Incorporating Gen Y into the Workplace - Essay Example

Challenges of Incorporate Gen Y into the Workplace Generation Y is the newest generation in the workforce (Deyoe & Fox, . In tandem with this, Kowske, Rasch and Wiley (2010) claim that the youngest Millenials have not reached not only early adulthood, but also working age. In tandem with Kowske, Rasch and Wiley definition of Millenials, Alexander, and Sysko (2013) claim that the Millenials also referred to as Generation Y is finding its way into the current labor market. However, this generation is associated with hedonism, narcissism as well as cavalier work ethic (Alexander & Sysko, 2013). These negative traits are the main source of the challenges perceived in many organizations. Despite this, it is evident that the same generation counterbalances these negative traits by working well with specific managers aiming at meeting the corporate visions and values in addition to portraying their hard work to their employer in exchange for not only immediate reward, but also recognition (Alexander & Sysko, 2013). Alexander and Sysko claim that Millenials regard technology as their “sixth sense”. Thus, it is evident that this generation must incorporate technology into every aspect of their life. It is their extensive use of the technology that distinguishes them from other generations (Alexander & Sysko, 2013). Alexander and Sysko (2013) claim that the incorporation of the Millenial employees with other generations is often associated with confrontation from the Millenial employees. The Millenial employees often have ambiguous attitudes as well as conflicting behaviors (Alexander & Sysko, 2013). Millenials also carry their unique attitude and behavior to institutions. In tandem with this assertion, Alexander and Sysko (2013) argue that many Millenials portray not only a lack of drive and motivation, but also accountability in academia. They claim that the majority of the Millenials have the mindset of just showing up. Additionally, Alexander and Sysko (2013) claim that Millenials have an alarming attitude; being there to be entertained. The most disturbing element of the Millenials, however, is their lack of concern for the accuracy as well as the validity of the sources they use in carrying out their research. In other words, Millenials often portray unoriginality in everything they do (Alexander & Sysko, 2013). It is as a result of these qualities that it becomes very hard to mix Generation Y with other generations in a working environment. The attitude and behavior portrayed by the Millenials is as a result of their mindset. According to Alexander and Sysko (2013), the mindset portrayed by Millenials is as a result of the care they receive from their parents. This generation appears to have parents who assist them achieve everything that used to be regarded as competitive activities. It is as a result of such parents’ attitudes as well as behaviors that the Millenials develop unrealistic expectations in life (Alexander & Sysko, 2013). The parental attitudes make the children not understand that their efforts can also result in failure. In relation to this, Alexander and Sysko (2013) claim that the helicopter character of parents affected the development of the children’s independence and responsibility. This practice makes the Millenials expect things to be given to them instead of working hard in order to achieve them. The mindset of the Millenials is also as a result of their life expectations. In relation to this, Alexander and Sysko (2013) argue that the desire for loyalty, getting rich, as well as meeting family in addition to family expectations define the motivators of Millenials. Additionally, they claim that some Millenials are guided by the desire for fame, being their family providers, in addition to living a modest lifestyle. In relation to this assertion, Millenials are motivated by the desire for personal life as well as opportunities for not only advancement, but also personal growth. It is also evident that Millenials desire to security, intrinsic rewards, leadership opportunities as well as team development. In relation to all these Millenials’ motivators, one can deduce that Generation Y can also be very productive in a working environment. Despite all these, it is apparent that most non-generation Y employees pay much attention to the dependence and irresponsibility of Millenials than to their motivators. This variation in expectations with other generations make non-Generation Y find it hard to incorporate Generation Y in the workforce (Simons, 2010). The majority of the workplace today are regarded as psychological battlefield (Kowske, Rasch & Wiley, 2010). This is as a result of the perception people have; the majority of the people regard Millenials as self-centered and Baby Boomers as rule abiders. Such psychological wars often lead to the disregard of the Millenials in workplaces. In relation to this assertion, Kowske, Rasch and Wiley (2010) claim that the wars in the workplace are mainly as a result of the generational differences in work attitudes. Most of the wars, however, are as a result of how other generations perceive Millenial generation. Since Millenials are the youngest in the working environment, employees from other generations disregard their ideals and identity (McDonald, 2008). Despite this, Kowske, Rasch and Wiley (2010) claim that the Millenials have distinguishing traits that make them valuable in a working environment. Kowske, Rasch and Wiley (2010) also claim that the similarity of generations overweighs the differences. In connection with this assertion, they argue that the main thing that makes non-generation Y find it hard to involve Generation Y in the workplace is the contradictions that originate from differences that do not exist (Kowske, Rasch & Wiley, 2010). Satisfaction with pay, as well as benefits, demonstrates the similarity that coexists among generations. In tandem with this, it is evident that employees from all generations seek positions as well as pay that satisfy their expectations. However, the believe that the most recent generations (Generation Y) have adjusted their tenure expectation in addition to changing their desire for their positions make non-generation Y employees find it very hard to incorporate them into the workforce (Kowske, Rasch & Wiley, 2010). Despite having similarities, Kowske, Rasch and Wiley (2010) assert that generations do have some differences. For instance, they argue that generations differ in terms of personality. In support of this, they claim that it is as a result of the differences in personality that there exist ramifications for not only work