Generations at the Workplace

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Table of Contents

Introduction
Generation Y
Generation X
Baby Boomers
The Mature Generation
Conclusion
Work Cited

Introduction

Employees who belong to different generations have varied expectations, skills, and experiences that affect their work both positively and negatively. This paper will identify and discuss the factors that help and hinder the performance of various generations at the workforce.

Generation Y

Generation Y employees are techno-savvy. They have excellent skills for using modern information and communication technologies, which enable them to complete their tasks effectively. They are also capable of multitasking at the workplace. Multitasking leads to improved productivity and efficiency. Most generation Y employees prefer clear and direct communication with their bosses (Mullich 49-54). This style of communication not only eliminates misunderstandings, but also facilitates quick decision making.

However, most generation Y employees lack professionalism. They dress inappropriately and lack respect for others’ privacy. Generally, lack of professionalism limits generation Y employees’ ability to provide good customer service and to interact effectively with their colleagues. Generation Y employees’ are not effective in solving problems due to their poor critical thinking skills. In addition, they do not like criticism. As a result, they can hardly improve their performance by learning from their colleagues or their mistakes.

Generation X

Generation X employees are confident and often demonstrate high levels of competency in their work. As a result, they are capable of addressing challenges at the workplace effectively. Generation X employees are also likely to succeed in leadership roles due to their willingness to take on responsibility and to put extra effort to achieve their work targets.

Most generation X employees prefer to engage in ethical behaviors (Mullich 49-54). Thus, they are likely to make decisions that improve the image of their organization in the community. Despite these capabilities, generation X employees face difficulties in understanding generation Y employees. This limits their ability to supervise generation Y employees effectively.

Baby Boomers

Baby boomers have a lot of experience in executing various business processes. This attribute enables baby boomers to handle crises at the workplace. Good communication skills coupled with willingness to take on responsibility enable baby boomers to provide excellent mentorship and leadership in their organizations (Mullich 49-54). Baby boomers promote ethical behavior at the workplace by supporting strong work ethic.

The major challenge among baby boomers is that they are reluctant to adopt new technologies. For instance, some doctors in their sixties prefer to give paper-based prescriptions rather than online ones in order to avoid misleading their patients. Generally, baby boomers’ performance is negatively affected by their reluctance to adopt new technologies that are being introduced in the modern business environment.

The Mature Generation

Mature employees are important in every organization due to the vast knowledge and experience that they have. Having a good knowledge of various business processes enables mature employees to solve problems, thereby creating competitive advantages for their organizations. Mature employees are also known for making wise decisions and paying attention to detail.

As a result, they are able to avoid costly mistakes. However, mature employees are sometimes unproductive due to their advanced age and reluctance to embrace new technologies.

Conclusion

Each generation of employees is characterized with specific attributes that influence their performance at the workplace. Generally, different generations of employees have unique capabilities that lead to improved performance. Consequently, companies should recruit employees from different generations to improve their competitiveness.

Work Cited

Mullich, Joe. “They Do Not Retire them, they Hire them.” Workforce Management 1 Dec. 2003: 49-54. Print.

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