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![Ambitious but not entirely focused. Look to the workplace for
direction and to
help them achieve their goals.
At ease in teams
Attached to their gadgets & parents
Best educated - Confident
Diversity Focused - Multiculturalism
Have not lived without computers
Eager to spend money
Fiercely Independent
Focus is children/family
Focus on change using technology
Friendly Scheduled, structured lives
Globalism (Global way of thinking)
Greatly indulged by fun loving parents
Heroism -Consider parents their heroes
High speed stimulus junkies
Incorporate individual resp. into their jobs.
Innovative-think our of box
Individualistic yet group oriented
Invited as children to play a lead role in
family’s purchasing and travel decisions
Loyal to peers
Sociable -Makes workplace friends
“Me First “Attitude in work life
Most doted upon of any [email protected]
Net-centric team players
Open to new ideas
Optimistic
Parent Advocacy (Parents are advocates)
Political Savvy (like the Boomers)
Respect given for competency not title
Respectful of character development
Self –absorbed
Strong sense of entitlement
Techno Savvy - Digital generation](https://image.slidesharecdn.com/diananunezramosbabyboomersgenerationxgenerationymill-220921071258-ea061142/75/Diana-Nunez-RamosBaby-BoomersGeneration-XGeneration-YMill-6-2048.jpg)
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Diana Nunez RamosBaby BoomersGeneration XGeneration YMill
- 1. Diana Nunez Ramos BabyBoomers Generation X Generation Y/Millennials Generation Z/Boomlets Birth Years 1946 - 1964 1965 - 1980 1981 - 1994 1995 - 2010 Current Age 76 - 58 57 - 42 41 - 28 27 - 12 # 80 million 51 million 75 million ~ 48 million Influencers Civil Rights, Vietnam War, Sexual Revolution, Cold War/Russia, Space Travel Highest divorce rate and 2nd marriages in history. Post War Babies who grew up to be radicals of the 70’s and yuppies of the 80’s. “The American Dream” was promised to them as children and they pursue it. As a result, they are seen as being greedy, materialistic, and ambitious.
- 2. Watergate, Energy Crisis,Dual Income families and single parents, First Generation of Latchkey Kids, Y2K, Energy Crisis, Activism, Corp. Downsizing, End of Cold War, Mom’s work, Increase divorce rate. Their perceptions are shaped by growing up having to take care of themselves early and watching their politicians lie and their parents get laid off. Came of age when USA was losing its status as the most powerful and prosperous nation in the world. The first generation that will NOT do as well financially as their parents did. Digital Media, child focused world, school shootings, terrorist attacks, AIDS, 9/11 terrorist attacks. Typically grew up as children of divorce They hope to be the next great generation & To turn around all the “wrong” they see in the world today. They grew up more sheltered than any other generation as parents strived to protect them from the evils of the world. Came of age in a period of economic expansion. Kept busy as kids. First generation of children with schedules. Embracing technology, frequent communication, diversity acceptance, Interconnectedness, online and off, technology dependence. Core value
- 3. Anti-war Anti-government Anything is possible Equalrights Equal opportunities Extremely loyal to their children Involvement Optimism Personal Gratification Personal Growth Question Everything Spend now, worry later Team Oriented Transformational Trust no one over 30 Youth Work Want to “make a difference” Highly Educated High job expectations Independent Informality Lack of organizational loyalty Pragmatism Seek life balance Self-reliance Skepticism/Cynical Suspicious of Boomer values Think Globally Techno literacy Balance, Diversity Entrepreneurial, Fun. Achievement Avid consumers Civic Duty Confidence Diversity Extreme fun Fun! High morals Highly tolerant
- 4. Hotly competitive Like personalattention Self-confident Social ability Members of global community Most educated generation Extremely techno savvy Extremely spiritual Now! Optimism Realism Street smarts A desire to find (or create) meaning A motivation to contribute to the world Being highly educated Cultural diversity A desire for their own personalized experience Attributes Ability to handle a crisis Ambitious Anti-establishments Challenge Authority Competent Competitive Consensus Leadership Consumerism Ethical Good communication skills Idealism Live to work Loyal to careers and employers Most educated as compared to other 3 generations Multi-taskers Rebellious against convention beginning with their conservative parents.
