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ABSTRACT
This paper uses popular and academic literature to describe the distinguishing characteristics that differentiate Baby Boomers, Gen X and Gen Y. The authors then further examine these differences by comparing the results of a survey of 5,057 members of these cohorts, using the Rokeach Value Survey, to the previously generated profiles. Both terminal and instrumental values of the respondents were analyzed. Results generally confirm the popular profiles and suggest that managers should take these profiles into consideration when leading, motivating, and communicating with employees belonging to these generations.
Keywords: generations, values, Rokeach, Baby Boomers
INTRODUCTION
Much attention has been given in recent years to the intergenerational conflict in the workplace caused by diversity in values related to age. While different beginning and ending dates are attributed to the Baby Boomer, Generation X and Generation Y cohorts, the popular and academic literature agree on a core group of values found among these workers. These values in turn lead to speculation about what these workers want occupationally and how to motivate them to be both committed and productive organizational members.
Baby Boomers, for example, are thought to be competitive and loyal workaholics who value individual freedom and dedication to task. Generation X, on the other hand, crave more of a balance between work and family, are more cynical, informal, fun-loving and independent. Generation Y is characterized as socially sensitive, optimistic, ambitious, curious, technologically adept, and easily bored. This paper will build a profile of generational values based on both popular and academic articles.
The current study then looks at these popularly accepted beliefs about generational values and compares them to results of a study using the Rokeach Value Survey. Do the personal values of the three generations as reported by members of those cohorts reflect the popular concepts? Specifically, the top ten instrumental and terminal values as reported by the survey respondents are analyzed in terms of their "fit" with the previously mentioned model. If there is a degree of congruence, what would it mean for managers who lead these three generations on a daily basis? The paper will conclude with a discussion of implications for managers. We begin by suggesting a central research question and then by proposing the generational profiles based on...