Workplace Is Facing a Generational Adjustment of Research Proposal

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workplace is facing a generational adjustment of values, learning and working styles that will have a huge impact on how business operate and leaders think and act. Generation X and Generation Y will transform the nature of the workplace. This dissertation will focus on this important topic and show how the management of the skills and unique characteristics of these various generations can help in achieving success in the workplace while minimizing conflict.

To define terms, Generation X (born 1965-1980 and approximately 55 million in North America) in general accept diversity; they are skeptical, pragmatic and practical, self-reliant, independent and individualistic; they reject authoritarianism and control; they were latchkey children and separate friends from family. They like a casual, friendly work environment, seek challenge, involvement and flexible learning arrangements (Deal, 2006). Work-life balance and family priorities are very important to Gen Xers. Generation Y (born 1981-1999 and approximately 80 million in North America) celebrate diversity; they are optimistic, inventive and individualistic; they rewrite the rules; they enjoy a pleasurable lifestyle; they don't see the relevance of most institutions; they are masters of technology and social media; were nurtured by their parents; see friends as family; like a collaborative supportive work environment and interactive work relationships; have high demands and expectations; want to work for companies that are socially responsible and they want a balanced life (Bennis and Thomas, 2020).

Deal (2006) cited these characteristics of Generation Y: More than 50% of them are immigrants and not native North Americans, with liberal attitudes toward such issues such as gay marriage, and interracial dating and they are critical of the ethics and morality of business;

Human resource findings suggest that Generation Y are generally a nurtured generation, being both high performance and high maintenance, with a very high sense of self-worth (Giancola, 2006).

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Generation Y does not like authoritarian leadership styles because they've grown up being able to question their parents. Generation Y, unlike Baby Boomers, is interested in making their jobs accommodate their family and personal lives. They have an extremely high value on self-fulfillment; they don't expect to stay in a job or career for long, seeing career change as normal (Deal, 2006).

In the workplace, the practice of the annual performance review is commonplace, but not one to which Generation Y is receptive. They grew up used to constant feedback and recognition form parents and coaches and teachers and expect more regular communication from bosses. Generation Y's attitudes, values and behaviors are already beginning to show conflict with Baby Boom leaders and some Generation X leaders as well. According to a survey, 60% of employers are experiencing tension between employees of different generations. The survey found that 70% of older employees are dismissive of younger workers' abilities, and 50% of Gen Y workers were dismissive of older workers' abilities (Sudheimer, 2009).

In short, what distinguishes Generation Y is their attitude toward work and home. Stereotypically, Baby Boomers usually put work first, and Generation Xers try to juggle equally work and family, while Generation Y wants to spend quality and meaningful time in both. Another big difference for Generation Yers is their comfort in continuing to live at home with their parents, while they find the right kind of work. Many Generation Yers choose jobs just to be with their friends because friendships are a high value, or the choose jobs that allow them to work as volunteers in the community (Deal, 2006).

So what do employers and leaders need to know and do to address these generational differences, and in particular respond to Generation Y.....

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