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Generational Cohort Analysis

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Different generational cohorts bring a variety of value sets and traits that have to be accounted for when dealing with employees from different generations. Studies show that different generations hold different expectations and value different aspects of their job (Eisner, 2005; Lancaster & Stillman, 2002; Macky, Gardner, Forsyth, Dries, et al., 2008; Smola & Sutton, 2002). Based on the work of Kupperschmidt (2000), Strauss and Howe (1991) and Mannheim (1952), we define a generation as a group of people or cohort that share birth years, significant experiences of life events and therefore mutual value sets. In this study, belonging to a generation covers the physical existence in a certain period, the experience of the same events as well …show more content…

In their formative phase, Baby Boomers experienced a post-war prosperity, which made them develop optimistic and idealistic traits (Becker, 1992; Glass, 2007; Lub, 2013; Smola & Sutton, 2002). Other traits of Baby Boomers stem from the impact of the increase in population in the western world. Being the largest generational cohort for that time, people had to be ambitious, driven and competitive in order to reach their goals (Macky, Gardner, Forsyth, Wong, et al., 2008). Baby Boomers are known to value job security and a stable work environment (Eisner, 2005; Kupperschmidt, 2000; Smola & Sutton, 2002). According to Allen (2004) they respect authority, but want to be treated as equals. Moreover, Baby Boomers are said to enjoy mentoring and to posess excellent networking and social skills (Eisner, 2005). Research shows that Baby Boomers tend to stay longer with their organization than Xers and Yers, and are more loyal towards their organization (Egri & Ralston, 2004; Eisner, 2005; Kupperschmidt, …show more content…

Their parents’ divorce rate rose and two income families were even more common (Bontekoning, 2008). Therefore Yers found themselves having a larger spectrum of options and possibilities in life than their parents, making them confident and self-reliant but also narcissistic (Eisner, 2005; Martin, 2005; Spangenberg, Lampert, Hegener, & Beckers, 2009; Twenge, 2014). Due to the increased availability of abortions, parents became more conscious in family planning. This resulted in ‘helicopter parents’ who closely controlled and planned the life of their generation Y kids (Glass, 2007). Helicopter parents are said to be the source of Yers’ constant need for feedback and their enduring weighing of possibilities before taking action (Martin, 2005). Consequently, they need constant stimulation, flexibility and a quick sense of accomplishment. Moreover, According to Lub et al. (2011) Yers value extrinsic rewards less than intrinsic rewards. In other words: salary and job security are valued lower than self-actualization and personal development (Solnet & Hood, 2008; Terjesen, Vinnicombe, & Freeman,

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Tyler explains how cell phones and computers are changing the way the brain develops. She also goes into detail about how Generation Y is becoming more attached to their parents but how their parents are becoming attached to them. These parents are referred to as “helicopter parents”. Helicopter parents get involved in every step of their child’s lives instead of their children learning along the way. These parents try to be a part of the day to day lives of their children.

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The study found Gen Y are tech savvy but not great team player, Gen X are entrepreneurial thinking but rank low on executive presence and boomers are team player and loyal but do not adapt so well (Giang, 2013). 78% of the responders agree member of Gen Y are believed to be the most tech savvy who know how to utilize social media to leverage opportunities. 68% of the responders agree that this young workers are most “enthusiastic” about their job. In contrast, Gen Y scored lowest on being team player, hardworking, and productive part of an organization. More Gen Y were interested in how to get a promotion compared to Gen X or Baby Boomers (Giang, 2013).

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