Perception of Generation X and Y - Literature review Example

Differences in Perception of Ethics between Generation X and Generation Y Differences in Perception of Ethics among Generation X andGeneration Y Introduction The study of generational differences with respect to work has grown over several years. This is attributed to the generational differences in perception towards ethics, which is crucial at workplace. Kupperschmidt (2000) defines a generation as a set of persons with several things in common such as years of birth, location, age, and similar life events as they grew up. Different view has also emerged regarding the generational difference in place of employment. Zamke, Raines, and Flipzak (1999) concluded that a generation is defined and influenced by common events they undergo or experience as they grow up, which makes them share certain values, thoughts, and behaviours. Another viewpoint is that, despite there being disparity throughout the career of an employee; all workers have certain expectations from work they do. Therefore, classifying employees according to generation is not plausible (Jorgensen, 2003). Typically, there are four different generations of workers in the UK: traditional, baby boomers, generation X and generation Y. This paper examines different perception of ethics among generation X and generation Y, in light of how they consider ethics important in business. Generation X Karp et al. (2002) define generation X as a population segment composed of people born between 1968 and 1979. However, they were quick to point out that the lower limit for this segment may sometimes go to as low as 1963 and the upper limit extending to as high as 1982. People of generation X (Xers) are said to be individuals who grew up under financial and societal hardships such as insecurity, poverty and poor education. This generation reportedly saw the laying off of their parents as well as the struggle for global power. Tolbize (2008) reveals that Xers also experienced the effects of corporate downsizing, remuneration problems, and a sluggish job market (Karp et al. 2002). In fact, Karp et al. (2002) note that members of this group got paid less money than what their parents earned. In addition, it is reported that a majority of members of this segment grew up with single parents due to high rates of divorce experienced during this time, forcing them to fend for themselves at times according to Karp et al. (2002). Further, Xers lives were tremendously influenced by the impact of AIDS, MTV and global competition and are, therefore, used to things such as video and computer games. Certain characteristics have been found to be dominant among Xiers according to Zemke, Raines, and Filipczak (1999). In this regard, he notes that Xers are they are very much interested at balancing their work and life that the traditional and baby boomers generations. Xers were also found to be more independent and self-reliant due to the reality that they grew up in a period when social and economic hardships characterized normal life. In addition, a research conducted by Karp et al. (2002) found out that Xers are never exceedingly loyal to their employers despite having a strong feeling of loyalty towards their friends and families. In addition, Xers were also found to be very skilful, result oriented, and very much determined toward the achievement of both personal and organizational goals. Tolbize reveals that Xers are also individuals who value personal development through learning Karp et al. (2002). They are also brave enough to question their leaders in case of an issue. What managers need to know about Xers is that they are never motivated by money. Nevertheless, lack of proper payment might demoralize them, as well. Members of this generation are also to prefer working under flexible schedules since they are never resistant to change. They also prefer being given feedback as regards their progress with the work or any information pertaining to the organization as a whole. Karp et al. (2002) reveals that members of this generation are very entrepreneurial, pragmatic, and innovative. In addition, Xiers tend to be more individualistic but can also fit well in a team that the traditional and baby boomers generations. Generation Y Members of generation Y (Yers) are those thought to have been born between 1980-1999. However, the lower limit may go as low as 1978 while the upper limit may extend up to 2002 depending on the source. This generation grew alongside technological advancements and parental excessiveness. This implies that their lives are profoundly influenced by the computers characterized by technological advancements. As such, members of this generation are said to be remarkably comfortable with technology to the extent that they demand it to be in corporate in the workplace. Unlike Xers that are relatively individualistic, members of generation Y value a lot working as a team and collective responsibilities according to Zemke, Raines, and Filipczak (1999). Generation Y include persons who are exceedingly optimistic, result-oriented, prefer flexibility just like the Xers and are adaptable to change. In addition, Martin (2005) cites that members of generation Y are multi-taskers and value balancing their work life and that of their family. They also happen to be the most educated generation due to the fact that they grew up to be tremendously impacted by technology and economic boom. As such, historians characterize them as people who value training and career development. In addition, they are reported as being the most confident of the four generations. There has been a growing concern recently over the declining ethics in the work place among employees and managers, which is believed to have established the generational differences at the workplace. Ethics in this case refers to a moral philosophy based on the ability of an individual to differential between a right and a wrong. There are different branches of ethics including: normative ethics, applied ethics, meta-ethics, moral psychology, and descriptive ethics (Thurasingam and Sivanandan, 2012). All these ethics explains an individual’s ability to differentiate between what is considered wrong and those considered right in the society. In this regard, ethical behaviours are the acceptable behaviours in the society while unethical behaviours are those, which the society considers as wrong. Nevertheless, work ethics according to Hansen (2011) are the widely held beliefs and attitudes that reflect the principle values of work. The perception of generation X