- 5. Traditionally found theirworth in their work ethic but now seek a healthy life/work balance Optimistic Political correctness Strong work ethic Willing to take on responsibility Adaptable Angry but don’t know why Antiestablishment mentality Big Gap with boomers Can change Crave independence Confident Competent Ethical Flexible Focus on Results Free agents Highest number of divorced parents High degree of brand loyalty Ignore leadership Independent Loyal to Manager Pampered by their parents Pragmatic Results driven Self-starters Self sufficient Skeptical of institutions Strong sense of entitlement Unimpressed with Authority Willing to take on responsibility Willing to put in the extra time to get a job done Work/Life Balance
- 6. Ambitious but notentirely focused. Look to the workplace for direction and to help them achieve their goals. At ease in teams Attached to their gadgets & parents Best educated - Confident Diversity Focused - Multiculturalism Have not lived without computers Eager to spend money Fiercely Independent Focus is children/family Focus on change using technology Friendly Scheduled, structured lives Globalism (Global way of thinking) Greatly indulged by fun loving parents Heroism -Consider parents their heroes High speed stimulus junkies Incorporate individual resp. into their jobs. Innovative-think our of box Individualistic yet group oriented Invited as children to play a lead role in family’s purchasing and travel decisions Loyal to peers Sociable -Makes workplace friends “Me First “Attitude in work life Most doted upon of any [email protected] Net-centric team players Open to new ideas Optimistic Parent Advocacy (Parents are advocates) Political Savvy (like the Boomers) Respect given for competency not title Respectful of character development Self –absorbed Strong sense of entitlement Techno Savvy - Digital generation
- 7. Think mature generationis “cool” Want to please others Hope to make life contributions to world Very patriotic (shaped by 9/11) Seek responsibility early on in their roles Less validation expectations More independent More entrepreneurial More communicative More competitive More motivated by security Driven by career/financial goals Dealing with money Buy now, pay later Cautious, Conservative Save, save, save Earn to spend Earn to spend % of workplace 45% 40% 10% 6% Work Ethic Driven Workaholic-60 hr work weeks Work long hours to establish self-worth and identity and fulfillment Work ethic = worth ethic Quality Balance Work smarter and with greater output, not work longer hours. Eliminate the task
- 8. Self-reliant Want structure &direction Skeptical Ambitious What’s next? Multitasking Tenacity Entrepreneurial Generation Z has been making their mark in businesses by demonstrating new levels of digital competence, dedication, and drive to achieve a goal. As more Generation Zers influence the workforce, it will be important for business leaders to understand the work, and benefits that they must offer to best recruit and keep them. Young employees of the new generation are always important to recruit to your business, as they offer a fresh perspective and insight, as well as valuable skills. Technology Acquired Assimilated Integral Competence Entitlement Experience Merit Contribution Individualiy Workplace view on respect for authority Originally skeptical of authority but are becoming similar to Traditionalists-Time equals authority Skeptical of authority figures Will test authority repeatedly Will test authority but often seen out authority figures when looking for guidance.
