NOTE: Free essay sample provided on this page should be used for references or sample purposes only. The sample essay is available to anyone, so any direct quoting without mentioning the source will be considered plagiarism by schools, colleges and universities that use plagiarism detection software. To get a completely brand-new, plagiarism-free essay, please use our essay writing service.
One click instant price quote
The aim of the paper is to compare the generation X and the generation Y in relation to their employment characteristics and motivation techniques which should be applied to them to make them work more effectively. The work will discuss the differences between these two generations in relation to employment motivation. Outline Generation X Defining the basic characteristics of the Generation X employees in relation to their abilities and values. Generation Y It is interesting to have closer look at what Generation Y employees carry in comparison to those of the Generation X. Motivation techniques The main attention will be devoted to the analysis of the personalized motivation as the key instrument of motivating employees of both generation, with relation to the behavioral patterns and possible similarities and differences between them. Conclusion Comparing motivation techniques for Generation X and Generation Y Generation X and Y are often mentioned in various works on motivation, management, recruiting and retaining workers.
However, not every work gives clear definition of the characteristics which both the employees of the generation X and the generation Y possess. For the aims of the present research it is essential to give clear definitions as for who belongs to both generations and what are the differences to be accounted in the development of the motivation techniques. Generation X Generation X is stated to be the generation of post-baby boom. The individuals who compose this generation were born between 1961 and 1981. The principal characteristics, through which they are usually described, are that they are technically savvy and that they have their own ways of doing different things. In relation to career direction, they are known to be skeptical and non-committed. 'This small generation known as generation X finds itself wedged between two huge demographic groups and as a result feels somewhat overlooked.
These are the employees who are determined to maintain a work/ life balance. Without clear career goals, Gen-Xer's place family and community above work requirements'. (Jurkiewich, 2000) Generation X appears to be the most misunderstood, and actually, many experts appear to be unable to clearly define what Generation X is, or radically differ in their answers. However, it is clear, that for effective motivation, it is necessary to understand the values, strivings, motives and goals of others. The employees, no matter to what Generation they belong, should be treated 'the way they want to be treated'.
The fact is that Generation X definitely needs certain motivation techniques to be developed, not only to make them work more effectively, but to understand their essence better, to see the differences between them and the future generations. 'The better you know them, the more likely you are to have insight to their "hot buttons"-what motivates them. And, at the very best, understanding them may begin to remove the conflict and hostility that exists between the generations and will lead to positive actions and results that are mutually beneficial to the individual and the organization. (Obannon, 2001) In the meantime, it is also important to bear in mind, that generalizations as they are, no matter if they are applied to certain generations or to certain groups of employees, have the risk of stereotyping, and thus motivation techniques should bear only recommendation character, because there always exist exceptions to the rule, and it is impossible to create the techniques which will 100 % with 40 million people. Generation Y Generation Y is usually described as the Generation which comes after the Generation X. Generation is technological generation, and thus should be viewed from this viewpoint.
This means, that the employees of this generation need technical solutions to make their performance better. 'Generation Y has always been familiar with the Internet, CDs, DVDs, cellular phones and digital cameras. This generation is more affluent, more technologically savvy, better educated and more ethnically diverse than any previous generation'. (Larsen, 1999) The key characteristic of this Generation is that they always look for a challenge. The representatives of the Generation Y takes longer time for creating stable careers, but it is also important, that their responsibilities in terms of employment seem a little bit less than those of the Generation X. Thus, Generation Y evidently needs higher and different motivation than that of Generation X. Motivation techniques It is not a secret, that each enterprise has the employees of both Generations. Thus, in order to make their cooperation and performance effective, the motivation techniques should account the differences in their mentality, strivings, feelings and ideas.
