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Introduction
With the entry of Generation Y to the working world, the workforce for the first time contains four generations: Traditionalists (also called Veterans, Silents, or Greatest Generation; 75 million born before 1945; 10% of the workforce), Baby Boomers (80 million born 1945-1964, 45% of the workforce), Generation X (46 million born 1965-1980, 30% of the workforce), and Generation Y also called Echo Boomers, Millenials, Internet Generation, or Nexters; 76 million born after 1980; 15% of the workforce) (Paul, 2004; Francis-Smith, 2004; Johns, 2003; Martin and Tulgan, 2004; Raines, 2002). Despite some variations in the way the literature names these generations and classifies start and end dates, there is general descriptive consensus among academics and practitioners regarding these generations.
More important, there appears to be agreement that this confluence of generations has immediate consequences for managers. Over the next 10 years, the U.S. population older than 65 will increase by 26%, those 40-54 will fall by 5%, and those 25-30 will increase by 6% (Connelly, 2003). By 2006, two experienced workers will leave the workforce for every one who enters it (Piktialis, 2004). Already, nearly 60% of HR professionals in large companies report conflict between younger and older workers (Work Ethic Primary Conflict, 2004), and cite impending labor shortages as increasing the value of every employee (Southard and Lewis, 2004; Dealing With Your New Generation Mix, 2004). Against this backdrop, intergenerational differences may become a foremost aspect of diversity in the U.S. workplace.
Web sites targeted to various generations have been created and consulting specialty of intergenerational management has also emerged. Bruce Tulgan, author of the 2003 report "Generational Shift: What We Saw at the Workplace Revolution" (Tulgan, 2004), has been active in that arena for more than 10 years. A survey of peer-reviewed academic articles and practitioner-targeted publications finds that research providing foundational literature regarding intergenerational management has begun. This paper seeks to contribute to that literature, management practice, and business education through secondary and primary research. It examines the characteristics of the newest entrants to the workplace, Generation Y, and the strategic implications for management in a workplace already comprising three generations.
Background
This paper is stimulated by findings of, and reactions to, articles I have presented at peerreviewed conferences and published in...