Managing Four Generations of Employees

Robbins & Judge (2011) comparing values ​​between generations Robbins & Judge (2011), when comparing the values ​​of each generation, reveals that traditionalists are loyal to the diligent people of the organization and that the baby boomers are faithful to their careers Then point out. The other two generations have completely different values ​​in the sense that they are faithful to their relationships with the self. Generation X and the Millennial generation are looking forward to being part of the team, but this is where they are breaking apart. Generation X has a lot of flexibility, so you can balance work and life.

We are currently witnessing the first merger of 4 generations of employees in the organization's history. The number of baby-boomer generation and generation X generations has exceeded millennium generation, and it is the largest population among the labor force. Indeed, by 2020, the millennial generation will occupy more than half of our employees. As the Z generation begins to flood the labor market, employers face the challenge of creating diverse and comprehensive environments. This requires an employee benefit plan related to all demographics.

In today's workforce management, we need to learn to attract employees of different ages and backgrounds. Since about half of the employees are predominantly baby boomers and are expected to retire over the next 10 years, management will deal with the major employees who lost to successfully complete the baby boomers generation and the Y generation We need to learn X generation training. At the same time, management must learn how to maintain the enthusiasm and emotions of each generation in order to successfully create a company's mission statement. Personnel managers need to strategically plan and coordinate their employees to achieve future goals so that management can understand their future direction.

Competition may occur if employees of different generations are working together. For example, the preferential treatment of the baby-boomer generation born between 1946 and 1964 may not be suitable for the X generation born after the 19th century. And Y are the same age, they want work and life not so hard. When trying to encourage groups to effectively interact with each group, managers must avoid inclusive stereotypes