The Generation Of The Boomer Generation

It’s the first time in American history that five generations are sharing the workplace, from Traditionalists, Baby Boomers, Generation X, the Millennials or Generation Y, and the new unnamed generation. With five generations come five sets of ideas, how to conduct one’s self, approach activities, values and motivators. Different beliefs, understandings, and undertakings create misinterpretations and frustrations. The fire service is currently facing a similar situation. It’s imperative to recognize and understand these differences to avoid misunderstandings and to help your department work effectively to meet its goals. Not every employee displays aspect of their generation category, but understanding the individualities of each generation will help with teamwork, supervision, embracing change, and productivity. With each generation there are different communication styles and driving factors that motivate production. It is essential that you understand how each generation communicates and what they motivators are so that you can communicate ideas and organization vision to them. What can we do in the fire service to prepare to handle these challenges?

Many people in the "baby boomer" generation are staying active as they age. By either jogging, swimming or becoming part of a sports team. They strive to remain youthful and mentally young and view retirement as an active period of their life. Theirinterest in health , fitness, looking young and attractive and longevity is quite phenomenal. They can expect to live longer due to medical advances however stress and burnout could impact on this expectation of longevity. They are well educated, thirsty for information interested in travel and will want to stay involved in the political processes. In addition they are optimistic, forward thinking and undoubtedly redefine old age. As the oldest of the nation's 75 million baby boomers approach the age of 60, a Pew Research Center survey finds many are looking ahead to their own retirement while balancing a full plate of family responsibilities either raising children or providing financial and other

Economic factors will play a role in baby boomers working beyond the age of 50. Due

“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

Baby boomers grew up in a generation that had high hopes for the future of their country. More people mean’t more education, higher levels of income and thus more buying and spending than any previous generations in history. It was in itself, a generational movement of people who believed they were

Baby-boomers have dominated American culture for nearly five decades. Likened by demographers to a pig moving through a python, boomers account for one

The aging of the baby boomers is not just a demographic issue. It has important economic implications. Owen and Griffiths (2010) argue that the baby boomers can best be seen as a generational bulge that occurred between 1946 and 1964. This generational bulge is so large that it drives the economy during each state of the baby boomers lives (p. 76). This suggests that the aging of the baby boomers is a demographic issue with important economic implications.

Joel Kotkin does not eschew controversy in the title of his essay "Are the Millennials the Screwed Generation." The author postulates that the post-war generation of Baby Boomers has ruined the American dream for the current twenty-somethings, the Millennials. Boomers came of age in a golden economy, with good housing and job markets, yet Millennials have had dismal outlooks in both. Kotkin explores polarities like these in the experiences of the two generations. Millennials may not have had the advantages of Boomers, but they are the future of the country. The author uses compelling evidence to argue that Generation Y is, as he indelicately phrases it, "screwed."

During the sixties, there was a huge generation gap between the parents, who became adults around World War II, and the children, baby-boomers, who came of age in the 1950s and 1960s. Due to the generation gap, the younger generation grew farther apart from their parents and the older age group. The younger people believed that the older generation was too inhibited and too materialistic. For the most part, the baby boomers simply refused to accept the world-view of the older generation without questioning it. They broke with the political persuasions of their

For the last 50 years, there have been three generations in a work place. Baby boomers, Generation X, and Generation Y. Each of these three generations bring significant influences to the work place especially to organizational leaders.

Kyles (2005) defines them as competitive, political, hardworking, and nonconformists. “Known for their workaholic ethic, Boomers will do whatever it takes to get the job done and get ahead, and they expect to be rewarded. They outnumber all generations and hold a majority of management-level positions. They are also approaching retirement and are heavily concerned with financial and job security” (Kyles, 2005, p. 54). This group is very hard working and also offers a lot of wisdom that can be beneficial to those of the younger generations.

“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.

Effective leaders of my age are faced with a few challenges, quite a few actually. One being the generational divide that currently exists between four different workplace peer groups: Traditionalists, Baby Boomers, my age group of Generation X, and Millennials. Aside from increased global diversity, our workforce has mushroomed with generational cultures as well. Young associates of today are the future leaders of tomorrow, yet there is an obligation to honor the long-term commitment of our older associates. When bridging these distinct generations,

Many changes are happening in the workforce today. Our labor environment consists of multiple generations, which creates fundamentally differing approaches to everything from work ethics, business management, and co-worker cooperation. The most recent generation, commonly known as “Generation Y” or the “Millennial” generation, is slowly taking over the workforce. Because they bring with them a radically new mindset and opinion of labor, the global business infrastructure should be modified to not only accommodate “Millennials,” but also to remain sympathetic to the business practices characteristic of previous generations. Doing so will provide more harmony and productivity among co-workers of different generational backgrounds.

In the present diversified work force in terms of age ,gender,culture ,work style, the employee demographics consist of the four generations which are Traditionalists, Baby Boomers, Generation X and Millenials