Gibson et al (2006) state, that 'participation refers to the extent that a person's knowledge, opinions, and ideas are included in the decision-making process. It is an important part of working in organizations for some people. Poor relationships may include low trust, lack of cohesion, low supportiveness, and lack of interest in listening to and dealing with the problems that confront a group or a group member. ' This statement directly refers to the topic of this work, as it is understood Generation X and Generation Y constitute two different groups of employees, and the task of the successful manager is to make these groups work with each other effectively, providing their inner cohesion and integrity. Generation X is not characterized by possessing any deep sense of mission; mission of the organization is not the pushing factor for these employees. They don't have any other feelings towards corporate politics except for disdain. These attitudes are based on their visions of their parents, who had been workaholics and simultaneously were not respected for the career they had been making.
The core idea of the Generation X employees is that work is necessary for life, but work is not life. If the manager tries to persuade the Xers that his behavior is what ultimately impacts the performance of the whole company that won't work; this will work with the Generation Y. Though 'most people want to know how they are doing and how management views their work', (Gibson et al, 2006), Xer's are not the ones to participate in this interest. They more view their jobs as temporary, and they don't see their companies as a live organism. Not relying on the job security as it is, every other job is just a stepping stone. What is even more interesting is that for not being loyal to the organization they work in, the representatives of the Generation X are often called slackers.
Thus, it appears that motivations for the Gen-Xer's the following motivations will work: 1. The Individual should be valued. Despite the importance of the work in groups, about which Gibson et al (2006) speak, and what is different in relation to the generation Y, Gen-Xer's want to be looked at as individuals, and not as a single entity. It often causes conflict, as the relationships between the individuals are taken by them as more important than the achievements which they could make working in groups. 2. Feedback and recognition.
Generation X does not ever have enough feedback on the way it performs on the side of its bosses. Gibson et al (2006) write, that 'meaningful performance evaluation information is lacking, or the information is provided in a highly authoritarian or critical manner'. Thus, rewards and recognition become the goal towards which the employees strive and through which they can be easily motivated. 'Generation Y'ers want jobs with flexibility and telecommuting options that allow them to work, yet at the same time give them the opportunity to leave workplace temporarily to care for children. ' (Eisner, 2005) Family is becoming and increasing factor for Generation Y, more than it is for the Generation X. In distinction from their predecessors, Y'ers appear to be able to work in groups, but here we still come down to the use of the motivation techniques, which has now acquired the name of personalized motivation.
Here we see the common feature of both Generations, realized in the application of the same motivation techniques. What is interesting to note, is that through the various literary sources, related to the description of these generations in the light of their employment characteristics, they often appear to be common, if not similar. Sometimes it seems that the division of these two generations is not valid, and that they should be viewed as one and single community with their common features and common motivation strategies to be used. As it has been said that the employees of the Generation X prefer the motivation style to be based on their individual choice, the same theory we read in Dumas (2004), where she writes that 'the need to identify employees' critical motivations is important because most managers are not skilled at motivating their employees. When managers don't know what motivates an individual, they mistakenly assume that all employees like to be managed in the same way'. In relation to the abovementioned, and with the account of the information which one can receive from Dumas (2004), an idea occurs, that the application of personalized motivation to all 40 million of Generation X representatives, as well as to the another part of the Generation Y employees could not be possible, and could be created only on the level of each separate enterprise; however, even for such enterprises it would be useful to have better knowledge as for behavioral patterns of their employees, which will make the use of personalized motivation if not possible, but closer to the ultimate goals.
Example 1. Mrs L. is the bright representative of the Gen-Xers being born in 1969, she has not ever stayed at one workplace longer than a year. She is characterized to be impatient and constantly in rush. Any attempt to attract her to the group work with other employees failed. (The bright example of how personalized motivation should be applied). Example 2.
Mrs J was the chief of the accounting department of one of the small enterprises in New Jersey. She was known to be responsible and striving for stable career. Being the Gen-Xers, she displayed a new behavioral pattern towards herself and her employees she was able to combine personalized approach with the approach through which the employees accepted group cooperation. She used her own values for their motivation. Example 3.
Mr C has chosen a career of a manager and being himself the representative of the Generation X, first faced the generations' problem when getting his second job. The problem with his employees has been solved through the thorough practical research on the basis of behavioral patterns, which he was able to trace among the employees. Example 4. X LTD was characterized by low employee performance. All attempts to persuade the employees in the necessity to cooperate for the achievement of the strategic corporate goals failed. The managers didn't take into account first of all, the fact that employees-Y'ers (the average age of the employees was 25) prefer to work individually, with the active use of modern technologies.
