Publication: SAM Advanced Management Journal
Publication Date: 22-SEP-05
Delivery: Immediate Online Access
Author: Eisner, Susan P.
Article Excerpt
The workforce is becoming relentlessly younger but for the present contains four generations; the Traditionalists, born before 1945; the huge post-war Baby Boomers, born 1945-64; the small Generation X group, born 1965-80, and now Generation Y, born after 1980. Many HR professionals report conflicts between younger and older workers, reflecting each generation's very different values, attitudes toward work and authority, ways of operating, degrees of socialization, skills, and so on. Managers may save themselves some headaches by becoming familiar with Gen Y--a mini baby boom generation now pouring into the marketplace.
Introduction
With the entry of Generation Y to the working world, the workforce for the first time contains four generations: Traditionalists (also called Veterans, Silents, or Greatest Generation; 75 million born before 1945; 10% of the workforce), Baby Boomers (80 million born 1945-1964, 45% of the workforce), Generation X (46 million born 1965-1980, 30% of the workforce), and Generation Y also called Echo Boomers, Millenials, Internet Generation, or Nexters; 76 million born after 1980; 15% of the workforce) (Paul, 2004; Francis-Smith, 2004; Johns, 2003; Martin and Tulgan, 2004; Raines, 2002). Despite some variations in the way the literature names these generations and classifies start and end dates, there is general descriptive consensus among academics and practitioners regarding these generations.
More important, there appears to be agreement that this confluence of generations has immediate consequences for managers. Over the next 10 years, the U.S. population older than 65 will increase by 26%, those 40-54 will fall by 5%, and those 25-30 will increase by 6% (Connelly, 2003). By 2006, two experienced workers will leave the workforce for every one who enters it (Piktialis, 2004). Already, nearly 60% of HR professionals in large companies report conflict between younger and older workers (Work Ethic Primary Conflict, 2004), and cite impending labor shortages as increasing the value of every employee (Southard and Lewis, 2004; Dealing With Your New Generation Mix, 2004). Against this backdrop, intergenerational differences may become a foremost aspect of diversity in the U.S. workplace.
Web sites targeted to various generations have been created and consulting specialty of intergenerational management has also emerged. Bruce Tulgan, author of the 2003 report "Generational Shift: What We Saw at the Workplace Revolution" (Tulgan, 2004), has been active in that arena for more than 10 years. A survey of peer-reviewed academic articles and practitioner-targeted publications finds that research providing foundational literature regarding intergenerational management has begun. This paper seeks to contribute to that literature, management practice, and business education through secondary and primary research. It examines the characteristics of the newest entrants to the workplace, Generation Y, and the strategic implications for management in a workplace already comprising three generations.
Background
This paper is stimulated by findings of, and reactions to, articles I have presented at peer-reviewed conferences and published in peer-reviewed journals (1) in recent years regarding Generation Y (Gen Y). Sensing some changes as Gen Y entered our business school classes, I conducted a stream of research that found changes which might be linked to a shift in student generations. My research focused largely on the pedagogical challenges of teaching Gen Y business school college students and on strategies to enhance their learning. Feedback from this research was a catalyst for this paper. That is, Gen Y business students, who are entering the full-time workforce, appear to present generational challenges for many educators. A question arose: Will Gen Y's presence in the workplace present strategic challenges for managers?
As I began exploring answers to that question through existing literature, I also began surveying our students regarding their workplace perceptions and satisfaction levels based on their experience. Consistent with North American demographics, most of our students worked part-time for years (Loughlin and Barling, 2001). I have conducted and analyzed the results of those surveys in 14 academic sessions beginning with summer 2000. Along with a review of the existing secondary literature, this paper presents the findings of that original survey research.
Research Questions and Methodology
This paper, seeks to present winning strategies for managing intergenerational implications of Gen Y's entrance to the workplace. In reviewing the existing literature, some 100 articles were located on-line through academic databases including ProQuest and LexisNexis using "managing Gen Y," "Gen Y at work," and "managing generations" among the search locators. Practitioner Web sites were also sampled using "managing Gen Y" as the main search locator. Survey data conducted by the Gallup Organization was accessed through the Gallup Brain database.
From that research, it became clear that managerial implications of Gen Y's entry to the workplace are complex and should be investigated within the multi-generational context that contemporary managers are experiencing. As a result, several core questions emerge: 1) What are the relevant core characteristics of each of the four generations that compose today's workforce? 2) What are Gen Y's perceptions and satisfaction levels toward work? 3) What challenges and opportunities are presented by the entry of Gen Y in to the workplace? and 4) What management strategies are likely to be most effective for achieving high performance in today's intergenerational workplace?
Four Generations al Work
The literature is remarkably consistent in its descriptions of the four generations now in today's workforce. On the whole, it describes the coexistence of age-diverse workers in a transitioning workplace once characterized by long-term, mutually loyal, employer-employee relations that produced work through command and control management. That workforce is moving toward a 21st century workplace characterized by free agency. There, workers no longer expect long-term rewards, but instead negotiate each new job seeking the best overall working environment including opportunities for training and work-life balance (Connelly, 2003; Tulgan, 2004).
The most senior generation at work today is frequently termed Traditionalists. Children of Depression and World Wars, Traditionalists were socialized through scarcity and hardship. They tend to value family and patriotism, have had a parent at home to raise children, prefer consistency, and use a top-down management style. They are inclined to inform on a need-to-know basis, be satisfied by a job well done, remain with one company over time, and have amassed wisdom and experience (Allen, 2004). Traditionalists are likely to be loyal and self-sacrificing employees who prefer a traditional, hierarchical management structure (Francis-Smith, 2004). When in command, they tend to take charge. When in doubt, they tend to do what is right (Martin and Tulgan, 2004)
The Traditionalists' children were socialized in the 1950s and 1960s feeling prosperous, safe, and that anything was possible. The largest generation in history, these Baby Boomers believe in growth, change, and expansion. Their numbers alone made them competitive. Baby Boomers tend to want it all and seek it by working long hours, showing loyalty, and being ruthless if necessary; many do not plan to retire. They are likely to respect authority, but want to be viewed and treated as equals (Allen, 2004). Baby Boomers tended to be the center of their parent's attention and redefined many social norms, especially family, in which their generation increased divorce rates. They tend to be driven to succeed and to measure that success materially. Like their parents, they are inclined to lack technological skills but to be social beings; networking works well for them in career building (Johns, 2003). Baby Boomers...
NOTE: All illustrations and photos have been removed from this article.
More articles from
SAM Advanced Management Journal
ADA's reasonable accommodation: myth or reality., 22-SEP-07
Corporate social responsibility: an exploratory study in the United Arab Emirates., 22-SEP-07
Improving organizations by coaching individual development using the resource-based business strategy., 22-SEP-07
Looking for additional articles?
Click here to search our database of over 3 million articles.
Looking for more in-depth information on this industry?
Click here to search our complete database of Industry & Market reports by text, subject, publication name or publication date.
About Goliath
Whether you're looking for sales prospects, competitive information, company analysis or best practices in managing your organization, Goliath can help you meet your business needs.
Our extensive business information databases empower business professionals with both the breadth and depth of credible, authoritative information they need to support their business goals. Whether it be strategic planning, sales prospecting, company research or defining management best practices - Goliath is your leading source for accurate information. |
