Generational Age Group Research Paper

The generational span is exceedingly larger today than in the prior history of our nation. The multiple generations consist of the veterans 1922-1945, the baby boomers 1946-1964, the generation X 1965-1981, and, the generation Y 1982-1999, in addition, upcoming millennial generation born 2000-2016 (Murray, 2013). There frequently are misconceptions and misunderstandings based on the differing perspectives of each generation. Moreover, as an effective leader, one must comprehend and acknowledge the characteristics of each generation and utilize these individualities to mentor and motivate the staff they are leading (Hendricks & Cope, 2012). In addition to considering the impact of the generational

The most prominent change in the workforce affecting human resources is the rise of a multi generational workforce. Providing different human resource needs to various employees is an emerging challenge for Judie. In the interview, she grouped Generation X and Millennials into the same group, and focused primarily on the differences between Baby Boomers and Gen X/Millennials. She described the Baby Boomers as skilled in their jobs, thankful to be working, and without questioning change or decisions in the organization. However, she felt Gen

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.

The 21st century has been characterized by a workforce that has three generations, the baby boomers, the generation X and the millennial. As the baby boomers and the Generation X gradually bow out of the workforce, the millennial is increasingly joining the workforce at all levels including the leadership levels. However, the entry of the millennial who are technology natives having grown up in a technology society is causing a stir in the workplace.

Whilst a large amount of information exists in terms of generational cohorts, not all findings are supported by empirical research to link the concept of work engagement to the different generational cohorts. The conventional belief that older people are less engaged and do not find meaning in their work has been proven to be a misconception, which highlights the danger of stereotypical beliefs. The findings suggest that older employees are still very valuable resources and can contribute significantly to the organisation’s success, but have different needs and values than other age groups. The results of this study indicated a significant difference between the Baby Boomer generation and the other two cohorts, but no significant difference

For many years, many organizations focused on aging workforce issues; however, the shift is moved to trying to manage a multigenerational workforce (Cekada, 2012). Many Baby Boomers are still working – with Obama Care, they are working to pay for Affordable Health Care costs and prescriptions. With the Baby Boomers about to leave the workforce, there are steps that an organization must take to keep the baton of knowledge from leaving with them. First is to assess the training needs; second, set up a budget to meet the needs; third, choose between Traditional or Technology-based method to deliver the required training.

This is the first time in American history where four generations are in the workplace at the same time. While it is a good problem to have, this situation creates some issues because of generation gaps and stereotypes. As stated by Diana Rigg, “Maybe at this stage in my career, it’s from that younger generation that I have the most to learn.” If the older generations and the younger generations took this open approach, the workplace would be a more inclusive place because all employees would be open to learning from each other. By understanding the generational differences, employees can break through the stereotypes created by misunderstandings to become highly functioning organizations. In looking at the similarities and differences among the four generations working today, it has been discovered that these are the same items that bridge the gap to a better understanding. Diverse, cross-generational teams are both beneficial and necessary for organizations to create highly effective and creative teams. In addition, this type of inclusion has the ability to empower employees, and the company will reap the benefits in happier clients and increased profits.

There are many challenges facing managers and leaders in current workforce. The variety of cultures, races and generations in today’s environment is making work harder. “Managing will also get even more difficult because of globalization, multi-generational workforce, dependency on technology, unethical behaviors and practices.” (Kaifi,2013,pg.217). In this paper I will talk about the three generations that we have had over the past sixty years – the Baby Boomer Generation, Generation X and the current Generation Y, known as Millennials. This rich mix of generations in the workforce can be attributed primarily to labor shortages experienced in many industries and the rising average age of retirement.

Being assigned to various roles from subordinate to assigned leadership positions, I have noticed that the work environment and project teams are not constructed in a manner to capitalize on the strengths of the current generation that are entering the workplace. This is not only true for USAREC, but also most mainstream organizations. I have witnessed symptoms and the results from not understanding how to benefit from creating the environment to capitalize on generational traits dealing with the millennial.

In America in 2010, the average retirement ages had increased to 64 and 62 for men and women, respectively. Consequently, the workforce is aging as Boomers (born in 1946 thru 1964) reenter the workforce or postpone retirement. Boomers’ delay in retirement may hamper advancement opportunities of the generations beneath them, predominantly Millennials (those born in 1980 onwards). Furthermore, reverberations of the Boomers delayed retirement may have financial bearings for Millennials in the future. It ought to be pertinent for organizations to keep Millennials motivated. This paper focuses on effectively managing intergenerational groups, offering organizational behavior strategies for capitalizing on Boomers’ assets and applying the CAMP motivating

“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.

In today’s workforce, it is very common to have coworkers in multiple generations. The four generations that are currently in the workforce are the Traditionals, Baby Boomers, Generation X and Generation Y. Currently, the Baby Boomers and Generation Y make up the majority of employees in the workforce. There is great diversity between the generations in terms of what motivates them to perform well at work, attitudes about work, causes of conflict in the workplace, and communication in the workplace. Another aspect of the generations that has great diversity is the way in which they learn in the workplace. Because of this, employers have to provide training and development opportunities that cater to each generation. Baby

The hardest situation most companies face, is finding valuable employees to invest company time and assets into. Companies want individuals that can grow, learn, and be valuable to their particular company. With the pool of applicants changing, companies must learn to handle their knowledge management within the business structure. “Clearly one compelling reason for optimizing the knowledge, skills, and abilities of older workers is the projected growth rate in the country and the workplace” (Odums, 2006, p. 4). While the baby boomer’s generation is retiring, companies need to use them as their assets and teach the younger generation valuable skills. By teaching the

The current workforce within an organization can be divided into four distinct groups which are identified by generations. People who make up these generations have similar values, attitudes, and beliefs separate from each group. With these different sets of behavioral characteristics, organizational leaders are affected by how they lead their employees.

This paper will attempt to identify characterizes of the millennial generation, what is they expect to see in the workforce, and strategies leaders and managers can use. In order to effectively lead millennials, it is important for leaders to know the experiences of this generation and how these experiences have shaped them, as well as the . This understanding could give leaders an insight into how to effectively lead millennials in the workplace.