Diversity MBA Magazine - April 2008 - (Page 40) Managing Age Groups in the Workplace by Calvin Bruce, CPC 40 Managing and motivating employees to achieve peak productivity is a central mission of forward-thinking organizations. In most American corporations, what complicates the matter is the fact that managers are tasked with overseeing the day-to-day performance and contribution of employees representing a wide range of ages — from the early 20s into the 60s. Accompanying this broad spectrum of ages are critical differences in personal values, work ethic, company loyalty, and sense of personal autonomy. Generational Differences The generational categories of the contemporary workplace in America and their distinguishing characteristics can be described as follows: Traditional / Mature workers: Born before 1946, this is the generation that has experienced the most economic uncertainty in their lives, coupled with limited opportunities for educational attainment. Often with military backgrounds, persons in this category tend to be more self-disciplined, respectful of authority, and appreciative of the security offered by long-term employment. It’s not unusual for mature workers to only have one or two employers throughout their work lives. Baby Boomers (73 million): This is the generation born between 1946-1960 that grew up with more abundance and increased educational options. Many were the first in their family to attend college. Inspired by greater expectations of personal success, the boomers often broke away from traditional models of workplace conformity and charted their own pathway to success. Currently in mid- to upper-management positions, the boomers championed the ‘Yuppie” lifestyle, which typically included a propensity to be so driven in their work habits and career attainment they took on the label of “workaholic.” Generation X (51 million): Born between 1961-1979, Gen-Xers have had the best academic training and international travel experience in our country’s history. Typically self-assured and entrepreneurially minded, they’re much more laid back in terms of how they relate to employers. Shunning corporate formality and rigidity, they tend to settle into positions offering more flexibility and avenues for creative self-expression as well as immediate rewards for personal initiative. Metaphorically, they definitely “listened to the beat of their own drummer” and comfortably carved a niche for themselves in a corporate environment that they didn’t feel as much loyalty to, in comparison with their older co-workers. Generation Y (80 million): Unique to this group, born since 1980, is the omnipresence of information technology. Both their work setting and social involvements are intrinsically associated with the latest electronic gadgetry and instantaneous communications. Overall, Gen-Y workers (or “Nexters”) tend to be highly individualistic in outlook, project oriented, w w w. d ive r s it y mb a ma g a z in e. c o m http://www.diversitymbamagazine.com
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