Introduction
The American workplace has “five generations working in the same environment” (Toossi, 2012, p. 44). Each of these generations portrays unique characteristics, behaviors, and ideas. Such behaviors can either damage or support the performance of different working environments. Managers and leaders should be ready to bridge the differences existing between these five generations. According to Turner (2008, p. 22), “a positive organizational culture has the potential to support the needs and expectations of different employees”. A detailed understanding of these five generations will ensure every manager supports his or her workers.
Review of Current Literature
The current low birth rate in the United States has “encouraged more professionals to work for many years before retiring” (Turner, 2008, p. 22). The country’s aging population has also led to this development. Many students in the country also go to school for many years. These issues “have made retention and recruitment significant than ever before” (Pitt-Catsouphes & Smyer, 2006, p. 4). That being the case, managers must embrace the power of effective Human Resources (HR) in order to address the issues affecting these generations. Employees from different generations can produce numerous conflicts and disagreements. This situation can affect the level of organizational performance.
The Five Generations
The Traditional Generation
This generation represents the oldest group of workers in the country. Although most of these workers have left their jobs, a considerable number is evident in different working environments. These workers “are also called the Matures or the Traditionalists” (Pitt-Catsouphes & Smyer, 2006, p. 3). This generation includes workers born between 1922 and 1945. The members of this group are conservatives in nature.
According to Stark (2009, p. 59), “the workers tend to have the best sense of discipline and obligations”. They “also observe various fiscal restraints” (Stark, 2009, p. 60). These individuals expect their working environments to portray a top-to-bottom leadership strategy. They portray the highest level of dedication or commitment. They always work hard in order to identify new methods of communication. They form fluid teams in order to achieve their targeted goals.
The generation focuses on the best concepts in order to conserve their resources. They also use traditional methods of production. They “display a command-and-control leadership strategy” (Tolbize, 2008, p. 5). According to these Traditionalists, a hierarchical organizational structure is appropriate because it produces positive goals much faster. These individuals do not embrace certain concepts such as work-life balance. They are hardworking and resistance to new organizational changes. They do not engage in disagreements and conflicts.
They can also offer useful strategies and approaches in order to deal with every disagreement. They also have the potential to formulate new problem-solving concepts and ideas. These individuals are usually financially stable. They have “a wide knowledge of many issues thus making them productive” (Tolbize, 2008, p. 5). These individuals do not waste their finances. They focus on specific issues such as job security. This fact explains why members of this generation do not leave their jobs.
Baby Boomers
The term “baby boomers” refers to different individuals born in America between 1944 and 1965. The name “baby boomers” emerged after over seventeen million new babies were born after the Second World War. According to Tolbize (2008, p. 5), “most of the baby boomers encountered numerous social and political changes”. They experienced “various events such as the Civil Rights Movement, the Assassination of John Kennedy, and the Vietnam War” (Waldinger & Feliciano, 2004, p. 380).
Members of this generation were against the Vietnam War. Majority of these individuals are currently occupying different positions of power. This situation has continued to make them influential, successful, and powerful. These individuals grew up when “America was experiencing a new wave of economic development” (Waldinger & Feliciano, 2004, p. 381). They also embraced new concepts thus becoming superior. Such concepts included “self-worth and personal autonomy” (Tolbize, 2008, p. 6). They also embraced new concepts and ideas in order to emerge successful.
According to Stark (2009, p. 60), “boomers are usually hardworking and productive”. They strongly believe that their ideas and actions can produce the best goals. They also consume alcohol and cigarettes. Stark (2009, p. 61) “argues that the individuals embrace collaboration, interaction, teamwork, and group decision-making practices”. These individuals embrace new ideas in order to achieve their goals. These people respect their employers and workmates.
They also work hard in order to maximize their profits. This aspect has made them significant in many organizations (Tolbize, 2008). They also complete their tasks and duties with confidence. These individuals have been looking for new methods in order to emerge successful. They have also produced revolutionary devices. These “group of workers have a high sense of personal health, success, growth, and gratification” (Butler & Berret, 2012, p. 4). However, such individuals might portray high levels of rebellion.
