Generation Me, And Not Everyone Gets A Trophy

The current generations in the workplace today are Traditionalists, Baby Boomers, Generation X, Millennials, and Generation Z. Each generation brings their own values and mindsets to the mix. Although genetics play a part in a person’s characteristics, the generation in which someone is born into also plays an integral part in shaping their mind, values, goals, and work ethics. People from the same generation share similar experiences, and this can influence how they think politically and socially.

Although today's family have changed, the workplace has not-and the resulting one-size-fits-all workplace has become profoundly mismatched to the needs of an increasingly diverse and varied workforce (Christensen & Schneider, 2010). Blending the ages in the workplace has its preferences and its challenges, as every era has its own particular qualities, and abilities they convey to the work environment. Generational contrasts, influences how individuals convey, with various

Millennials and the older generations do have distant relationships in the workplace that needs a resolution to provide a productive and excited work environment that produces results. These critcism about Millennials Steve Gavatorta witness at his own work environment, he states, “One of the common issues I experience when working with clients, who are primarily Baby Boomers and Gen X’ers, involves Generation Y entering the workplace,” Gavatorta describes how he personally experience these objections daily about Generation Y in the workplace, and how the older generations protests about Generation Y and the communication barrier with technology, their sense of entitlement, and their work ethic. Generation Y’s differences compared to the

Gen X, Baby boomers, and Gen Y are the different generations who work side by side in today’s workplace. According to Ann Hewlett, the President for Work-Life Policy Gen Y and Baby Boomers generations are a large chunk of the workforce, around eighty million each. Whatever those generations value, they have the power to drive to get the results (Hewlett, Sherbin & Sumberg, 2009). Baby boomers and Gen Y have similarities in what they value and there motivates them in the workspace. They tend to share some attitudes and behaviors. At work, Baby Boomers and Gen Y are motivated by not only money and making a pay package. They both desire a bunch of other stuff in life. Along with strong title, recognition, and respect. They are drawn to crave

It is often referred to as the fight of the generation. In one corner of about 42.5 million persons reflecting approximately 12.3 percent of unemployment rate and $ 294 billion in the form of student loan debt there is 20 to 29 years-olds (Philips, 2012). On the other corner of about 36.9 million persons and an unemployment rate of approximately 6.6 percent and a median household worth of $ 162,000 includes the 55 to 64-year-olds. It is ideal to note that this is not the occurrence within the context of the job arena. Generations focus on eliminating each other in the job arena thus the constant fights from within for work. It is also essential to note that a 24-year old would compete effectively and efficiently for a job with a peer rather than with a veteran of about 60-years old. Despite this notion, there is critical need to focus on the examination of the two diverse corners with the aim of addressing the issue of who is in dire need of help within the context of the workplace.

This generation watched their parent’s marriages fall apart and their mothers enter the workplace. This left the generation to spend their childhoods watching television and earning the title of latchkey kids. They had to learn to do for themselves and take care of themselves. They grew skeptical of the government when they learned programs like Social Security and Medicaid were slowly drying up and vanishing. This fostered an attitude of take care of yourself and depend on no one; welcome to the Me Generation. Members of Generation X have a just-do-it attitude and are technologically adept. With these two skills, Generation X bridges the old with the new, or the Baby Boomers with the Millennials (Gurwitt, 2013). But does Generation X know how to build a workplace that attracts, motivates, and engages Millennials while reducing multigenerational

The general assumption is that the Silent Generation consists of those individuals born between 1925-1945, the Baby Boomers are born between 1946-1964, Generation X are individuals born between 1965-1981 and Generation Y are those born between 1982-1999 (Twenge et al., 2010). However, there are some date variations on the exact cut-off dates for each generation. In their review of theory and evidence on generational differences in work values, Parry and Urwin found that all the studies to date use different cut-off dates for each individual generation and argue that the fact that different scholars have defined each generation differently, can to some extent explain why there is no consistent evidence for the existence and nature of generational differences in work values (Parry and Urwin, 2011). Further complicating the grouping of generations, is the argument by several scholars, who imply, that those individuals, who are close to the cut-off dates of a generation might not necessarily belong to either one, but more form a blend of two generations. Hence, the argument is formed, that only those who fit into the middle of a generation actually depict this generations values and attitudes and share common experiences (Parry & Urwin, 2011).

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

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

My experience at Oxfam saw me interact with individuals of diverse ages. However, the generation Xers were the majority. The presence of people from diverse age backgrounds played key roles in the development of individual professional skills. Most importantly, the silent in the organization instilled in us a spirit of collaboration. Moreover, an attribute that stands out amongst the silent generation is their concern for communication skills. They also instilled in us the discipline of saving. The Baby Boomers also shaped our approach to critical issues that had an impact on our lives. They were influential in enabling us to resolve conflicts that arose while at work. Finally, a significant number of employees were generation Y. We stood out because of our persistent attachment to technology. The generation Y were the most zealous in their workplace and would spearhead for a common agenda irrespective of the diverse backgrounds that we

Today, the workplace environment is comprised of people, both males and females from all different cultures and generations. For the first time in U.S. history there are four different generations out in the workforce. A generation can be defined as a group of individuals born within a term years having similar ideas, goals, attitudes and experiences. It can also be defined as the average period between the birth of parents and the birth of their children. Resources differ as to when some generations start and end; a generation is usually around 20 years long. generational differences are based on broad variations in values that develop based on the

Generation gaps in the workplace is nothing new. To be effective with all generations in the workforce today companies must know each generation individually. This would include each unique background, personality, preferences, and style. When companies know generational information it adds tremendous valuable to the recruiting process of any company. (Miner, J. B.2015) Lack of attention to each generational differences will make any company less attractive to young recruits. This will result in higher recruiting costs and greater difficulty in finding the right employees. (Lieber, L. D. 2010) Critical management skills will involve understanding generational differences in order to strengthen work relationships between and among employees especially with Generation X and Generation Y. By taking the time to understanding how these two groups Generation X and Generation Y are actually coming together should help companies design work/life programs that can help them train, develop, and retain employees. It should also lead to ideas on how the generations can work together most effectively and efficiently. (Alverson, M. 1999)

After being with my company for over twenty years there have been many organizational changes. In my role as a hiring manager, it is important to understand the generational differences between employees. Generational terms like, Baby Boomers, Generation X, Millennials, and whatever comes next may be indicative of general patterns. However, we must be mindful that, while each generation develops a kind of collective identity, generational stereotypes must be seen for what they are, oversimplified labels. It is much more helpful to view all generations as complex groups made up of people with all kinds of values, goals, and points of view.

According to Margaret Haughn (2015) Millennials or Generation Y is a term used to describe, "Individuals who reached “adulthood around the 21st century”. This includes people born as early as 1976 and as late as 2004. In the U.S. there is about 76 million millennials. Millennials can often be described and stereotyped as lazy, sensitive, and entitled in the work place. This stereotype might be true of some millennials work ethic but like a stereotype it is not true of all. Millennials like all generations have good and bad workers that bring positives and negatives to the changing workforce. They bring new ideas and methods that can have a positive outcome for businesses and most importantly for customers.

Generation Y or “Millennials” seek value through contribution, and teamwork. Often driving by autonomy, this generation understands the 24/7 work environment, so they are resistant to rigid traditional office hours and time behind a desk. “Millennials are focused on making meaning, not just making money” (Asghar, 2014). A “work-to-live” mentality is their motto (Nelson, 2013).