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Generation Y: Evolution or Revolution? Florian Heinemann (08514423) 5 December 2008
Several other factors blur the outcomes of such studies. Hudson concludes that Generation Y and Generation
Arnett states that in the United States, the average age of X are more motivated by steady employment than
marriage and first childbirth has increased significantly. any other recent generation. Both, Generation Y and
Additionally, the ratio of young people with tertiary X, stated this as their highest priority. Participants in
education has changed from 48% in 1970 to 60% in 1993 the 1960s and 1970s have not even ranked this topic
(Arnett, 2000, S. 268). As Arnett says, these shifts have within their top six. (See Table 1)
created a new period of life between adolescence and
adulthood, which he calls emerging adulthood (late teens Furthermore, they found that, apart from the
and early 20s). Due to the different context, he argues that importance of steady employment, all four
for current generations, this period is characterized by a Generations have chosen almost exactly the same
high degree of change, experimentation and instability. In factors which are important to them.
contrast, for earlier generations this was a period of entering
more stable adult roles. However, this shift is not a character Montana explains the discrepancy between common
trait which is specific to Generation Y but a long-term trend stereotypes about Generation Y and his result, with
that has evolved over the last decades. A study comparing Herzberger's theory of motivation. His opinion is that in
young adults of the Baby Boom generation with Generation times of right sizing and mergers, employees lose their most
Y should consider this and consequently compare 20 year important motivation, which is, according to his study,
old Baby Boomers with older members of Generation Y. Due steady employment. He says that this leads to high turnover
to the young age of Generation Y, only the most recent rates as people try finding a job with better long-term
studies can consider this. This might be one reason for the prospects. This is supported by Schmidt, who sums up that
often cited stereotype that Generation Y are more willing to anxiety about loosing a job have increased during the last
take risks and are more independent than earlier decades (during comparable economic situations). She
generations. states the assumption that employment relationship might
have changed (Schmidt & Svorny, 1999, S. 139).
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Generation Y: Evolution or Revolution? Florian Heinemann (08514423) 5 December 2008
Also, Generation Y is more comfortable with giving feedback Crampton et al. ask if “the traditional hierarchically-based
upwards. systems of management [are] outdated?” (Crampton &
Hodge, 2007, p. 21). They recommend a review on
Hudson suggests that those minor differences are probably management policies but admit that they need more
based on the different life stages of the participants of research.
Generation Y and X (p. 13). Additionally, they say that, based
on this result, it is not justified to alter management Taking into account the more recent studies about
strategies to fit generational stereotypes (p. 27). generational behavior, these recommendations appear
exaggerated and likely to miss their target.
Conclusion of Generation Y's stereotypes
Given these more recent studies, the number of doubtlessly, In the following, the broadly accepted sources of resistance
academically supported stereotypes have decreased to change (Spector, 2007, p. 36; O'Connor, 1993; Lee, 2008)
significantly. Instead of being remarkably independent it are linked to the recent studies about Generation Y.
seems that the opposite has become true and job safety is a
top priority of Generation Y. Complacency
There is no evidence that Generation Y behaves differently
Even so, this is one of the few stereotypes left that is based in terms of complacency. However, younger employees (like
on a different mindset. Managers should be more aware of trainees) might be more interested in participating in
gradually evolving shifts of general facts and figures: Most change processes due to the shifted life stages. At this age
members of Generation Y will enter the workforce later than they are more prepared to take risks and to experiment but
their predecessors but will be better educated. When on the other hand they might change jobs quickly, which
comparing Generation Y with peers of equal age from prior jeopardizes the sustainability of a change process.
generations, it must be remembered that they are in an
earlier life stage which might result in more risky behavior Self-Interest / Change is anticipated as threat
during the first years of working. That computer skills are Considering the increased importance of job security, self-
predominant in younger employees is broadly interest might become a major topic for future managers,
acknowledged. who will deal with older members of Generation Y.
Especially turnaround efforts which involve lay-offs have to
Older Studies Recent Studies be planned even more carefully. Montana suggests investing
Ambitious goals in training and career development in order to increase the
Work & Life Balance sense of job security. They assume that such efforts will
Do not like to lose convince employees that they are valued and valuable. Even
No difference to prior in case of lay-offs, this will help employees to switch to
competition
generations another company faster (p. 30). Additionally, development
Bad Communicators
Problem-Solving skills programs expand the skills and motivation of the workforce
below average and foster the efficiency of a company. Leaders should
communicate strongly to avoid (or at least weaken) rumors
Flexible
Shifted life stages and desire about possible downsides of a change process.
Independent
for steady employment
Entrepreneurial Different assessment of the risks and gains
Good education Here as well, there is no proof for significant shifts in
Desire for feedback (both directions) behavior apart from job security. However, it might prove
Technological keen useful that future generations are better educated than any
Table 2: Comparing the particular characteristics of other generation before. This will ease communication
Generation Y according to older and more recent studies between managers and front-line workers and partly avert
misunderstandings.
How does this affect Change Different opinions about the best way forward
Management? Generation Y was born in a world of computers and high-
Based on the disputable, popular stereotypes there are some tech. Therefore, recommendations and ideas of Generation Y
articles available which try to estimate the possible impact employees will be more likely based on technology.
on Change Management. Wieck suggests, using the example Considering Robert Solow's famous anecdote “You can see
of hospital nurses, that change processes should be altered the computer age everywhere but in the productivity
significantly (Wieck, 2007). For example, he recommends statistics”, managers should be aware of possible downsides
handling reward schemes differently for younger and older of computerized solutions. Additionally, a better educated
nurses (p. 369). Furthermore, he is of the opinion that workforce will also be able to challenge management's
younger employees have a deep-rooted dislike of meetings proposals with more self-confidence and therefore improve
and prefer emails to communicate about the change process. but also lengthen organizational diagnosis.
Likewise, he says that rewards for ideas and participation in
the change are anticipated and therefore necessary. McGuire Lack of trust between employees and managers
et al. even states that ignoring the different needs of As mentioned before, Schmidt expresses her concern that
generations could lead to the “assimilation” (McGuire, By, & the relationship between employers and employees might
Hutching, 2007, S. 598) of one group. have changed in a negative way. Smith suggests better
communication about changes and meaningful involvement
in the change process to build up the required trust (Smith,
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Generation Y: Evolution or Revolution? Florian Heinemann (08514423) 5 December 2008
2005). One possible approach is storytelling which is said to Montana, M. J., & Lenaghan, J. A. (1999). What motivates and
create emotional links that build up trust and create a vision matters most to generations X and Y. Journal of Career
for the future (Beslin, 2007; DeLarge, 2004). Planning & Employment , 59 (4), 27-30.
Words: 2151
References
Arnett, J. J. (2000). High hopes in a grim world. Youth &
Society , 31 (3), 267-286.