Are Generational Categories Meaningful Distinctions for Workforce Management? (2020) / Chapter Skim
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1 Introduction
1 Introduction
Pages 15-22
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These discussions can be found in myriad articles and books directed at personnel managers and human resources professionals focused on how to manage different generations in the workplace, as well as in increased research studies aimed at scientifically measuring and 15
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, highlighting the changes and associated challenges faced by the modern workplace, including rapidly advancing technologies, an increasingly diverse workforce, trends in globalization, and new employer–employee relationships. Employers across various sectors, including the military, are attempting to recruit, manage, and retain workers while coping with these shifts, as well as new and evolving trends in worker preferences, such as improved work–life balance, flexible schedules, and later retirements.
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the common needs of employers and employees across many sectors, as well as the unique needs of the military. While the focus of this work was on assessment of the generational literature on work-related outcomes, the committee also drew on research in a range of fields, including economics, education, management, psychology, and sociology, to provide context for its assessment and advice for management, as well as identify future research needs.
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. This letter report, prepared as part of a larger 3-year study examining military recruitment chal lenges, trends in youth values, and the changing nature of work, was published in response to a request by the Office of Accession Policy to assess "the scientific quality of the popular literature characterizing various generations, with a particu lar focus on millennials" (NRC, 2002, p.
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. The committee also was tasked to "gather, review, and discuss the business management and the behavioral science literature on generational attitudes and behaviors in workforce management and employment practices." In its literature search, the committee identified several recent literature reviews on this topic and more than 500 articles in the scientific literature published since 1980.
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Watson, Human Capital Management, United States Navy • Cortney Weinbaum, RAND • Ken Willner, Employment Law Department, Paul Hastings, LLP
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If a strong cohort effect is observed in statistical analysis, this would indicate, for example, that workers born in 1972 are categorically different from workers born in 1992 as a result of the differential influence of cultural, historical, and ocial events. A cohort effect differs from a period effect in that with a s cohort effect, particular historical experiences influence a specific group of people because of their stage of development (or other unique characteristic)
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In light of the committee's findings on the use of generational categories and the state of the generational literature, this chapter also summarizes legal constraints on workforce management and provides recommendations for employers on approaching management decisions and policy changes. This report also includes two appendixes: Appendix A summarizes the committee's approach to reviewing the literature on generational attitudes and behaviors in the workforce, while Appendix B provides biographical sketches of the committee members.
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