Generational theory is used to explain the cultural change based on the era an individual is born into and describes a recurring cycle of age cohorts called generations. The rhythm of generations depends on the timing of historical, social, and cultural events that affect people’s experiences. World events and social trends during a specific period of time and significant culturally bound life stages for example education, marriage, building family, working years, influence goals and values and shape a cohort’s thinking and attitude toward life, relationships and the workplace. This moulding of ideologies and behaviours defines the group as a generational cohort, distinguishing one generation from another. Cohorts provide a basis for understanding social movements and how social change occurs while still preserving cultural traditions and identity.
For example, generations growing up during war time or a recession learn survival values such as financial determination, rationality, materialism, respect and power. Similarly, those generations who grow up in periods of socio-economic security learn postmodern values, such as tolerance of diversity, equality and self-actualisation.
The result of the myriads of different generational cultures in the workplace, where each cohort owns its unique characteristics and behaviours, presents a need to shift management styles to bring about optimal working synergies. Employing a variety of generations can have great benefits for an organisation, from expanding perspectives to creating a dynamic team with an arsenal of complementary strengths. However, managing generational differences in the workplace can be uniquely challenging, as collectively the cohorts may all have vastly different needs and goals. There are convincing generational differences, where the most cited refer to leadership, loyalty, satisfaction, innovation and motivation.
The generational groups are labelled and include the Traditionalist or Silent Generation (1928-1945), Baby Boomers (1946-1964), Generation X (1965-1980), Millennials (1981-1996) and Gen Z (1997-2012).
The Traditionalists
Traditionalists, the first recorded generation in the workplace growing up in an arduous era, exposed to the Great Depression and World War II, displayed earnest, melancholy, conventional and stoic characteristics. The Traditionalist generation arguably survived humanities greatest atrocities. These shared experiences translate in the workplace as a strong work ethic, employment and their ability to contribute was a privilege, loyal to an institution, rule abiding and respectful of authority. The Traditionist employee tends to be less concerned with workplace culture, and their view of labour is more financially transactional. Traditionalists tend to stay in roles and at companies longer than members of any other generation, valuing stability, security, and loyalty above all else. The Traditionist has mostly exited the workplace and have left an indelible mark.
Baby Boomers
The birth years of the Baby Boomer are the late 1940s to mid-1960s. This generation was named after the “boom” in birth rates after World War II, when soldiers coming home from the war settled down and raised families. Political and social upheaval outlined the Baby Boomer’s formative years, the Baby Boomer rebutted power and leadership and aimed at fixing society’s ills through various civil rights movements. The Baby Boomer had a particular effect on the growth of culture, prosperity and demand for service. Described as the generation of vision, the identity of this cohort lies in achievement and prosperity. Post-war gave new life, the Baby Boomer was handed the gateway to educational advancement, becoming a driven generation. As a result, this generation constitutes a large portion of business leaders, top management, and executives in the workplace today.
Baby Boomers will depart from the labour market in the next decade, which will likely impact negatively on the workplace due to the significant loss of knowledge and skill. As a result of the transitioning and generational complexities, employee engagement and retention has become a priority of the employer. Organisations recognise that they must place emphasis on workforce retention strategies and workforce planning to accommodate knowledge loss and skills deficits. Highly ambitious and career-driven, this cohort is driven by promotions, rewards, and other accolades to confirm that they’re “climbing the ladder” successfully. Workplace strategies, which include reverse mentoring, may bridge knowledge gaps, develop leadership skills at both the junior and senior levels, facilitate respectful relationships between different generations in the workplace, support generational inclusivity, promote diversity and increase employee engagement.
Generation X
In the cohort Generation X, the X was used to signify the generation’s resistance to a label. This generation is often referred to as the latchkey generation as the Baby Boomer parent was career driven. Gen X were self-raised in a time of great social upheaval, which led to a greater sense of independence and self-reliance. During their formative years, Gen X witnessed an economic downturn resulting in mass job loss and companies downsizing. Over-educated, resourceful and sceptical Gen X faced an overcrowded workplace saturated by the Baby Boomer. They may challenge the status quo and seek autonomy. Gen X seek out clear, consistent feedback and prefer to have important conversations face-to-face and thrive where their professional experience is valued and where they are fairly compensated for all of their contributions. They value work-life balance and often seek stability in their careers. Gen X exhibits a hands-on and autonomous leadership style.
The Millennial Generation
Millennials are unlike any other previous generations witnessed by the workplace and hold distinguishable views of the world and workplace. Their distinct characteristics tend to be misunderstood among other generational cohorts and managers. The Millennial generation is characterised by a high degree of racial, cultural and ethnic diversity. The Millennial is highly social and is conscious of the impact of life on the environment. The techno savvy Millennial has had exposure to technology and the media throughout their formative years and views technology as integral to their existence. This cohort views the workplace as an extension of their home life. The Millennial used their perception of the workplace to their advantage and with changing traditional notions of entrepreneurship and reshaping industries across the globe, a new breed of entrepreneurs took centre stage. With their unique characteristics, innovative mindset and digital fluency, this new wave of business pioneers have leveraged technology and embraced social responsibilities in a way that is having a significant impact on the world.
To the Millennials, managers and workplace hierarchy are less respected and viewed more as coaches and mentors and favour a workplace that prioritises work-life integration and flexibility, seeking purpose in their work. Millennials often appreciate collaborative and inclusive leadership however may question authority and seek more open communication with management.
The Zoomers
Gen Z is the offspring of Generation X. The “Z” in their name is said to stand for “Zoomers”, a nod to the fact that they are the first generation to grow up with widespread access to the internet and smartphones. They are digital natives and considered more technologically advanced and strongly resemble their predecessors. Gen Z and Millennials have similar values and progressive views. Gen Z are highly collaborative with a pragmatic attitude. Gen Z may have scepticism towards corporate executives, particularly in light of perceived corporate greed and unethical practices, which may lead to a lack of trust in authority figures within the business world.
Authority figures such as politicians, social justice or activists, tend to have a significant impact on Gen Z’s beliefs and behaviours, especially if they align with their generation’s values and aspirations. Gen Z may respect and value the opinions of authority figures who they perceive as credible, knowledgeable, and transparent in their communication. However, Gen Z may be less likely to automatically respect authority figures based solely on their position or title, and may instead look for evidence of competence, integrity, and alignment with their values. Gen Z’s level of respect and value for authority figures may also be influenced by their personal experiences, background, and exposure to different perspectives. Gen Z values a balance between autonomy and collaboration. They tend to question authority not merely out of scepticism but rather as a means to ensure transparency and clarity.
Creating Supportive Workplaces
Managing a multigenerational workforce comes with its own set of challenges. Understanding the preferences and needs of each generational cohort can help leaders create a more inclusive and supportive workplaces. As we navigate this unique juncture of work ethics, communication styles, and career aspirations, it’s crucial that leaders proactively adapt their leadership approaches to ensure they create effective and ethical cultures, and meet governance, stakeholder and sustainability imperatives.
For more information please contact Colette Tanner
T: +27 (0)31 767 0625
Comments