Generation refers to all people of the same age in a group or country, especially when they are assumed to have had similar experiences or opinions. Most of the time, these varied groups are adequately represented in the existing workforce. In a multigenerational workforce, people from different generations, such as baby boomers, Generation Y (millennials), Generation X, and members of Generation Z (zoomers), collaborate. As a result, learning how to manage a team of people from all generations is essential. Understanding the multiple generational distinctions and the various leadership styles used in the workplace is critical to promoting happy coexistence.
Members of Generation Z are intrigued by theoretical information only if it is accompanied by a clear demonstration of its practical application. They tend to have a realistic and multicultural perspective in their work, and they are tech natives because they were born after the invention of many current technologies (Dunn, 2021). As a result, management should prioritize Generation Z employees’ recruitment and retention after entering the workforce.
The baby boomer generation is not afraid of working long hours. Many people in this generation take at least some of their sense of self-worth from their professional accomplishments (Chybalski & Gumola, 2020). They grew up during a turbulent period in history, and to fulfill their societal roles, they had to take on more than their fair share of responsibility (Dunn, 2021). They enjoy competing in addition to all of these activities. Climbing the corporate ladder or reaching the top of a rankings list is one of their key motivations.
The members of Generation X are distinguished by their inability to make compromises despite their strong desire for instant fulfillment and professional achievement. They appear to harbor open animosity toward the generation that came before them (Chybalski & Gumola, 2020). The generation is, however, made up of computer experts and gifted multitaskers who can do the tasks of their predecessors in one-half the time it took the previous generation.
Members of Generation Y are known as millennials since they reached maturity around the turn of the millennium. They are motivated to work creatively due to the desire to share their talents with others and impact the communities in which they live (Chybalski & Gumola, 2020). They are unwavering in their drive to express their opinions and challenge their superiors when necessary. This trait originates from the belief that the organization achieves its goals via collaborative work, active listening, and consideration of opposing viewpoints (Jones et al., 2019). This generation aspires to work smoothly with their superiors and feel comfortable requesting assistance and advice for their professional development.
Everyone, regardless of age or level of expertise, desires respect and recognition for their achievements. Intergenerational respect in the workplace is one of the most important aspects contributing to success (Dunn, 2021). Leaders serious about developing harmonious teamwork should prioritize respect for one another. When it comes to communication, executives should emphasize the need to keep lines of communication open among employees (Jones et al., 2019). To ensure that everyone understands their roles in achieving the organization’s goals, the leader must restate and explain everyone’s expectations. Finally, the leader should solicit input from individuals under their supervision to discover areas for improvement and foster an environment in which everyone feels appreciated.
In conclusion, various executives in any workplace should be aware of several generations working within such businesses. Millennials, baby boomers, and everyone in between are among those generations. They should understand each generation’s unique needs and make every effort to ensure harmonious coexistence among all staff members, regardless of age differences. By adhering to this, the organization will be able to thrive since all of the employees will feel valued and respected. As a result, they will be more effective in carrying out their duties.
References
Chybalski, F., & Gumola, M. (2020). Do demographics change the intergenerational borderline between working and retiring generations? A cross-national study for OECD countries. Journal of Intergenerational Relationships, 19(2), 209–227. Web.
Dunn, R. (2021). Dunn and Haimann’s healthcare management (10th ed.). Health Administration Press.
Jones, S., Chauhan, P., & Torabian, A. (2019). Working with different generations at the Workplace: Challenges for Leaders. Effective Executive, 22(4), 64-70. Web.