new generation. Business are struggling to adapt to their technological ways, and the effects

Upon reflecting on the three main generations that comprise the workplace today, a few differences emerge. “Baby Boomers” grew up in a time when movements were prominent, the Vietnam War occurred, key figures were assassinated, the Watergate Scandal occurred, and television was introduced (Twenge et al., 2010; Schullery, 2013). Overall, “Baby Boomers” seem to exhibit a distrust of authority, value hard work, and want to enjoy their achievements (Robbins & Judge, 2015; Twenge et al., 2010). As such, they are results driven and give their utmost effort (Robbins & Judge, 2015). “Generation X” grew up in a time of computers, divorce, two career parents, MTV, and economic uncertainty (Twenge et al., 2010; Robbins & Judge, 2015). For the most part, they seem to exhibit the workplace behaviors of independence and a lack of commitment to employers (Twenge et al., 2010). They value a balance between work and life and place more focus on extrinsic rewards such as monetary compensation (Twenge et al., 2010). “Millennials” grew up in prosperous times with technology dominating the era and over-protective parents (Robbins & Judge, 2015; Schullery, 2013). Generally, they seem to place a greater value on employee benefits, leisure time, teamwork, and open communication (Society of Human Resource Management, 2004; Twenge, 2010; Myers & Sadaghiani, 2010). In addition, they have also been given the labels of “self-centered” and “entitled” (Myers & Sadaghiani, 2010).

“The number of employees over the age of 55 has increased by 30 percent; however, the number of 25- to 54-year-olds has only increased by 1 percent” (Claire, 2009). In 2008 the eldest of the 77 million baby-boomers turned 62. Estimates are that by the end of the decade about 40 percent of the work force will be eligible to retire. As people begin to reach the age of retirement there may be not be enough new employees to fill the gap (Clare, 2009). Companies need to find ways to attract Boomers and Millennials. Companies that want to attract Boomers and Millennials need to be creative in their culture, HR policies and work environments.

This article is written in a particular setting where there is a need to replace the Baby Boomers with a millennial employee in the law library. This group is very used to mentoring and have a great understanding on what it takes to mentor employees. The writer begins the article by defining generations. Each generation is dissected in detail to give readers the best understanding on the differences between generations. Baby Boomers have so many tough life lessons that shaped their morals, ideas, personalities, and characters. In contrast, Millennials had more of a sheltered covered life, they did not have to work as hard to get where they are, so they are made different. Finding the middle ground is the target of the writer to see how the

In an interview of 2016, Simon Sinek analyses and discusses the topic of Millennials within the workplace. Throughout Sinek’s speech in his interview, he explains the disadvantages which Millennials have faced while growing up in their generation. Now, Sinek claims that the reason why Millennials have been dealt such a “bad hand” in life, is a result of failed parenting strategies, and an imbalance of technology along with social media (which has advanced like never before within the adolescence of Millennials). Therefore, the imbalance of the internet and real-life interaction results in millennials being unable to form deep and meaningful relationships, in order to carry out happy and meaningful live in comparison to previous

Today’s working environment has experienced a major transformation over the last decade, particularly in terms of population diversity in the workforce. There are currently four main generations dominating the workforce, they are made up of Silents, Baby Boomers, Generation X and Generation Y. It is expected that in the coming decades there will be further changes with emergence of newer generations, and slower removal of older generations from organizations as pension age increases. Understanding differences between the generations, and learning to adapt their management practices is critical to building a successful multigenerational workplace. I would like farther explain each generation’s attributes and their effects on the workforce.

Оrgаnizаtiоns tоdаy аrе fасеd with mаny diffiсult сirсumstаnсеs frоm а trоubling есоnоmiс pеriоd аnd high unеmрlоymеnt rаtеs tо а multitudе оf diffеrеnt реrsоnаlitiеs аnd gеnеrаtiоns running thеir businеss. Аs thе еxtеrnаl fаctоrs сhаngе thrоughоut thе dеcаdеs, undеrstаnding thе diffеrеnt gеnеrаtiоns – Vеtеrns, Bаby Bооmеrs, Gеnеrаtiоn X, Gеnеrаtiоn Y, аnd Millеnniаls – hаs bеcоmе еvеn mоrе impоrtаnt tо еnsurе а suссеssful аnd sustаinаblе оrgаnizаtiоn. Аs а nеw gеnеrаtiоn еntеrs аnd аn оldеr, mоrе trаditiоnаl gеnеrаtiоnаl prеpаrеs tо rеtirе, mаnаgеrs thrоughоut оrgаnizаtiоns must hаvе а thоrоugh undеrstаnding оf whаt is mоst impоrtаnt tо thеsе individuаls tо crеаtе а pоsitivе wоrk еnvirоnmеnt. Tеаms tоdаy includе mоrе gеnеrаtiоns thаn еvеr bеfоrе аnd sinсе thеy аll hаvе vаrying cоnсеrns аnd аrе stimulаtеd diffеrеntly, mаnаgеrs will hаvе а hаrd timе bеing suссеssful withоut fully undеrstаnding whаt mаkеs thеir еmployееs “tiсk.”

Today’s workplace is no different than those of past years, with Traditionals, Generation X and baby boomers all coexisting in the same office. But as more boomers work past retirement age, and tech-savvy millennials continue to graduate and enter the workforce, the stark differences in the values, communication styles and work habits of each generation are becoming more and more pronounced.

Generations, INC.: From Boomers to Linksters—Managing the Friction Between Generations at Work by Megan Johnson and Larry Johnson