Generational Differences in the Criminal Justice Workforce

Introduction

Law enforcement agencies are currently faced with more challenges than at any other time in the recent past. Beyond the traditional crime-related challenges that continue to plague societies, institutions must address emerging issues such as increased drug use, cyber-attacks, terrorism, and advances in weaponry (Dietrich, 2018). Despite these frustrations, police institutions are also confronted with the challenge of a changing workforce in which multiple generational groups serve side by side (Steverman, 2017). Although each group brings diverse talents and strengths to the organization, each also has particular needs that police institutions must understand and address.

Leadership refers to social relationships among individuals or groups that rely on one another to achieve particular goals or targets of mutual interest. Good leadership enables groups and individuals to attain their objectives by focusing on the group's maintenance needs and on the need for the group to make progress toward achieving its goals. Management, by contrast, is the process of directing, planning, controlling, and organizing the activities of workers in conjunction with additional resources to achieve organizational objectives (Steverman, 2017). An organization, in this context, refers to people working together toward a common goal — whether a business, a charity, or a corporation formed around a shared interest.

Generational Groups in Law Enforcement

Every generation, including those within police departments, undergoes transition. For the first time in American workforce history, four distinct age groups are working together simultaneously (Dietrich, 2018). They include Traditionalists, Baby Boomers, Generation X, and Generation Y — commonly known as Millennials.

Workers within this generation have become less common in law enforcement. Nevertheless, they still hold positions within agencies, primarily due to difficulties in retiring within the current economy (Dietrich, 2018). In their early careers, both workers and companies took care of one another. They were mutually loyal, and personnel would remain within one organization for many years before retiring. Promotions and recognition were gained primarily through job tenure (Steverman, 2017). Traditionalists focused on right and wrong while valuing their sense of purpose and company rules. They firmly believed that every employee must respect such standards or face the consequences, and they held strictly to their ways.

Baby Boomers are success-oriented and willing to work long, hard hours to attain success — characteristics that have earned them a reputation as workaholics. They began their careers when institutional loyalty was still a dominant workplace characteristic; however, they also lived through significant downsizing and layoffs (Dietrich, 2018). As a result of increased competition and reduced job availability, Baby Boomers developed a competitive edge and fought hard for positions.

Due to a lack of parental engagement during childhood, Generation X was made up of the first so-called "latchkey kids" and became notably self-reliant. Members of this generation expected their leaders and managers to communicate expectations clearly and then allow them to complete tasks independently. They resist close supervision, believing in their capacity to work diligently without oversight. At the same time, they value flexibility for family interaction and a healthy work-life balance.

Millennials grew up under the protection of closely engaged parents. They received rewards simply for participation and were frequently told they were "special." They are the most planned-for generation in American history, and as a result developed high self-esteem (Dietrich, 2018). They want the best, are ambitious, carry high expectations, and strive to attain a high quality of life — believing they deserve it. Their ambition is therefore matched by equally high expectations of their employers.

Conclusion

Police agencies should understand how various generational groups in the workplace have formed, and familiarize themselves with each group's expectations and social norms in order to manage them appropriately (Steverman, 2017). Each generational group has been shaped by particular life experiences, and no amount of pressure can fundamentally alter those foundations. Therefore, leaders and managers must embrace each generation based on its unique characteristics rather than attempting to make all employees conform to a single standard. Different age groups bring different skills, ambitions, ideas, and strengths to the workplace. Every worker is also a dynamic individual (Dietrich, 2018). Police agencies must therefore respect and value all personnel as people with diverse desires, wants, and needs.