Generation X Y And The Baby Boomers

Written for those struggling to manage a workforce with incompatible ethics, values, and working styles, this book looks at the root causes of professional conflict and offers practical guidelines for navigating multigenerational differences. By exploring the most common causes of conflict--including the Me Generation’s frustration with Gen Yers’ constant desire for feedback and the challenges facing Gen Xers sandwiched between these polarities--Generations at Work offers practical, spot-on guidance for managing the differences with consideration to each generation’s unique needs. Along with the authors’ insights for managing a workforce with different ways of working, communicating, and thinking, this invaluable resources offers: in-depth interviews with members of each generation, tips on best practices from companies successfully bridging the generation gap, and a mentorship field guide to help you support the youngest members of your team. Generations at Work has the tools that are key to helping your workforce interact more positively with one another and thrive in today’s wildly divergent workplace culture.

To aid with a serious shortage of empirical studies on generational human resource management (HRM) preferences, Chapter One aims to add to the discussion in two ways. Firstly, by providing an extensive theoretical systematisation of HRM practices which are likely to be the most effective for achieving high performance from the two prevailing generations in the contemporary workforce (Xers and Yers), and secondly by exposing empirical evidence from a comprehensive study on the topic. Chapter Two explores the engagement levels of Generation X and Y HR practitioners in South Africa. However, reference was also be made to the Baby Boomers in order to indicate the cross-impact among the three cohorts. Shifting to a focus on health between generations, Chapter Three covers the use of online health resources and levels of eHealth literacy among random samples of 996 Baby Boomers from the US, UK, and New Zealand (NZ). In conclusion, Chapter Four argues that in order to have sound mental health, a baby boomer will need to develop ways of challenging the brain and protecting short term and long term memory by regular brain activity and social interactions. Every individual is different but the general guiding principles can be personalised for each individual and practiced as a routine in daily life.

An optimistic and nuanced portrait of a generation that has much to teach us about how to live and collaborate in our digital world. Born since the mid-1990s, members of Generation Z comprise the first generation never to know the world without the internet, and the most diverse generation yet. As Gen Z starts to emerge into adulthood and enter the workforce, what do we really know about them? And what can we learn from them? Gen Z, Explained is the authoritative portrait of this significant generation. It draws on extensive interviews that display this generation’s candor, surveys that explore their views and attitudes, and a vast database of their astonishingly inventive lexicon to build a comprehensive picture of their values, daily lives, and outlook. Gen Z emerges here as an extraordinarily thoughtful, promising, and perceptive generation that is sounding a warning to their elders about the world around them—a warning of a complexity and depth the “OK Boomer” phenomenon can only suggest. ​ Much of the existing literature about Gen Z has been highly judgmental. In contrast, this book provides a deep and nuanced understanding of a generation facing a future of enormous challenges, from climate change to civil unrest. What’s more, they are facing this future head-on, relying on themselves and their peers to work collaboratively to solve these problems. As Gen Z, Explained shows, this group of young people is as compassionate and imaginative as any that has come before, and understanding the way they tackle problems may enable us to envision new kinds of solutions. This portrait of Gen Z is ultimately an optimistic one, suggesting they have something to teach all of us about how to live and thrive in this digital world.

As seen in Time, USA TODAY, The Atlantic, The Wall Street Journal, and on CBS This Morning, BBC, PBS, CNN, and NPR, iGen is crucial reading to understand how the children, teens, and young adults born in the mid-1990s and later are vastly different from their Millennial predecessors, and from any other generation. With generational divides wider than ever, parents, educators, and employers have an urgent need to understand today’s rising generation of teens and young adults. Born in the mid-1990s up to the mid-2000s, iGen is the first generation to spend their entire adolescence in the age of the smartphone. With social media and texting replacing other activities, iGen spends less time with their friends in person—perhaps contributing to their unprecedented levels of anxiety, depression, and loneliness. But technology is not the only thing that makes iGen distinct from every generation before them; they are also different in how they spend their time, how they behave, and in their attitudes toward religion, sexuality, and politics. They socialize in completely new ways, reject once sacred social taboos, and want different things from their lives and careers. More than previous generations, they are obsessed with safety, focused on tolerance, and have no patience for inequality. With the first members of iGen just graduating from college, we all need to understand them: friends and family need to look out for them; businesses must figure out how to recruit them and sell to them; colleges and universities must know how to educate and guide them. And members of iGen also need to understand themselves as they communicate with their elders and explain their views to their older peers. Because where iGen goes, so goes our nation—and the world.

To aid with a serious shortage of empirical studies on generational human resource management (HRM) preferences, Chapter One aims to add to the discussion in two ways. Firstly, by providing an extensive theoretical systematization of HRM practices which are likely to be the most effective for achieving high performance from the two prevailing generations in the contemporary workforce (Xers and Yers), and secondly by exposing empirical evidence from a comprehensive study on the topic. Chapter Two explores the engagement levels of Generation X and Y HR practitioners in South Africa. However, reference was also be made to the Baby Boomers in order to indicate the cross-impact among the three cohorts. Shifting to a focus on health between generations, Chapter Three covers the use of online health resources and levels of eHealth literacy among random samples of 996 Baby Boomers from the US, UK, and New Zealand (NZ). In conclusion, Chapter Four argues that in order to have sound mental health, a baby boomer will need to develop ways of challenging the brain and protecting short term and long term memory by regular brain activity and social interactions. Every individual is different but the general guiding principles can be personalized for each individual and practiced as a routine in daily life.

The authors of the bestselling 13th Gen present the first in-depth examination of the Millennials--the generation born after 1982. They explain why today's teens are smart, well-behaved, and optimistic, and why you won't hear older people say that. Charts, graphs, & cartoons.

Born roughly between 1964 and 1980, Generation X has received much less critical attention than the two generations that precede and follow it: the Baby Boomers and Millennials. This essay collection examines representations of Generation X in contemporary popular culture, including in television, movies, music, and internet sources. Drawing on generational theory, cultural studies theory, race theory, and feminist theory, the essays in this volume consider the past identities of Generation X, relationships with members of younger generations, modern appropriation of Generation X aesthetics, interactions of Generation X members with family, and the existential values of Generation X.

As the first wave of Baby Boomers begins to retire, their departure presents an awkward power vacuum in the American cultural, political, and business arenas. Though many members of Generation X expected to inherit the reins of power and influence in the late 2000s, workplace trends at the time showed that the Boomers had taken a liking not to the Xers who were waiting in the wings, but the new Milennials in the workplace. Milennials, or Generation Y, are the cohort born between the early 1980s and the late 1990s, and their optimistic, group-centric workplace worldview presented a stark contrast to the isolated and cynical outlook traditionally seen in many Gen-Xers. Thus, as Xers found themselves overlooked in favor of their younger counterparts, many began to consider themselves the middle children in the workplace. Matthew Henry analyzes this "middle child" position of Generation X using a Gen-X popular culture framework. Looking at the Boomers' origins in post-World War II culture, and drawing parallels between Boomer and Millennial beliefs and attitudes, he makes several arguments for the May-December relationship between the two generations and suggests a possible solution for the Xers who often find themselves neglected in between.