Work Habits of Earlier Generation

¶ … habits of earlier generations and those of our current generation. Just as music and slang change from generation to generation, so do work habits. The work habits of earlier generations differ greatly from the work habits of the current generation, and the current generation will need to catch up in work attitude and social skills if American products and services are to remain at the top of the world market.

The older generations of workers today have a work ethic that is rooted in responsibility and dedication (for the most part). Many of these workers expected to be at their jobs until they retired. They give the company their loyalty because they expect the company to be loyal to them. Today, these work habits seem old-fashioned to many, but they are the ethics of generations who were raised at a slower pace, and when there were distinct guidelines about the worker/manager relationship. Older generations are usually hard working, punctual, and enjoy a good day's work for a good day's wage.

Today's generation of workers looks at work far differently. They see work as a means to an end (a car, a career, a house, etc.). They are not necessarily enamored of their job or career, and often it shows in their attitude and their job performance. It seems many of them would rather be somewhere else, rather than helping a customer or completing a task. Sometimes these younger workers seem bored or arrogant, and it is quite disquieting to older workers and customers around them. One researcher wrote of these younger workers, "They sometimes appear to be disloyal and arrogant, to have a short attention span, an unwillingness to pay dues, and a need for instant gratification" (Jamrog 5). These work habits clash with the work habits of an older generation, who would never dream of talking back to their boss or a customer, and expected instant recognition after only a few months on the job.

These two different types of work habits often cause problems when there are different generations working in the same environment. Another researcher notes, "Due to the misunderstandings that occur, tensions between people of different generations are not uncommon" (Sago). Older workers resent what they see as a lacksidaisical attitude from younger workers. They feel they do not carry their own weight, and are less than dedicated to their work. Younger workers are sometimes late, take more breaks, leave early, and leave jobs they do not enjoy to their co-workers. Sago continues, "While some disapprove of those who end their workday promptly at 5:00 P.M., those departing conversely resent the glares they receive as they walk out the door, thinking that those who stay late should get a life" (Sago). Probably the biggest problem between older and younger workers is the young workers' tendency to shirk responsibility, while the older workers may take on more than their share. Younger workers are often more adept at computers than communication, and this puts off many of the older generation, who are proud of their social skills and their job skills. Managers must look to a new way of management that creates a more stimulating environment for younger workers, that challenges them to new ways of doing things and completing their assignments. Perhaps the biggest contrast between younger and older workers is how they are managed, and developing new techniques can help all generations of workers.