Today’s workforce is more diverse and individual than in any other time in history. The work-force is made up of different genders, ethnicities, cultures, and ages. Understanding these differences is essential, difficult, and the key to success. In the United States, there are currently five different generations of people alive at the same time (DelCampo, 2011). These generations include The GI Generation, Traditionalist Generation, Baby Boomers, Generation X, Generation Y or Millennials. The majority of today’s workforce are part of the Baby Boomer generation, Generation X, and Generation Y. Each generation of individuals have had their own life experiences which has shaped their world view and expectations of leadership. They each
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Applebaum, Serena, and Shapiro (2005) examined the different stereotypes found in the workplace concerning individuals that are part of Generation X and the baby Boomers. The purpose of this study was to identify stereotypes that are most prevalent and dispel their inaccuracies. In 1993, Paul and Townsend (1993) identified six commonly held myths with regards to baby Boomer and generation X workers. This article addresses each of these myths and attempts to compare them against researched gathered through a review of articles which address these generational …show more content…
Participants were asked to complete a survey consisting of 29 questions which focused on gauging the most common stereotypes found in the workplace. The questions were developed based on a review of literature previously published on this subject. The survey identified several key findings; literary review of the myths, age, and productivity, review of the profiles of both cohorts, review of motivation factors, mentoring programs, and age and job satisfaction. The majority of the questions were open-ended in order gain a better understanding of each person’s views.
While generational differences are important to recognize, the bottom line in business is how do we use these differences to an organizations advantage. Wiedmer (2015) examined how organizations deal with the issues of creating a successful business in today’s multigenerational workforce. The paper looks to identify how today’s leaders can maximize the efficiency of their employees by motivating those with significantly different professional and personal goals. Weidmer starts by looking at the five generations currently employed in the workforce and their similarities and
Applebaum, Serena, and Shapiro (2005) examined the different stereotypes found in the workplace concerning individuals that are part of Generation X and the baby Boomers. The purpose of this study was to identify stereotypes that are most prevalent and dispel their inaccuracies. In 1993, Paul and Townsend (1993) identified six commonly held myths with regards to baby Boomer and generation X workers. This article addresses each of these myths and attempts to compare them against researched gathered through a review of articles which address these generational …show more content…
Participants were asked to complete a survey consisting of 29 questions which focused on gauging the most common stereotypes found in the workplace. The questions were developed based on a review of literature previously published on this subject. The survey identified several key findings; literary review of the myths, age, and productivity, review of the profiles of both cohorts, review of motivation factors, mentoring programs, and age and job satisfaction. The majority of the questions were open-ended in order gain a better understanding of each person’s views.
While generational differences are important to recognize, the bottom line in business is how do we use these differences to an organizations advantage. Wiedmer (2015) examined how organizations deal with the issues of creating a successful business in today’s multigenerational workforce. The paper looks to identify how today’s leaders can maximize the efficiency of their employees by motivating those with significantly different professional and personal goals. Weidmer starts by looking at the five generations currently employed in the workforce and their similarities and