ABSTRACT
In this chapter we consider the differences in attitudes, values and behaviours of the four generational cohorts that exist in today’s workforce, with reference to the impact on the organisation and on managerial practice. Although authors differ in exact years that define the four generations, they are widely classified and described (Howe and Strauss, 2007; Smola and Sutton, 2002; Stauffer, 2003) as follows:
Veterans. Born before 1948, these workers experienced the Second World War in their childhoods and are often characterised as conventional and risk averse (Howe and Strauss, 2007). They currently make up around 11% of the UK workforce (Allen, 2008).
Baby Boomers. Born between 1948 and 1963, this generation joined the workforce at a time of high competition, and successful careers are often judged as being earned through hard work (CIPD, 2008a). This generation currently makes up around 30% of the UK workforce (Allen, 2008).
Generation X. Born between 1964 and 1978, Generation X grew up at a time of great diversity, insecurity and rapid change (Smola and Sutton, 2002). This led to Generation X often being considered as rather individualistic (Jurkiewicz and Brown, 1998) and greatly used to change and uncertainty (Kupperschmidt, 2000). Currently, Generation X makes up around 32% of the UK workforce (Allen, 2008).
Generation Y. Also known as Millennials, these individuals were born between 1979 and 1994. The internet, supportive parenting and economic growth are amongst the factors to have shaped their outlook (Guthridge, Komm and Lawson, 2008). Generation Y currently makes up around 27% of the UK workforce (Allen, 2008).
This chapter will examine the interrelations between these four generations in today’s organisations and present considerations at both the organisational and individual management levels.