Older and Younger Persons' Work | Free Essay Example

Older and Younger Persons’ Work

Words: 1379
Topic: Business & Economics
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Introduction

Many organizations hire competent employees in order to achieve their goals. Younger employees embrace the concept of teamwork. Younger employees “require good management strategies to realize their organizational goals” (“Age Discrimination: What Employers Need to Know” par. 5). Older employees have different goals and beliefs. They will work late in order to make their organizations successful.

Managers encounter numerous challenges whenever hiring their employees. This essay examines the benefits of having older and younger employees. The article also examines the career orientations of older and younger employees. The paper also highlights the traits portrayed by both younger and older employees.

Benefits of Hiring Older and Younger Employees

Many employers hire younger workers in order to realize their objectives. Younger employees are “hardworking, courageous, and zealous” (Tolbize 6). Younger employees possess modern technological skills thus making them more admirable in many sectors. These employees can use their wits and competencies to transform their organizations.

According to Tolbize (4), “younger employees might not always be the best solution towards a successful business performance”. Older employees can present the best experience or credibility to their companies. Older people are always willing to work for their companies. These employees will empower and mentor their workmates. This practice will result in better performance.

Younger employees can learn new skills from their older teammates. Older employees will also establish new associations with their younger counterparts. Some “functional areas within an organization require older and experienced employees” (Tolbize 5). Older workers are committed to the goals of their companies. They also establish better relationships with their clients and stakeholders. The above practices will support the performance of many organizations.

Older employees can attract more customers and clients compared to younger workers. Younger workers will also provide quality and timely support to their customers. These two groups offer the best strengths towards better business performance. Senior workers are always ready to interact with their customers. They use their skills to address the changing needs of their customers (“Age Discrimination: What Employers Need to Know” par. 7).

Older employees will support and equip younger workers in order to achieve the targeted goals. The approach will make “every workplace more effective and successful” (Carr-Ruffino 86). Older employees are also ready to solve every organizations problem. They will not tolerate absenteeism or favoritism.

The decision to employ both older and younger employees will result in better results. Our modern world requires professionals who can solve organizational problems. Younger employees can multitask in order to achieve the best results. They also work hard “in order to create new impressions and impacts” (“Age Discrimination: What Employers Need to Know” par. 9). These two groups can promote enthusiasm within an organization. Younger employees can gather numerous ideas from their older counterparts. The approach will improve flexibility and accuracy. Younger workers will present better ideas thus improving performance.

Younger employees in an organization will offer the required technical skills. Their older counterparts will present the best work ethics. They will also “form strong teams with the less-experienced employees” (Tolbize 7). These employees will establish long-lasting relationships with their customers and stakeholders (“Age Discrimination: What Employers Need to Know” par. 12). Older workers understand the expectations of their employers. Younger employees will use their concepts, skills, and ideas in order to achieve their goals.

Career Orientations between the Older and Younger Employees

The term career orientation “refers to a person’s job pattern that remains constant or stable over his or her life” (Tolbize 8). Job patterns and expectations will vary from one group to another. The first aspect of career orientation is job satisfaction. Many older employees are usually satisfied with their jobs. Younger employees will not always be contented with their jobs. Career orientation remains a critical issue whenever analyzing the level of job satisfaction. Many younger employees “will not be satisfied with their jobs” (Carr-Ruffino 59).

Younger employees are always optimistic and ready to achieve greater career goals. They are always working hard in order to get more opportunities. They will also look for new career opportunities. Many younger workers are looking for new jobs and opportunities (Tolbize 7). Younger employees also have independent career orientations. Such employees will focus on upward mobility. They will also “report increased career success and self-management” (“Age Discrimination: What Employers Need to Know” par. 12). The rate of turnover is also high among these workers.

Older employees “tend to have different career orientations” (Carr-Ruffino 89). These employees “are less concerned about their career advancements and objectives” (Carr-Ruffino 49). Older workers will not leave their jobs. Older employees look for stable jobs. According to Carr-Ruffino (52), “older employees have traditional career orientations”. These employees work hard to retain their jobs or positions. They also establish the best organizational contracts and tenures in order to realize their goals. Older employees will stick with their organizations for a very long time. Older employees will use the best ideas to manage their careers. The employees commit themselves to every organizational goal. They are also loyal to their employers.

Younger workers are always looking for better opportunities and jobs (Carr-Ruffino 94). This explains why the rate of turnover is high among the group. Many younger employees will acquire new skills in order to remain competitive. Salaries and remunerations also motivate these employees. They “work hard in order realize their personal objectives and career goals” (Tolbize 5). Managers should consider the above orientation whenever addressing the needs of every younger employee.

Older employees are mainly looking for permanent jobs. They focus on “managerial positions and commit themselves to their career goals” (“Age Discrimination: What Employers Need to Know” par. 16). Business managers and leaders can use these orientations to address the needs of both younger and older employees. The approach will make it easier for employers to realize their business potentials.

Values and Traits of Younger and Older Employees

Many organizations are recruiting younger employees more than ever before. They possess the best competencies and values towards transforming their workplaces. These workers have always supported teamwork and diversity. Such practices define the values and traits of every younger employee. They embrace the concept of self-expression because it results in better organizational performance. They also market, brand, and rebrand themselves in order to achieve their professional goals. Such employees “can sometimes promote violence as a method of communication” (Carr-Ruffino 74).

Younger employees are also working hard in order to deal with poverty. These individuals want to live better lives without accruing wealth. According to these younger employees, every human being can earn respect. Respect should not be associated with authority, title, or age. Older employees work tirelessly in order to become rich or prosperous. The other value is the possession of organizational power.

They will also micro-manage their younger workmates. They view work as a critical part of their lives. Many older employees are sometimes depressed or alienated. They can break every rule in order to achieve their goals (Carr-Ruffino 102). They are also skeptical whenever dealing with their managers or organizational leaders.

Generation Y (Millennial Generation) employees possess certain traits that make them competent. These attributes make them successful and prosperous. They adapt quickly to every new change. They are ready to tackle challenges and embrace new changes. They are resilient thus making them fit for organizational practice. They also commit themselves to their products, projects, and ideas.

They form organizational teams with individuals from diverse backgrounds. They can multitask in order to realize their potentials. Younger employees will also promote the best work-life balance (Tolbize 12). They will also look for the best working conditions. Older employees are loyal to their employers. These employees are diligent, self-driven, and optimistic. They are excellent mentors who might not embrace new changes. Older employees embrace teamwork in order to realize their potentials.

Conclusion

This discussion encourages companies to hire older and younger employees. Younger employees will present new skills and technological competencies in order to achieve every organizational goal. They are versatile and ready to tackle every challenge. Younger employees are team-centric and industrious. Older employees focus on job security and personal goals. These values encourage them to support their younger workmates. Employers must embrace the strengths and competencies of these two groups. Hiring these two groups will be critical towards better organizational performance.

Works Cited

Carr-Ruffino, Norma. Managing Diversity. New York, NY: Pearson Learning Solutions, 2012. Print.

Tolbize, Anick 2008, Generational Differences in the Workplace. PDF file.

Age Discrimination: What Employers Need to Know 2014.