- 9. They also advocateto have a more balanced work/life experience to help them escape the burnout that has inflicted older generations, with 38% counting work/life balance as a priority when choosing an employer. Workplace view on time at work Workaholics Invented 50 hr work week Visibility is the key Project oriented Get paid to get job done Effective workers but gone @5pm on dot. View work as a “gig” or something that fills the time between weekends. Gen Zers are driven by different needs than the generations that came before them—especially in comparison to the way boomers have assimilated into the workforce. Because of this, Gen Z tends to respond better to millennial-aged managers. Workplace view on skill building Skills are an ingredient to success but they are not as important as work ethic and “Face time”. Amassed skills will lead to next job, the more they know the better. Work ethic is important, but not as much as skills Training is important and new skills will ease stressful situations. Motivated by learning / want to see immediate results. or Gen Zers, their technological dependence is not necessarily considered to be an addiction, but rather that they view their mobile devices as “extensions” of themselves. They can even feel anxiety without them. They also use their devices to the extent that their use causes them to lose sleep, but that would appear to “come with the territory. Work assets Anxious to please
- 10. Challenges the statusquo Can creatively break down the big picture into assignments. Good at seeing the big picture Good team players Mission oriented Politically Savvy-gifted in political correctness Service oriented Will go the extra mile Works hard Adapt well to change Consumer mentality Direct communicators Don’t mind direction but resent intrusive supervision. Eager to Learn, Very Determined Good task managers Good short term problem skills Highly educated Multitaskers Not intimidated by authority Thrive on flexibility Technologically savvy Will do a good job if given the right tools Value “information” Want feedback Consumer mentality Collaboration Goal oriented Highly educated Multitask Fast Optimistic Positive attitude Technical; savvy Tenacious As a generation that grew up with high-speed internet and the openness to personal information sharing on social media, it
- 11. should come asno surprise that Gen Z is well-known for being ever-connected online to their peers and social communities — they have shown an inclination for more intimate, immediate social networks such as Snapchat. Generation Z is also well known for using FaceTime instead of texting or calling, unlike previous generations and their utilization of social media and digital services. Work liabilities Expect everyone to be workaholics Dislike conflict Don’t like change Challenge Authority of Traditionalists Judgmental if disagree Not good with finances Peer loyalty “Process before results” Self-centered Built “portable” resume Cynical;skeptical Dislike Authority Dislike rigid work requirements Impatient Lack people skills No long term outlook Respect Competance Mistrusts Institutions Rejects rules Don’t understand the optimism of Boomers and Gen Y Distaste for menial work (they are brain smart) Inexperienced Need supervision
- 12. Need structure Lack discipline Highexpectations Lack of skills for dealing with difficult people Impatient Lack of experience Respond poorly to those who act in an authoritarian manner and/or who expect to be respected due to higher rank alone. Managers have had to learn how to communicate with Gen Z on their level in this environment and have proven that successful management and nurturing of teams is possible in a virtual world. However, that doesn’t mean that Gen Z only wants to exist virtually. For many, the ideal is a hybrid approach that gives them the opportunity to work from home some days and in the office on other days. The more companies can continue to foster this kind of approach, the better chance they have of keeping the Gen Z talent they have—and attracting more. Communication Diplomatic In person Speak open – direct style Use body language to communicate Present Options (flexibility) Use E-Comm’s/face-to-face Answer questions thoroughly and expect to be pressed for details Avoid Manipulative/controlling language Like the personal touch from Managers Get consensus-include them or
- 13. they may getoffended Establish a friendly rapport OK to use first names Learn what is important to them Emphasize the company’s vision and mission and how they can fit in Blunt/Direct Immediate Use straight talk, present facts Use email as #1 tool Learn their language & speak it Use informal communication style Talk in short sound bites Share info immediately and often Has the potential to bridge the generation gap b/w youngest and oldest workers. Don’t micro-manage Use direct, straightforward approach Avoid buzz words and company jargon Tie your message to “results” Emphasize “WIIFM” in terms of training and skills to build their resume Polite Use positive, respectful, motivational, electronic communication style. (Cell phones, email, IM, text)>these are “fun” Communicate in person if the message is very important Use email and voice mail as #1 tools Don’t talk down-they will resent it Show respect through language and they will respect you Use action verbs
- 14. Use language toportray visual pictures Be humorous-show you are human Be careful about the words you use and the way you say it(they are not good at personal communication because of technical ways of communicating) Be positive Determine your goals and aspirations and tie message to them Prefer to learn in networks, teams using multi-media while being entertained and excited Despite (or perhaps because of) the influence that toxic political differences and economic volatility have had on them, Gen Zers are much more tolerant of other races, cultures, and genders, as well as much more interconnected with them all. Many younger generations like millennials and Generation Zs have a sense of social justice, making diversity a must in the workplace. Work and family life balance No balance “Live to work” At this point in their lives, they are interested in flexible hrs. and are looking to create balance in them lives. They have pushed hard, all work and no play and they are beginning to wonder if it was worth it. “Work to live” Balance is important. They will sacrifice balance, but only occasionally. They work to live, not live to work. “Work to live” Balance is important. They will sacrifice balance, but only occasionally.
