Cohort

Outline the key roles of one professional career pathway within applied psychology and critically discuss two research areas addressed within the chosen career pathway.

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).

Since Howe and Strauss (2007) defined the traits of the Millennials, a number of authors have continued to explore and categorise this generation’s values and traits more than any other; “optimistic spirits, assertive or confident, consummate multitaskers, positive, sociable, cooperative, team oriented with an affinity for innovation and technology”(Pardue 2008, p74). Millennials experience and practice life at an augmented speed, communicating on a multiplicity of electronic devices; “they are an idealistic generation awaiting leadership and motivation; they are primed to do well” and achieve highly (Holt 2012, p81). Despite these characteristics which read as an inventory of an ideal employee, with the merging of multi-generations in a workplace, there comes a disparity in attitudes and approaches; the generational or life-stage divide. Each generation offers rich and valuable outlooks, however to bridge the gap it is important to know what motivates the other.

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

Millennials are categorized in many differ ways. Some people believe Millennials are lazy and narcissistic while other people believe they are more open-minded confident, self-expressive, liberal, upbeat and receptive to new ideas and ways of living. This starts different disputes between individuals. For example, Hasan Piker argues Simon Sinek statements made in the video, “On Millennials in the Workplace.” Sinek uses his motivational speaking skills to persuade the audience that Millennials, people reaching young adulthood in the early 21st century, are catered to and entitled. He uses four examples that back up his reasoning: parenting, technology, impatience, and environment. In contrast, Piker responds differently, believing that Millennials work for their status. Piker argues Sinek’s views about Millennials in the video “Young Turks on Millennials.” Both Sinek and Piker use different rhetorical strategies to entertain and persuade their audience about Millennials.

The purpose of psychologists in the workplace is to promote well being among employees and study how the workplace affects human behavior. This doctoral degree program conducts research and practices foundational psychology techniques and theory as they relate to the behavior of groups and individuals within organizations. The program is 124 credit hours if completing the Master's (34 credits) and Doctorate (90) portions consecutively. Graduates with this degree find employment in various job sectors, including industry, government, education, business, consultative agencies and research institutes. They often hold consulting positions within businesses and agencies to provide expert opinions on workforce behavior.

Throughout Simon Sinek’s speech regarding the topic of millennials within the workplace, he makes his claim very clear that Millennials disadvantages can be directly correlated to the failed parenting strategies, the advancement of technology, and lastly the environment created by big corporations which hire millennials. Sinek states that these negative factors cannot be blamed on Millennials, but rather the older generations. I wholeheartedly agree with Simon Sinek on his position over this argument because I myself am a millennial who has observed and experienced the claims which he makes. I have felt the failure of parenting systems which gave me a sense of entitlement, I have observed the powerful impact technology has taken over my generation

At the beginning, I want to thank PhD committee for addressing a situation that is inappropriate everywhere and that should never happen among highly educated people. The unacceptable incidence of last week is not the first time when Xu misbehaved with me. Though I have not documented the earlier misbehaviors of Xu, I would like to document some of those here to let you know the agony that I was going through for last one year.

This is a well written-article that uses as supporting evidence neuroscience researching findings, anecdotes, quotations from authoritative figures, and survey statistics from HR managers. If I were a manager of the Baby Boomer or Gen X generation, Tyler’s recommendations might alleviate anxiety about the inevitability of navigating the generational gap with younger employees. As a creative Gen Y (another name for the

Millennials are given a lot of flack for striving for work-life integration as opposed to work-life balance. It is said that we have an anti-work attitude, place a laughable amount of value on corporate culture, and want work to be “fun.”

[This paper will include research on mentoring millennials and how this will impact their professional experiences. This paper will also look at the differences of personalities, attitudes, and morals from generation to generation. This research will attempt to prove if millennials are as bad as they seem, or if these are only false stereotypes. An analysis will be done to determine if mentoring will change some of the stereotypes that millennials currently hold. This paper will look at the different behaviors observed by the millennials as they work through the

Unsatisfied employees may be more likely to work less efficiently, and demonstrate less loyalty to their organizations. Aspects of entitlement from Millennials may also engage intergenerational disagreement if members of management are from older generations, resulting in workplace conflict. Senior workers may begin rebelling against Millennials as they argue it is the younger generation’s turn to make the same sacrifices required by the older generations, and accept responsibility for performance outcomes (Myers & Sadaghiani, 2010) rather than abandoning their position when the work gets tough. Millennials do not wish to pay the same dues as their parents did with longer office hours, fewer promotions, and no work-life balance; as parental generations feel offended by the demands of Millennials, Millennials feel mistreated if they are required to accept any of the realities their parents had to

Millennials are reaching an age, or have already met the age at which they are trying to find a career that suits them. In a recent interview of Simon Sinek, a pundit in leadership and renowned author, Millennials in the Workplace, he empathetically illustrates why millennials are having such a troubling time choosing a career. Sinek claims that there are a few reasons for a millennials lack of assurance about their workplace, “It can be broken down into 4 pieces actually. 1 Parenting. 2 Technology. 3 Impatience. 4 Environment.” He argues that it’s really not the millennials fault, but that “they were dealt a bad hand”, and these four reasons are really at blame. I completely agree with Sinek’s argument that millennials were pretty much set up for failure.

Recently, the debate about Millennials in the workplace has been on the rise due to the concern that the habits associated with Millennials will creep into the workplace and change the industry forever. In their recent works, Joel Stein (2013) of Time Magazine and John Crist (2017) of YouTube offer their opinion in this hot topic debate about Millennials and whether or not their habits benefit the workplace. The recent discussion about Millennials focuses on their habits and how they will affect the workplace while also focusing on the effect these habits hae in everyday life. Stein (2013) suggests that the habits of Millennial’s are continuation habits of previous generations that are going to bring positive changes to the workplace. On the other hand, Crist (2017) suggests that the habits of Millennials cause them to be lazy, entitled, and spoiled therefore bringing bad ideals to the workplace. My view is that the habits of Millennials will bring positive impacts to the workplace and change the workplace in a way that shapes it to not only fit the ideals of this generation, but also the ideals of the next generation.

Similarly, Stewart, Oliver, Cravens and Oishi (2017) analyzed results of previous studies of Millennials’ traits related to commitment at work, expectations and job satisfaction. Reported conclusions were not much different from those of Twenge (2010). Both reviews reported that Millennials appreciated flexibility, work-life balance and pleasant working environment (Twenge, 2010; Stewart, Oliver, Cravens & Oishi, 2017). However, Stewart, Oliver, Cravens and Oishi (2017) also reported that the Generation Y wanted frequent rewards and recognitions at work as well as clearly stated requirements for such reward or recognition. However, the researchers used a less common definition of Millennials, which stated that they were born between 1981