For the first time in history, five different generations will work together. Over the next decade, millennials will make up the majority of the workforce. What are their aspirations? What do they do? How should they be managed?
Unfortunately, these arguments are rarely supported by empirical data. Most arguments are based on intuitive, generalized observations. Furthermore, the concept of “generations” seems to primarily serve the interests of many consultants.
limited scientific support
Millennials want flexibility and transparency, Gen Z needs more security due to economic, environmental and health crises, and Gen X values pay over a company's ability to innovate. These stereotypes, naively shared by reputable research institutions, are proven wrong when faced with scientific reality. Differences between generations are much smaller than commonly believed, and academic studies generally cannot prove large differences. In other words, the generation gap is more of a myth than a proven theory. Research and meta-analyses have shown that generational differences in (1) work attitudes, (2) personality, (3) career mobility, norm conformity, or overtime work, and (4) reasons for or motivations for leaving the company. It has been shown that the difference between them is almost non-existent. new position.
Similarly, contrary to popular belief, narcissistic tendencies do not increase across generations. Narcissistic traits are less generational and more closely related to life stage and age. Younger generations seem more narcissistic not because they are different from previous generations, but because narcissism becomes more pronounced at a younger age. Therefore, some differences can be attributed to assumed generational effects, when in fact they are part of our natural evolution and maturation. Personality is certainly not something that can be easily adapted, but it is not something that is set in stone.
A meta-analysis of longitudinal studies shows that young adulthood is the most important life stage for personality development, with traits becoming more stable throughout adolescence and peaking at age 25. Additionally, in future changes that can occur, especially between the ages of 20 and 40, people are most likely to become more agreeable, emotionally stable, conscientious, and dominant.
Worse, when studies identify differences, the individual variation within a single generation is greater than the variation between generations. In other words, individuals within the same cohort differ more from each other than individuals from different generations. Blind empiricism and the proliferation of implausible opinions contribute to misleading management practices, with potentially harmful consequences, and with inconsistent legal, conceptual, practical, and theoretical foundations. Masu.
Given these findings, it is essential to shift the focus from managing generational differences to managing generation-related perceptions. This change is critical to avoid reinforcing stereotypes and modern ageism.
negative impact
Every new event proposes a new generation and further normalizes age-based stereotypes. Recently, some have tried to conceptualize the COVID-19 generation. Research examines the emergence of individual perceptions, including both what individuals believe about members of other generations (stereotypes) and what other groups believe about their own group (metastereotypes) is emphasized.
These studies show that both older and younger workers believe that others perceive them more negatively than they actually are, and that these stereotypes and meta-stereotypes are not accurate. I am. However, they have a significant impact on the workplace.
- Age-related biases negatively impact the quality of training and performance evaluation of older adults, especially in the context of new technologies.
- Being labeled as a baby boomer results in more negative judgments in recruitment, training, and conflict management scenarios.
- Individuals may react to metastereotypes in a defiant or threatening manner, leading to conflict and avoidance behaviors.
- These stereotypes become internalized and cause individuals to conform to behavioral expectations.
As a result, perceiving oneself as belonging to the same generation as one's colleagues has a positive impact on work-related attitudes and behaviors.
Conversely, employees who work with colleagues who are perceived to belong to a different generation experience more negative stereotypes, increased awareness of ageist climate, and more negative work attitudes and behaviors. I am reporting.
However, these conclusions are a direct result of the artificial and arbitrary division into different generations. Although most individuals do not belong to a particular generation, these classifications are often promoted by pseudo-experts seeking recognition. These individuals add fuel to the fire of stereotypes and obscure the fact that essentially generational differences do not exist. Furthermore, people tend to notice differences more than similarities, especially when those differences pose problems. So if you believe in a generational gap, confirmation bias makes you more likely to find evidence to support it. It would be better to minimize the existence of these differences than to exacerbate them through broad classification or hasty generalizations.
everyone wants the same thing
Rather than perpetuating misleading views about the generation gap in the hopes of managing it more effectively, we should build on a fundamental understanding of work engagement based on historical and scientific perspectives. Better focus.
Essentially, engagement appears as a process of psychological identification with work, where individuals find their identity in their activities. This includes how individuals interpret, evaluate, appropriate and find meaning in their work, and how their work meets their needs.
Therefore, understanding engagement requires understanding the universal needs of everyone. From an anthropological perspective, humans share three universal needs that are inherent in nature, society, and evolution. The first is our need for community and social connections, which reflects our social nature. The second desire is the desire for personal advancement, that is, for advancement and differentiation within the hierarchical structure. Finally, the third need is to understand, cause, and influence the world. This need is the lens through which we analyze and interpret the world.
These three needs (community, career, and cause) make up the core values that drive everyone in the workplace. Regardless of the supposed generation, everyone tries to identify what, who and why of their professional activity.