- 15. They value theirlifestyle over upward mobility. If presented with a work promotion that will throw their life out of balance, they will choose their lifestyle As the Covid-19 pandemic has shown us, remote work is possible with the right support. Gen Z embraced the remote workplace ahead of many companies long before they were forced to. Remote work embraces many of the tenets that appeal to Gen Z: technological interconnectedness that supports work and communication, a good work/life balance, and the freedom to continue to pursue their side hustle without the fear of burnout. Reference Reference USF. 2020. Generational differences chart. https://www.usf.edu/hr-training/documents/lunch- bytes/generationaldifferenceschart.pdf Problem 8 Problem 13 Problem 53 Problem 54 Ch 10 Problem 8 At the time she was hired as a server at the Grumney Family Restaurant, Beth Brigden was told, “You can average $80 a day in tips.” Assume the population of daily tips is normally distributed with a standard deviation of $9.95. Over the first 35 days she was employed at the restaurant, the mean daily amount of her tips was $84.85. At the .01 significance level, can Ms. Brigden conclude that her daily tips average more than $80? a) state the null hypothesis and alternate hypothesis b) state the decision rule
- 16. c) compute thevalue of the test statistic d) what is your decisions regarding H0? e) what is the p-value? Interrupt it. Problem 13 The mean income per person in the United States is $50,000, and the distribution of incomes follows a normal distribution. A random sample of 10 residents of Wilmington, Delaware, had a mean of $60,000 with a standard deviation of $10,000. At the .05 level of significance, is that enough evidence to conclude that residents of Wilmington, Delaware, have more income than the national average? Problem 53 Refer to the Baseball 2016 data, which report information on the 30 Major League Baseball teams for the 2016 season. a. Conduct a test of hypothesis to determine whether the mean salary of the team was different from $100.0 million. Use the .05 significance level. b. Using a 5% significance level, conduct a test of hypothesis to determine whether the mean attendance was more than 2,000,000 per team. Problem 54 Refer to the Lincolnville School District bus data. a. Select the variable for the number of miles traveled last month. Conduct a hypothesis test to determine whether the mean miles traveled last month equals 10,000. Use the .01 significance level. Find the p-value and explain what it means. b. A study of school bus fleets reports that the average per bus maintenance cost is $4,000 per year. Using the maintenance cost variable, conduct, a hypothesis test to determine whether the mean maintenance cost for Lincolnville’s bus fleet is more than $4,000 at the .05 significance level. Determine the p-value and
- 17. report the results. ChartDataSheet_Thisworksheet contains values required for MegaStat charts.Boxplot 12/5/2012 16:43.502155968122093854.2532093854.2532359022.51235902 2.532359022.533039260.523039260.52356571823039260.51303 9260.512093854.2522093854.251-742364.53- 742364.51675744.8753675744.87514457369.87534457369.8751 5875479.2535875479.25Dotplot 12/5/2012 16:44.17155968111603596116077331167901311721920117398 59119659551209191812099663121022401212372112177617122 19444122428031234725112370794124201711263045812776354 12831385128827561302803313043003130617701326210913324 246133773711346028013542406135657181 2012 SeasonTeamLeagueOpenedTeam SalaryAttendanceWinsERABAHRYearAverage SalaryArizonaNational199865.802080145794.040.26415420001. 99AtlantaNational199689.602001392674.410.25110020012.26B altimore American1992118.902281202814.050.2521720022.38Boston American1912168.702880694784.310.26516120032.56Chicago CubsNational1914117.202959812973.360.24417120042.49Chica go White SoxAmerican1991110.701755810763.980.2513620052.63Cincin natiNational2003117.702419506644.330.24816720062.87Clevel and American199487.701388905813.670.25614120072.94ColoradoN ational199598.302506789685.040.26518620083.15DetroitAmeri can2000172.802726048744.640.2715120093.24HoustonAmerica n200069.102153585863.570.2523020103.3Kansas City American1973112.902708549953.730.26913920113.31LA