attitudes, but also other vital work-related outcomes. In tandem with this, Kowske, Rasch and Wiley (2010) claim that generations do have differences in work attitudes. For instance, they assert that the Millenials have a slight increase in their overall satisfaction compared with other generations (Kowske, Rasch & Wiley, 2010). Unfortunately, the overall company as well as job satisfaction plays a very significant role in a workplace. The two make it very hard for the non-Generation Y to incorporate the Generation Y in the workplace. A perception of job security is also another factor that influences the incorporation of the Millenials in the workplace constituting other non-Generation Y employees (Yeaton, 2008). Unlike other employees, Generation Y employees perceive themselves as more advantaged than other generations in terms of job security. This is evidenced by the fact that the Millenials feel more secured in their present job positions than other generations (Kowske, Rasch & Wiley, 2010). Kowske, Rasch and Wiley (2010) also assert that the feeling of job security by the Generation Y employees is a portrayal of the Millenials few expectations as well as their confidence in maintaining their positions in a workplace. It is as a result of such perceptions that the non-Generation Y employees find it challenging to incorporate the Generation Y in the workplace. The Millenials are also known for having the zeal for not only the development of their career, but also advancement in the future (Yeaton, 2008). The Millenials believe in getting better jobs and developing their career than other non-Generation Y employees (Deyoe & Fox, 2010). Generation Y is also claimed to be team-oriented; they work well in groups. They are also good multi-taskers, as a result of this; they can work very hard (Yeaton, 2008). They are also a type of employees that will seek for a relationship with their bosses (Simons, 2010). In relation to this, Kowske, Rasch and Wiley (2010) claim that HR will be forced to improve the organizational tenure so that they can offer more lateral career opportunities to the Millenials. It is as a result of this shift in providing more career advancement opportunities to the Millenials that the non-Generation Y employees find it challenging to incorporate the non-Generation Y employees in the workforce. In relation to Alexander and Sysko (2013) assertion that Millenials seek for recognition at work, Rasch, and Wiley (2010) argue that recognition of work is one of the factors that make non-Generation Y employees find it more challenging to incorporate Generation Y employees in workplace. According to them, workplaces regard Millenials as persons who were raised by parents and teachers that valued mediocrity, a reason as to why Millenials demand inordinate amounts of recognition at work. In tandem with this assertion, Rasch and Wiley (2010) claim that the gap between actual and ideal recognition makes the non-Generation Y employees find it hard to associate themselves with the Generation Y employees in the workplace. According to Campbell and Twenge (2008), change is one of the constants in any workplace. Shifts in global competition have led to many changes. This however is as a result of the constant evolution of technology (Campbell & Twenge, 2008). One of the difficult changes in a workplace is the hiring of new employees, especially if they belong to the Generation Y. In relation to this assertion, Campbell and Twenge (2008) argue that many employers have started realizing that the young generation is different. Its difference, however, is as a result of new technology; the extensive use of technology by Generation Y has resulted in a wide technology gap (Simons, 2010 and McDonald, 2008). In tandem with this, Campbell and Twenge (2008) claim that confident employees are often disregarded in the workplace because of their possibility of being overconfident in addition to being narcissistic. Additionally, confident employees are often associated with mixed blessing. Despite all these, employees’ confidence may also be very important in a workplace. According to Campbell and Twenge (2008), high esteem workers may react defensively to criticism. However, it is because of the negative perception the non-Generation Y employees have towards the Generation Y confidence that makes them find it challenging to incorporate the Generation Y in the workplace (Deyoe & Fox, 2010). Generation Y also values authenticity (Campbell & Twenge, 2008); Generation Y employees often leave a workplace if the promised made to them is not fulfilled. Occasionally, a written employee’s contract differs from the employee’s psychological contract (Campbell & Twenge, 2008). In relation to this fact, it is evident that employee’s expectations may not be met. It is as a result of this assertion together with the assertion that the employees entering the workforce today have high expectations that the non-Generation Y employees find it very hard to associate the Generation Y in the workforce (Campbell & Twenge, 2008). Despite workers from different generations proving productive in workplace as a result of them incorporating different skills, it is evident misunderstandings as well as tensions as a result of variation in generation hampers their cohesion (Deyoe & Fox, 2010). Often Generation Y varies significantly from non-Generation Y employees in terms of working hours as well as communication (Deyoe & Fox, 2010). In tandem with this claim, it is evident that communication breakdown between workers of different generations is very common in workplaces. It is as a result of fear of misunderstandings that the employees from non-Generation Y find it challenging to incorporate Generation Y employees in the workplace. References Alexander, C. & Sysko, J. (2013). I’m Gen Y, I Love Feeling Entitled, and it Shows. Academy of Educational Leadership Journal, Vol. 17, No. 4. Campbell, S. & Twenge, J. (2008). Generational Differences in Psychological Traits and their Impact on the Workplace. Journal of Managerial Psychology, Vol. 23 Iss pp. 862-877. Deyoe, R & Fox, T. (2010). Identifying Strategies to Minimize Workplace Conflict Due to Generational Differences. Journal of Behavioral Studies in Business. Kowske, B., Rasch, R. & Wiley, J. (2010). Millennials’ (Lack of) Attitude Problem: An Empirical Examination of Generational Effects on Work Attitudes. J Bus Psychol. 25:265-279. McDonald, P. (2008). The Multi. The Multigeneral Workforce. Simons, N. (2010). Leveraging Generational Work Styles to Meet Business Objectives. ARMA International. Yeaton, K. (2008). Recruiting and Managing the ‘Why?’ Generation: Gen Y. The CPA Journal. Read More