Essay On Managers Now Have To Be Parents At Work Too

Why should Millennials be ridiculed with the feeling of entitlement towards their career? They have spent their entire lives building a strong foundation for this specialized career that is intended to make them both successful and happy. It’s not a dumb move either, to find a elite job and enjoy it is a very strategic idea in order to create the lives Millennials intend to carry out. Millennials are being raised in an economic recession similar to that of the Depression era. They have the same mentality to work hard and save money, unlike the spendthrift Generation X (Wright). Millennials are bringing a new work mentality, rather than working to make a living and being unhappy they are choosing a career that they love and adjusting it to make it enjoyable and be productive at the same time (Freisse). Probably the biggest, most important factor is that with this new attitude of Millennials, work is going to be evaluated by performance not attendance (Jowett). This is going to increase productivity and weed out those who are not working hard. Today’s generation, Millennials, isn’t a bunch of sensitive, can’t do it, dummy’s like is believed. But an intelligent, hard working, compassionate group of people.

As we move into the new millennium more and more employers are allowing, some are even encouraging, their employees to bring their newborn babies to work with them. This is probably one of the greatest changes in child care norms that this country has seen in the past 30 years. Once upon a time, when a woman had a baby she almost always quit her job to raise her child, depending on her husband to support her and her child. Then along came the idea of maternity leave. This is when a woman takes a certain amount of time off to be with newborn. Once this time period was up, the woman still had a job to go back to. This meant that women no longer had to rely on their husbands for support. Unfortunately it also

“After a century of trying to control people, processes and information, we have come to a point in organizational history where we need to recognize that what worked before just simply isn’t enough anymore.” This goes to prove that over time just like everything else evolves our behaviors towards our colleagues has to evolve as well. And management has to learn the new behaviors of his/her employees. The Millennials and generation Z needs to know that they are appreciated and need to be challenged before they get bored, hence the reason why managers need to learn

Millennials have a different point of view on what they expect on their work experience. Most

The ethnography The Myth of the Age of Entitlement: Millennials, Austerity, and Hope by James Cairns, discusses the myth of entitlement about millennials (or Generation Y) in a political, economic and social perspective in the North American context. Cairns debunks the idea that “young people expect everything to be handed to them without having to work for it” (Cairns, 2017, p.133). There is a misconception that millennials do not work hard, are addicted to praise, have a lack of respect for authority and are more entitled than any previous generation. When in reality they have to work harder due to the loss of entitlements compared to previous working generations. For instance, when Sedef got her dream internship at CMI she was grateful to

Currently, Baby Boomers make up most of the workforce today although they are beginning to reach retirement age. (Tappero, 2010) The difficulties of retiring today and the amount of money needed to live comfortably are forcing many boomers to continue working past retirement. Simply because there are so many boomers, they are a huge presence in the workforce. Having older people in the workforce could increase costs of health care and other benefits. With more boomers staying in the workforce there are less jobs available for younger millennials. Since there are many boomers around, there is a good chance that your supervisor will be a boomer. A study showed that about 50% of boomers see themselves working till about age 70. (Tappero, 2010) Millennials are eager to climb the corporate ladder and with boomers staying in their positions that can cause some harsh feelings. Our culture today is all about getting things done faster and more efficiently. Millennials try and find technological advances to make things more digital. If a millennial brings these theories and ideas to a company that isn’t open to them, the employee may not stay or may be resentful. Companies need to keep up with the changing times in order to stay in

To start, this shift towards a shared economy is giving Millennials a bad reputation. Instead of focusing on their spending habits, Huffington Post blogger, Tim Urban, targets the work ethics of the younger generations in his article, “Why Generation Y Yuppies Are Unhappy.” In fact, Urban believes that younger generations were too spoiled in their childhood, so by the time adulthood hit they were destined to be failures. In addition to

The ethnography The Myth of the Age of Entitlement: Millennials, Austerity, and Hope by James Cairns, discuss the myth of entitlement about millennials (or Generation Y) in a political, economic and social perspective in the North American context. Cairns, debunks the idea that “young people expect everything to be handed to them without having to work for it” (Cairns, 133). There is a misconception that millennials do not work hard, are lazy, are addicted to praise, have a lack of respect to authority and are more entitled than any previous generation. When in reality they have to work harder due to the loss of entitlements compared to previous working generations. For instance, when Sedef got her dream internship at CMI she was grateful to

Many employers are challenged with handling the millennial due to the lack of proper understanding of this generation since there is plenty of myths, propagated through anecdotes and assumptions. However the separation of the myths and the facts is important for an organization so as

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).

Over the next decade, it will be a challenge for employers to attract, keep, and develop a skilled work force for numerous different reasons ranging from the evolution of technology to fewer foreign students coming to America for work. Adding to the problem, companies are finding themselves managing four generations of workers. Based on their generation’s life experiences, each group has its own diverse characteristics, standards, and attitudes towards work. The four generations are as follows: Silents (1925-1946), Baby Boomers (1946-1964), Generation Xers (1965-1980), Generation Ys or Millennials (born after 1980). It is up to management to relate and motivate employees of different age groups. The purpose of this paper is to inform readers

In a work environment everybody wants to climb the totem pole. For Millennials, they want to rise to leadership without working too hard for it. They are trying to reach the leadership positions as fast as they can and at times they are unprepared for the position they enter because they have not experienced enough along the way. Where Millennials are too fast to rise to leadership, people considered to be Generation X, who are known for their hard work ethic and experience are often complacent in the workplace. Though they gained their experience (unlike Millennials) by working their way up the chain of command and gradually paying their dues and though they also do not expect to be handed a higher position, like Millennials who feel entitled to higher positions in the workplace, they are also not as motivated as Millennials. (Bresman)

in order to impress the boss; rather, they will leave the office so they can pursue their personal interests. In the work place Millennials prefer digital interaction to face-to-face engagement. Why waste time on the telephone or with a meeting when you can just as easily text, email or Skype? These differences in communication styles often lead to miscommunication (Pacific Coast Times).

Prior to jumping right into millennial workers and the fields of recruiting and selection in industries and organizations and understanding how this relates to Industrial-Organizational Psychology, one may find it helpful to understand what Industrial-Organizational Psychology is and what it has to do with the working world. Landy and Conte (2016) defines Industrial-Organizational Psychology as “the scientific study of the workplace” or “the application of psychological principles, theory, and research to the work setting.” So, in this document we will explore the fields of recruiting and selection in industries and organizations and examine this in conjunction with the needs and demands of the millennial workers coming into the workforce. We will also look at any adaptions that may needed in the recruitment and selection process when working with this new generation of workers and explain why these changes may be needed. First, let’s look at millennial workers and their role in the working world today.

When it comes to Millennials, there is nothing that screams “business as usual.” Consequently, savvy leaders who want to remain successful in the global business arena, must concede their current method of attracting, engaging, developing and retaining Millennials as future global leaders is ineffective. Therefore, today’s leaders must develop a more compelling strategy to entice Millennials into leadership. Failure to use strategic foresight to recognize trends regarding future organizational trends and take timely actions to change their tried and true, old school philosophy regarding developing and retaining talented employees will result in losing the competitive edge, which is driven by technology-laden Millennial’s who are poised to innovation.