- 18. AngelsAmerican1966146.403012765853.940.24617620123.44L A DodgersNational1962230.403764815923.440.2518720133.65Mi amiNational201284.601752235714.020.2612020143.95Milwauk eeNational200198.702542558684.280.25114520154.25Minnesot aAmerican2010108.302220054834.070.24715620164.4N Y MetsNational2009100.102569753903.430.244177NY YankeesAmerican2009213.503193795874.050.251212OaklandA merican196680.801768175684.140.251146PhiladelphiaNational 2004133.001831080634.690.249130PittsburghNational200185.9 02498596983.210.26140San DiegoNational2004126.602459742744.090.243148San FranciscoNational2000166.503375882843.720.267136SeattleA merican1999123.202193581764.160.249198St. LouisNational2006120.3035208891002.940.253137Tampa Bay American199074.801287054803.740.252167TexasAmerican199 4144.802491875882.240.257172TorontoAmerican1989116.4027 94891933.80.269232WashingtonNational2008174.50261984383 3.620.251177 KeyTeam= Team’s nameLeague = American or National LeagueYear Opened = First year the team’s stadium was usedTeam Salary = Total team salary expressed in millions of dollarsAttendance = Total number of people attending regular season gamesWins = Number of regular season games wonERA = Team earned run averageBA = Team batting averageHR = Team home runsYear = Year of operationAverage salary = Average annual player salary in dollars ChartDataSheet_This worksheet contains values required for MegaStat charts.Boxplot 1/28/2010 16:03.392741280638063827182738273851.52851.529082851.51 851.5180628061669.53669.51737.753737.751919.753919.75198 83988Boxplot 1/28/2010 16:06.082741280638063827182738273851.52851.529082851.51 851.5180628061669.53669.51737.753737.751919.753919.75198 83988Dotplot 1/28/2010
- 19. 16:06.08741175117571757276017741775178017841785179017 92179817991799280018021803180418061806280918121815181 52815381618162817181728173818181918192821182218231826 18271827282738281830183118321835183618371838183918421 84228423844184518461847184818491851185318561857185728 58185918592864186518661866286918701873187418821883188 5189519081Boxplot 1/28/2010 16:08.202741280638063827182738273851.52851.528952851.51 851.5180628061669.53669.51737.753737.751919.753919.75198 839881.89801.81008Dotplot 1/28/2010 16:08.20741175117571757276017741775178017841785179017 92179817991799280018021803180418061806280918121815181 52815381618162817181728173818181918192821182218231826 18271827282738281830183118321835183618371838183918421 84228423844184518461847184818491851185318561857185728 58185918592864186518661866286918701874188218831885189 51980110081 BusDataSet 3 --Lincolnville School District Bus DataIDManufacturerEngine Type (0=diesel)CapacityMaintenance CostAgeOdometer MilesMiles10Keiser114464655437511973396Thompson0141072 22185811969122Bluebird15593941011658011967751Keiser014 107822244411948279Bluebird055100822267211925500Bluebir d155532955076511922Variables520Bluebird0554794101191301 1896759Keiser055395288787211889ID = Bus identification number714Bluebird042374277370311837875Bluebird05543769 9794711814Manufacturer = Source of the bus (Bluebird, Keiser, or Thompson)600Bluebird05548321011986011800953Bluebird055 51601011770011798Engine type = If the engine is diesel then engine type = 0; if the engine is gasoline, then engine type = 1)101Bluebird055195544109611789358Bluebird0552775670086 11782Capacity = number of seats on the bus29Bluebird155535266943811781365Keiser05 530656633841 1778Maintenance cost = dollars spent to maintain a bus last year162Keiser155314333126611757686Bluebird0551569334674
- 20. 11707Age = numberof years since the bus left the manufacturer370Keiser155776688652811704887Bluebird05537 4389367211698Odometer Miles = total number of miles traveled by a bus464Bluebird155254033453011698948Keiser0424342997956 11691Miles = number of miles traveled since last maintenance678Keiser055336177522911668481Keiser16309733 43621166243Bluebird1558263910296911615704Bluebird05542 1888342411610814Bluebird05520284408241157639Bluebird15 5582166944411533699Bluebird15590699983071151875Bluebir d055301167197011462693Keiser1559193910188911461989Keis er0554795910660511418982Bluebird05550511027611359321Bl uebird042273267012211358724Keiser042375489196811344732 Keiser0424640910119611342880Keiser15584109970651133619 3Thompson01459221112871111248884Bluebird0554364992457 1123157Bluebird055319077924011222731Bluebird0423213668 5261116861Keiser0554139910353611148135Bluebird05535607 7642611127833Thompson014392089096811112671Thompson11 