Gen Me: Is This New Generation Self-Centered?

In the spirit of Jamaica’s 62nd independence, I thought it would be interesting to discuss the younger workforce. It is no secret that across the world, management consistently has challenges motivating and retaining Gen Z and Millennial workers. These generations are so different from their predecessors, that organizations struggle to understand them and might agree with the notion that they are rebellious, selfish or entitled. However, let’s draw a parallel to indentured or forced labour, where individuals spend all their time working, with very little enjoyment and punishment for the slightest indiscretion in exchange for meager returns, all for the sake of survival. Under these conditions, negative emotions fester, like thick yellow pus oozing from an infected wound. These negative emotions are exacerbated by the wider economic constraints such as high housing, transportation and food costs. It is true, that what Boomers and even Gen X were able to accomplish on a working salary is now a figment of imagination, causing many to question the value of traditional office work. If basic physiological and safety needs feel out of reach, then people become jaded, unmotivated or disinterested.

So, what happens when persons are trying to escape forced labour? They become resistant, detached, uncontrollable, under-performing, sad or even depressed. This new generation of workers consistently demonstrate that work is not a central part of their life. While it is possible for them to have professional goals and aspirations, they value work-life balance a great deal more compared to their predecessors. This shift in thinking is the reason terms like “psychological safety”, “psycho-social safety” and “safety” climate have become so important to organizations and researchers. Now, more than ever, organizations must take a holistic view of their daily operations and ensure that their physical environment, benefits and support are substantial because employees stay where they feel valued.  

How to manage Gen Me?

Anderson et al (2017) conducted research on the generation gap in today’s workforce and gave good insight into how to manage this radical shift in Millennials. and Gen Z. They noted that these type of employees value meaningful work, individual achievements, feedback and external rewards. Therefore, the key in motivating these employees lies in the organization’s ability to fulfill these needs.

Meaningful work, individual achievements and feedback- Though Gen Z and Millennials may get a bad rep, they value feedback and close interaction with those in leadership. Therefore, goal-setting can be used as a tool to give a sense of autonomy to employees, as they are included in the decision making process. Moreover, goal setting provides the opportunity to achieve targets, providing a sense of accomplishment. Furthermore, proper goal setting is accompanied by regular check-in with supervisors for useful feedback.

External rewards- Younger generations are also driven by rewards, particularly external rewards. Millennials place such importance on external rewards, that they view superiors who do not posses reward power as peers. According to Anderson et al (2017), Millennials may be more receptive to leaders who use a system of rewards and punishments as opposed to those who rely on knowledge and charisma. Hence, it is important for organizations to grant leaders reward power such as praise, public recognition, bonuses, trips or services that may validate employees' feeling that their work is meaningful and appreciated.

References

Anderson, H. J., Baur, J. E., Griffith, J. A., & Buckley, M. R. (2017). What works for you may not work for (Gen) Me: Limitations of present leadership theories for the new generation. The leadership quarterly, 28(1), 245-260. https://doi.org/10.1016/j.leaqua.2016.08.001