Generation X
Members of Generation X include individuals born between 1965 and 1976. Many scholars call these individuals “Baby Busters”. According to Mello (2014, p. 59), “these individuals witnessed dramatic reformations and changes in different fields”. They witnessed new revolutions in the country’s technological strength. The global economy encountered numerous twists during the period. The Generation X “became the first group of individuals to be entertained by video games and devices” (Butler & Berret, 2012, p. 7).
According to many scholars, the individuals experienced new family breakups and divorces. They also lived in a world where the number of single parents was on the rise. These individuals encountered numerous economic upheavals and recessions (Butler & Berret, 2012). They also witnessed an increasing number of terrorist attacks and economic disturbances. The issue of oil shortage became a major problem in the world. This generation also witnessed new diseases such as HIV/Aids.
This group became the first one to embrace the benefits of work-life balance. These individuals wanted to become independent and self-reliant. They also decided to embrace new values and practices that would revolutionize the whole world. Such individuals changed most of the issues experienced in different working environments. For instance, they stopped to obey their employers. They focused “on better organizational practices that would promote equal representation and decision-making” (Mello, 2014, p. 92).
However, such individuals are usually loyal to their friends and relatives. They “also embraced the power of new education and skill-development” (Mello, 2014, p. 108). These people possess strong technical and technological skills. These individuals have informed managers about the importance of different motivational factors in the workplace. These individuals also support the concept of work-life balance. They also “promote new skills and tend to be individualistic” (Waldinger & Feliciano, 2004, p. 389).
Generation Y
According to Mello (2014), the people born from 1978 to 1990 have occupied different working environments. Some “scholars refer to these individuals as the Millenials or Next Generation” (Pitt-Catsouphes & Smyer, 2006, p. 3). Computers and proper parental care has reshaped the behaviors of this generation. Members of this generation have consumed numerous technologies within a very short period. They also get the best comfort from different technological applications.
These individuals promote positive practices such as “collective action and team work” (Pitt-Catsouphes & Smyer, 2006, p. 5). They also adapt easily to new practices and changes. They focus on flexible working environments in order to achieve their potentials. They have also been looking for better working environments. A study by Toossi (2012) observed that such individuals were ready to widen their competencies through continued training.
These individuals portray similar traits to those of Generation X. These individuals “promote the best entrepreneurial skills and new processes of production” (Butler & Berret, 2012, p. 8). These individuals have the ability to protect their children. They also accept every cultural background and difference. This strength makes it easier for them to promote the best workplace relations. They “embrace gender equality and discourage racism” (Toossi, 2012, p. 60).
They also support their sexual orientations. These individuals do not focus on different traditional practices. These individuals take their future seriously. They also embrace the best practices that can result in environmental conservation (Turner, 2008). They have an inquisitive character thus makes it easier for them to realize their goals. They also embrace the use of modern technologies.
Generation Z
A new generation has also joined the American workforce dominated by the above four generations (Toossi, 2012). This group is Generation Z. This generation is currently bringing new ideas and skills to different working environments. The members of this generation were been from 1991. The “other names for the generation include Generation Next and Zoomers” (Toossi, 2012, p. 61). These individuals are techno-savvy in nature (Butler & Berret, 2012). They promote new communication methods such as social media networks. These people do not use emails because they are inappropriate and ineffective. They have become protective parents who provide the best opportunities to their children.
This generation is usually confident, secure, contented, and happy. These individuals embrace positive ideas in order to make their working environments successful. They also embrace the power of education and training in order to achieve more goals. They are always ready to undertake complicated tasks and activities. This development makes them suitable for every challenging task (Butler & Berret, 2012). They have also produced better decision-making processes.