4673388979211100692Bluebird055377089324811048200Bluebi rd05551681010370011018754Keiser01473801414686011003540 Bluebird155365644528410945660Bluebird15562136644341091 1353Keiser155427944574410902482Bluebird155105751011653 410802398Thompson06475299592210802984Bluebird05538098 8766410760977Bluebird055376977942210759705Keiser042215 244759610755767Keiser055298567153810726326Bluebird0554 563910734310724120Keiser04247231011032010674554Bluebir d042182644460410662695Bluebird0551061223152106339Keise r155352744684810591861Bluebird15596691010604010551603 Keiser014211644438410518156Thompson014621212140460104 73427Keiser155692777342310355883Bluebird15518812207421 0344168Thompson114700478300610315954Bluebird042528410 10100010235768Bluebird042317377177810227490Bluebird155 101331010624010210725Bluebird05523565570651020945Keise r05531246601021016738Keiser114597666166210140314Thomp son0654081112811710128507Bluebird05536907728491009540 Bluebird15595731011847010081918Bluebird055247055362010
- 21. 075387Bluebird155686388996010055418 Bluebird05545139104 71510000 Samuel Ojikutu S/N WORKTRAITS BABY BOOMER (1945 - 1960) GENERATION X (1961 - 1980) GENERATION Y (1981 - 1995) GENERATION Z (BORN AFTER 1995) 1 Formative Experience Cold War End of Cold War 9/11 Terrorist Attacks Economic Downturn Post War Boom End of Berlin Wall Play Station Global Warming Swinging Sixties Reagan/Gorbachev Social Media Global Focus Apollo Moon Landings Thatcherism Invasion of Iraq Mobile Devices
- 22. Youth Culture Live Aid RealityTV Energy Crisis Woodstock Introduction of First PC Google Earth Arab Spring Family-Oriented Early Mobile Technology Glastonbury produce own media Rise of the Teenager Latch-Key Kids: Rising of the Cloud Computing Teenager Wiki-leaks 2 Percentage in US Workforce 25% 33% 35% 5% 3 Communication
- 23. Face-to-face Ideally buttelephone or e-mail if required Text messaging or e-mail Online and mobile (text messaging) Facetime 4 Communication Media Telephone E-mail and Text message Text or Social Media Hand-held, (or integrated into clothing) 5 Attitude towards Technology Early Information Technology (IT) adaptors Digital Immigrants Digital Natives Technoholics - Entirely dependent on IT: Limited grasp of alternatives 6 Signature Product Television Personal Computer Tablets/Smart Phone Google glass, graphency, Nano-computing, 3-D Printing, Driverless Cars 7 Aspiration Job Security Work-life Balance Freedom and Flexibility Security and Stability Reference ICIMS Staff (2018) 5 Generation in the workforce: The demographic info you need to know. https://talentor.com/blog/generation-y-in-workplace
- 24. Crystal Hawkins CARE TEAM Age/Year Successionplanning Work Traits Impact Culture/ Baby Boomers 1946-1964 58-76 Procedures are manned with dedicated steps and minor deviations to their nature for helping others. Fixated on tasks for long periods of time. Repetitive movements and deadlines timed. Offer guaranteed outputs of the same quality as before. Won't challenge dictatorships and focus on common goals that's synchronized with the company. Generation x 1965-1980 42-57 These workers consider participants as stepping stones to complete and execute agendas. They depend on others to comprehend information and to fulfill the tasks. These members motivate others to work in a more refined way as they practice their role as dependable alys. Work traits include hierarchy stigmatism and providing proofs as often as they can on goals. They stay on task and create boundaries separating them from others. Their goal oriented and factual. Authorities to all subjects and capitalize on documentation that support the right to tell people what to do. The peak of their career is today and they are focused on change and exercising their impact. Generation Y/Millennials 1981-1996