Gibson et al (2006) write about two types of behavioral patterns, which should be also taken into account with the use of personalized motivation. The first type is characterized by constantly struggling and trying to perform as many things as possible through the shortest period of time; by being aggressive and competitive; by explosively speaking; being impatient; preoccupied with deadlines. The second type 'generally feels no pressing conflict with either time or persons; may have considerable drive, want to accomplish things, and work hard, but has a confident style' (Gibson et al, 2006) Meeting deadlines and having them as priority, was mostly characteristic of Boomers, who made work their lives. It is different with Xer's and Y'ers. They dont make work the most essential and central element of their lives; they try to find more flexible option and this is why appear to change their jobs more frequently, in search for the better advantages in relation to their outer environment and personal lives. This is why, out of the information about behavioral patterns, it becomes clear that the Xer's and Y'ers are mostly the examples of the second pattern.
This information is useful for the creation of the personalized motivation approach. Eric Chester (Cable, 2005) has created the term 'Generation Why' and has also created several postulates as for the motivation of employees of Y Generation, among which he pointed out the need to learn the language and terms the employees use; to model behavior and to let the employees know that what they do matters. However, all these are the parts of the personalized approach, so widely used at present and so popularly considered to be an affective means of motivation. Both Generations described do not rush for extreme hours and work as Boomers used to.
In fact, the creation of motivation techniques has become the cause of the fact that both Generations have to be motivated and cannot work without being motivated. Conclusion In order to make both Generations motivated, there are some common rules which have proven themselves to work effectively and which may assist managers in making their employees perform more effectively: the use of the advanced information technologies will help employees use their time effectively an make the work more flexible in relation to the use of their free time and time which they want to spend with family; work culture should be delivered to workers more smoothly, and as they do not support any corporate culture as it is, the motivation for promotion the life-work balance, based on the behavioral patterns observed among the employees, will motivate them, allow them better scheduling of their lives and impose them this motivation as culture. Despite the differences, which may exist between the Generations X and Y, and thus the motivation strategies which should be applied for making them work effectively, they both share common ground, and as the evidence for that we have seen the use of similar personalized motivations for both of them. Both groups have sophisticated understanding of technology and expect it to be well utilized. Generation X and Y often select personal fulfillment over monetary rewards, seeking a casual work environment, and time off to enjoy life. (Cordova, 2000) With the need for immediate feedback and respect for each others individuality, the motivation strategies should be modified and adapted to the challenges which modern times give to the managers.
References Cable, Josh. (2005). Generation Y safety: The challenges of reaching the under- 30 worker; theyre computer-literate, eager to please and products of the MTV and OSHA-Generation. Now its up to you to help them stay safe on the job. Are you up to the challenge? Occupational Hazards, 67 (11): 21 - 23 Cordova, Diana I. (2000). Intrinsic motivation and the process of learning: Beneficial effects of contextualization, personalization and choice.
Journal of Educational Psychology, 88 (4): 715 Dumas, Jean E. (2004). Motivation, planning, and action: a relational theory of behavior dynamics. Lawrence Erlbaum Associates. Eisner, S. (2005). Managing Generation Y. SAM Advanced Management Journal, 70 (4): 4 - 11 Gibson, J. , Ivancevich, J. , Donnelly, J.
and Konopaske, R. (2006). Organizational behavior, structure process. McGraw Hill. Jurkiewich, Carole L. (2000). Generation X and the public employee. Public Personnel Management, 29 (1): 55 Larsen, Josh. (1999).
Mixed messages for Generation Y. The American Enterprise, 10 (3): 79 Obannon, Gary. (2001). Managing our future: The generation X factor. Public Personnel Management, 30 (1): 95
Free research essays on topics related to: 40 million, behavioral patterns, generation x, generation y, personnel management
Research essay sample on Behavioral Patterns Generation Y