Recommendation for Managers
Every generation has its unique expectations and needs. Managers “of diverse working environments must identify the best ideas and concepts in order to address the challenges affecting these generations” (Tolbize, 2008, p. 9). The current generational diversity in different working environments produces new communication challenges. Younger employees will not obey most of the stipulated regulations.
They also adapt quickly to new organizational and technological changes. Such individuals will not interact positively with their older counterparts. A “proper understanding of this inter-generational diversity will produce appropriate ideas and concepts in order to promote the level of organizational performance” (Turner, 2008, p. 23). An effective management strategy will support every diverse workplace.
Veterans have always demonstrated powerful skills that can empower different workers. This generation focuses on job security and flexibility. Baby Boomers focus on better practices that can maximize their goals. They can also look for new jobs and security. They tend to incur extra expenses. Generation X focuses on positive practices that will result in happiness.
Wok-life balance is a major priority for members of this group. This situation explains why managers should be ready to fulfill the needs of these specific groups. Generations Y and Z engage in different practices that will maximize their gains. They will quit their jobs when the working conditions are inappropriate. Managers “should address the expectations of these five generations” (Toossi, 2012, p. 53). This practice will empower every employee in order to produce the best goals.
These five generations will portray diverse responses to different forms of authority. Managers should consider such behaviors before guiding their respective employees. They should understand that the veterans tend to be hard working. The Baby Boomers are usually “workaholic” in nature. Managers should use the best methods to train their workers. Business organizations should also employ the most appropriate strategies to supervise their employees.
They should also encourage their workers to engage in every decision-making process. For instance, supervisors should offer the best guidelines in order to achieve the best goals (Toossi, 2012). Managers can also introduce the concept of work-life balance in every working environment. This practice will address most of the challenges affecting different workers. According to Waldinger and Feliciano (2004), proper remunerations and support systems will encourage every employee to focus on the best organizational goals.
A horizontal hierarchy has the potential to promote the performance of these five generations. For instance, a good manager should have the best leadership attributes in order to empower every employee. The manager should listen attentively to the issues raised by different employees. A dedicated approach will empower these employees and address every organizational challenge. A positive organizational culture should embrace the power of effective communication. Organizational leader can use this practice to manage every diverse working environment. The best decision-making strategies “should be applied in accordance with the needs of different generations” (Tolbize, 2008, p. 4). These aspects will support the goals of every firm.
Conclusion
Managers should identify these aspects in order to embrace the best leadership practices. A positive organizational culture will improve the level of communication and decision-making. Teams can also support every organizational goal. A positive managerial approach “should produce the best intergenerational comfort” (Mello, 2014, p. 69). Managers should ensure their workplaces have minimal bureaucracies. They should also address the issues affecting their employees. Proper decision-making practices and problem-solving strategies will ensure every organization achieves its goals. Managers should respect their employees and promote positive interactions in order to achieve their objectives.
Reference List
Butler, T., & Berret, B. (2012). A generation lost: the reality of age discrimination in today’s hiring practices. Journal of Management and Marketing Research, 1(1), 1-11.
Mello, J. (2014). Strategic Human Resource Management. Boston, MA: Cengage Learning.
Pitt-Catsouphes, M., & Smyer, M. (2006). How Old Are Today’s Older Workers? Aging and Work, 4(1), 1-6.
Stark, E. (2009). Lost in a Time Warp: How Age Stereotypes Impact Older Baby Boomers Who Still Want to Work. People & Strategy, 32(4), 58-64.
Tolbize, A. (2008). Generational Differences in the Workplace. Web.
Toossi, M. (2012). Labor Force Projections to 2020: A More Slowly Growing Workforce. Monthly Labor Review, 1(1), 43-64.
Turner, A. (2008). Work Options for Older Americans: Employee Benefits for the Era of Living Longer. Benefits Quarterly, 24(3), 20-25.
Waldinger, R., & Feliciano, C. (2004). Will the new second generation experience ‘download assimilation’? Segmented assimilation re-assessed. Ethnic and Racial Studies, 27(3), 376-402.