- 25. 26-41 Each day bringsnew challenges that are unrelated so these members alter their responses as often as they learn different characteristics to be successful. Motivated and easily influenced to try new things. They are comfortable with their work and they understand how to complete a task in multiple ways. Everyday is not the same and they try to manipulate the day to be more satisfying for themselves and others. Their impact is seeing how fast they can do a job and how many people know the job was done accurately by them. Proving that they know versatile actions and bringing meaning to a task is their niche and they know others are watching them for clues on success rates. Generation Z/ Boomlets 1997-2012 10-25 Advice is given to these workers and they focus on the deals that were offered for tasks. They perform under pressure most of the time and they catch on to things to teach others what they have done. They repeat what they see and ask others for help that doesn't breach custody of the job entitlements. These members are impressionable and they make mistakes often as they are guided by a support leader. They need extra help and they take on multiple jobs at once to see what they gravitate towards. They are more helpful in labor positions because they can learn the bottom line of many jobs that it takes multiple exchanges to reach goals. They know why they are surrounded by a lot of people and it works in their favor. Young age workers help people test theories of a new law or new practice without the impact of previous ideology or malpractice that was learned through adapting. They remember the steps because it's fresh on their mind and their growing new habits that belong in the workplace.
- 26. Baby Boomers (1955 –1964) Generation X (1965 – 1980) Generation Y/Millennials (1981 – 1996) Generation Z/Boomlets (1997 – 2012) Driven and competitive, take pride in their careers Very independent and autonomous Tend to prefer to collaborate with different points of views Value social responsibility and diversity Had to adapt to technology as it was not something they grew up with Well educated and ambitious Prefer work that is meaningful and that they are passionate about Speak their minds and make sure they are being heard Retiring at an older age Comfortable with technology Considered “digital natives” as they grew up with technology Very tech savvy and expect to work with technology Goal oriented Value work-life balance Very focused on their professional development Inclined to non-traditional approaches to their finances and education Hardworking and dedicated/loyal to their jobs Seek personal development Value feedback and mentorship Seek stability and flexibility in the work environment Value their career and seek to improve their skills Yearn to grow and prioritize professional development over loyalty to a company
- 27. Very entrepreneurial &value innovative ideas Prefer authenticity in their employers Nicole Turtzo’s Table Generation Z/Boomlets (1997 – 2012) Generation Y/Millennials (1981 – 1996) Generation X (1965 – 1980) Baby Boomers (1955 – 1964) 30% don’t feel financially secure 29% don’t feel financially secure Value their career and value the skills they develop Competitive generation Tend to be the most tech savvy of the generations Value transparency in the workplace Value an equal balance between work and there personal life They aren’t afraid to say what they think and believe no matter what anybody else thinks about them Value a work/ life balance over salary and titles This generation is very self-reliant Prefer face to face communication Natural entrepreneurs and extremely ambitions Change jobs more often Loyal to an employer and are willing to stay with an employer longer
- 28. Millenialls believe organizationcan impact the community in positive ways Communicate privately about company They look for mentors and career development Baby boomers have an extremely high work ethic Around 69 million Around 74 million Around 66 million Around 74 million employed https://www.payscale.com/compensation-trends/communicating- compensation-communication-preferences-differ-among- generations/ https://www2.deloitte.com/global/en/pages/about- deloitte/articles/genzmillennialsurvey.html?id=gx:2ps:3gl:mgzs 22:5GC1000068:awa:cons:052322:millennials%20in%20the%20 workplace:e:c&gclid=Cj0KCQjw4uaUBhC8ARIsANUuDjXbY5 7CIOaT-WxU1YgGuXPfpB-hF6yWLyytTAyO- J13DfH0Tbooz24aAstlEALw_wcB https://www.innovationquarter.com/articles/what-millennials- mean-for-business/ 1 Part I: Work Traits That there is a strong relationship between emotional intelligence and occupational performance among individuals. Personalities are critical in defining workplace behavior. Behaviour is a factor of the work environment, as well as an individual’s personality, skills, and ability. Different