on ethics To begin with, the generation X has been described as a lazy generation in comparison with the traditional and baby boomers generation. This is mainly because they have little commitment to their work and would in most cases work strictly in accordance with the scheduled work time. This implies that they are never willing to extend even a second working on extra time. This has created a lot of uproar among business managers over this generation. The main reason why they do this is because they equate work and life just like the Y generation. As such, they prefer working within the stipulated time line in order to get some leisure time to spend with family and family. This means that in case work is not completed within the working time, then the remaining work has to be put aside up to the next day, something that has not gone well with managers with this young generation (Tolbize, 2008). The loyalty issues have also been of concern to many employers. In this regard, research has indicated that members of generation X are less loyal to their employers an issue that many employers have considered unethical as far as work ethics is concerned (Tolbize, 2008). In this regard, Xers have been found to value building close relationships with their co-workers than with their company. This has particularly been seen when co-workers are friends. This is because most Xers believe that being loyal to the employers does not guarantee the job security that they tend to yarn for because they happened to see their parents being laid off despite being loyal to their employers. Therefore, they consider hopping on jobs being the best means of advancing their career. In fact, most of them have been reported arguing that being loyal to an employer is an antiquated philosophy, which adds no value to an employee’s career or job security according to Kopfer (2004). Research also indicated that the ability of Xers to remain loyal to the company was dependent on the company’s ability to satisfy their needs. In most cases, they tended not to remain loyal to companies whose values do not match theirs by seeking better opportunities in other companies. This explains why this group is characterized by being conscious and flexible in their workplace (Tolbize, 2008). Respect is another ethical value expected in the workplace. As earlier indicated, Xers like Yers prefer inclusive management style that incorporates employees opinions. In this regard, O’Bannon (2001) noted that members of generation X do not like managers who do not like incorporating employee’s opinions in decision-making. Xers believe that for that for them to work effectively, managers need to involve them in major decision-makings concerning the company something they argue is being ignored by managers of today. This strongly indicates how the generation is truly much interested is wielding authority regarding on how the company is being managed. Like the Yers, Xers are said to be comfortable with figures of authority and are neither intimidated nor impressed with titles that their managers hold. The perception of generation Y on ethics As earlier stated, members of generation Y are people who have greatly been influenced by technology. As such, they have been identified as people who place a lot of expectations towards their profession, which are unrealistic in nature (Thurasingam and Sivanandan, 2012). The high expectations have been of concern to many employers since it causes laziness and unethical behaviors, emotional intelligence and moral values amongst members of generation Y in their workplace. Ginchansky (2011) argues that this makes deciphering of other aspects such as change, respect, and services among this generation difficult. It is also reported that members of generation Y have poor work ethics attributed to their inability to differentiate between life and work. To them, work and life is one thing. In this regard, working to them has to be flexible enough to enable them have some time to enjoy life. This makes their dedication to working very poor since work to them is a fun and has no much value leading to low productivity according to Hansen (2011). In addition, Thurasingam and Sivanandan (2012) points out those members of generation Y does not see how unethical their actions are since to them, everyone employee the same tactic to secure himself or herself jobs. Research also indicate that generation Y is more demanding compared to generation X since they are more socially sensitive and volunteer-minded according to Eisner (2005). This is because they have tremendously been impacted by the latest technological advancements and computers. As such, members of generation Y tend to favour a democratic style of management, which is inclusive of the employees when it comes to decision making (Thurasingam and Sivanandan, 2012). In addition, they get very much disgusted to disorder in place of work and prefer getting immediate feedback regarding the how the business is performing as noted by Francis-Smith (2004). Other research has supported this argument indicating that postgraduate students involve in examination malpractices more than their graduate counterparts do. In addition, the research also found that undergraduate business students tend to get involved in examination malpractices compared to their non-business counterparts (Hopkins, 1997). The cheating habit among students are, therefore, said to be a true reflection of business practices. Conclusion Generation X and Y are arguably the largest generation, whose social and economic impacts are immense under the current business environment. As such, their perception on ethics is hugely important and must be given due consideration. This is because it is only through understanding their perception that a business-working environment can be improved for prosperity as far as work ethics is concerned. References Eisner, S. P. (2005). Managing Generation Y. SAM Advanced MA, Retrieved from http://findarticles.com/p/articles/mi_hb6698/is_4_70/ai_n29231803/. Francis-Smith, J. (2004). Surviving and thriving in the multigenerational workplace. Journal Record, 1. Ginchansky (2011). Talent management: The truth about Gen Y workers, Retrieved from www.monsterthinking.com/2011/11/01/gen-y-talent-myths/. Hansen, R. S. (2011). Perception vs. Reality: 10 truths about the Generation Y workforce, Retrieved from http://www.quintcareers.com/Gen-Y_workforce.html. Hopkins, W. E. (1997). Ethical dimensions of diversity. London: SAGE Publications. Jorgenson, B. (2003). 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