Defining four generations in the American workplace today

Generations in the United States Workplace Today

Today, people are living twice as long as they did just a century or so ago and as a direct result, people are also working longer than in the past. The outcome of these trends has been the unprecedented fact that there are now four (some authorities say five) generations active in the workplace for the first time in American history. This paper provides a definition and description for the four current generations (i.e., baby boomer, generation X, and generation Y aka millenials), followed by a summary of the findings in the conclusion. Review and Discussion While the median age of the current working population in the United States is about 36.7 years (Shah, 2014), there are some significant differences in the ages of actively employed Americans today. Most authorities agree that there are currently four generations actively employed in American workplaces. These generations are defined as follows: · The Silent Generation: This term refers to the generational cohort born between 1925 and 1945 (Fabre, 2007). · Baby Boomers: This term refers to the generational cohort born between the years 1946 and 1964 (Fabre, 2007). · Generation X: This generation was born during the period from 1965 to 1984 (Bump, 2014). · Millennials (also known as Generation Y): This generational cohort born was born between 1985 and 1997 (Fabre, 2007)., accounting for almost 50% of the current American workforce (Shah, 2014). The social events that have most directly affected these generational patterns include the so-called “baby boom” and “baby boom echo” that occurred following the end of World War II, In sharp contrast to the “silent” generation that helped save the world for democracy as a result of their mutual sacrifices during the Second World War, significant unrest developed in the baby boomer generation over the U.S. involvement in the Vietnam War together with growing resentment among these young people concerning the profound inequities they saw across the country, most especially with respect to the loss of the traditional social contract with employers as well as civil rights, resulted in a vastly different mindset. Indeed, the net emotional impact of these trends was a corresponding decline in the level of trust in the American government during a period in history when people are living longer than in the past due to innovations in medical technologies and improved health care services. What is known for certain is that there are currently four discrete generations active in the American workplace and there are numerous projections concerning the addition of a fifth generation in the near future for the first time in history (Bernstein, Alexander & Alexander, 2007). While this eventuality offers a diverse approach to operational processes, productivity outcomes and culture, it also introduces significant complexity in communication and management styles as well as differences in marketing platforms, issues that directly relate to intergenerational differences in social media, communication and leadership preferences (Miller, 2013). Conclusion Workplace managers today are confronted with the need to identify optimal management strategies for a workforce that spans four generations, each with its own unique historic background and influences that directly affect their preferences for communication and leadership styles in significant ways. Moreover, the research showed that yet another generational cohort is expected to join the workforce in the near future, meaning that these challenges will be further exacerbated. In the final analysis, it is reasonable to conclude that managers in the 22nd century will be faced with a workforce comprised of even more generational cohorts, but they will be able to benefit from the best practices identified for this purpose today.