- 29. people have theirway of how they perceive and handle things. Different individuals interact differently with different people. Work trait impacts the organization's culture with the ability to influence. The success of an organization is just beyond doing the job perfectly, the satisfaction from work also comes from the employees being able to follow the values of the organization (Schuessler, 2021). Workplace performance has been gaining popularity in organizations over the recent past. Due to the rising competition among firms, managers are always working hard to recruit, develop and retain high performers so that they sustain exceptional productivity and increase their market share. Individual personality and attitude impact work performance. Sometimes, this is due to the inability of people to find jobs of interest. With the current high unemployment rates, it is expected that many people would accept jobs for the sake of income. The development of the right attitude or personality can be achieved if both the individual and employer work together towards this goal. It is important to consider some of the few external factors that can improve employees’ attitudes toward work to increase individual productivity. Employees acquire job experience over time. This experience creates an attitude in an employee, and that affects how one handles problems. The professional experience is not determined by the duration of the experience but rather the job productivity. When employees accept the challenges that come with solving problems, the attitude exposes them to new problems in solving these problems experience is gained. Researches state that an employee’s personality and professional traits impact job performance positively or negatively. Similarly, one’s attitude towards an organization affects attendance and work performance. Smart behavioral traits facilitate the creation of innovative teams, a seamless passage of information in workplaces, and the provision of solutions to problems that emerge in the course of production. It is important to understand what is expected in terms of
- 30. workload and appearance.Sometimes, people think that to be effective at work only requires professional or technical ability. The organization is normally focusing on developing individual talents, which undermines other capabilities necessary for a good working environment. Some of the factors that affect the effectiveness at work include one’s personality, feelings, and communication skills that are necessary to interact with other people (Goldston, 2008). Generational Difference Chart Baby Boomers (1946-1964) Generation X (1965-1980) Generation Y (1981-1996) Generation Z (1997-2012) They are very clever, they are resourceful, and strive to win. Most of them believe in the hierarchical structure and oftentimes, they have a hard time adjusting to flexible trends of the workplace. They believe in face time in the office and they are not easily convinced of working remotely. They value workplace visibility. They are over-optimistic and competitive and they define themselves by their jobs. They are good at making decisions and are self-reliant. These individuals are very hardworking and self drive. Most of them tend towards being silent achievers. They value diversity and are independent thinkers. They embrace social media and technology. They value constructive feedback and enjoy the creative output. These employees strive to accomplish things on their terms. They are ambitious and self-confident. They have high expectations. They are looking for a good life balance. They also expect to rise and move up the ladder very fast. They are not stable, the corporate responsibility has to meet their expectations, or else they leave the organization. They are conversant with technology and take advantage of it.
- 31. Their priority istheir career development. They are tech savvy and use their computers and smartphones to their full potential. In the workplace, these individuals want detailed instructions since they question everything. References Goldston, B. K. (2008). The relationship between traits of organizational culture and job satisfaction within the healthcare setting. Schuessler, A. (2021). The simple ethical values and traits: How to develop a positive work ethic: The value of ethics to succeed.