Generations and their work ethics

Differences by generation

There is a great deal written and said in the media about generational differences. These discussions often highlight the differences that are evident in the workplace. Frequently mentioned are differences in job satisfaction, loyalty to the organization, commitment, “lifetime employment,” and work-life balance. The period during which people enter the labor market is said to continue to determine which work-related norms and values they consider most important. In addition, there appears to be a consensus among management teams and supervisors that generations differ fundamentally in their work values and behaviors, which has implications for an organization’s HR policy. To attract, motivate, and retain the youngest generation of employees, it is increasingly suggested that they should be treated differently from employees of older generations.

To understand these differences, let’s briefly zoom in on the common events and experiences by generation and the consequences this might have on the associated work values and behaviors.

Baby boomers (+- 1946-1964)

The baby boomers are the post-World War II generation. They grew up during a time of reconstruction and economic growth. The parents of baby boomers lived through World War II firsthand. As a result, baby boomers were generally raised with the idea that it’s important to have money in the bank and to be able to support their families in times of need.

When baby boomers entered the workforce, the trend was to live close to work. Often they had little choice in the matter, for example, because they took over their parents’ businesses. This may contribute to the fact that, when it comes to work, baby boomers often seem to believe in “lifetime employment” and are therefore very loyal to their employers. Studies indicate that, compared to later generations, baby boomers are more satisfied with their jobs and less likely to change jobs. In addition, studies show that baby boomers cite job security as an important factor in their work. Baby boomers also seem to place greater value on status and money compared to later generations.

Generation X (+- 1965-1981)

Generation X grew up during the Cold War and, therefore, in times of uncertainty. When they entered the job market, the economy was in decline (the oil crisis), so jobs weren’t easy to come by.

For this reason, you might think that Generation X also values security in their professional lives. However, Generation X actually seems to place less value on loyalty to their employer, making them more inclined to change jobs compared to baby boomers. In addition, they value work-life balance, autonomy, and independence.

Research shows that Generation X is more individualistic than baby boomers and more likely to ask for a promotion. They believe they must take responsibility for their careers and be prepared to change jobs when the opportunity arises and if their expectations are no longer aligned with those of their employer.

Generation Y (Millennials) (+-1982-1998)

Millennials grew up during a period marked by rapid technological advancements, the emergence of the internet as a consumer product, and a strong focus on individualization and globalization. They entered the workforce at a time when “the sky was the limit.”

Due to individualization combined with the rise of the internet, millennials seem to focus even more strongly on their own development, opportunities for growth, and career mobility at the start of their careers. Furthermore, because of the rise and use of flexible contracts, millennials place less value on loyalty to their employer and are more likely to change jobs. Millennials seem to place greater value on social responsibility and (also) work-life balance. Furthermore, since “the sky’s the limit,” work should above all be enjoyable, and the need for a steady and predictable income is less pressing.

Millennials are described in both the media and professional literature as self-confident and performance-oriented. It is suggested that, in addition to a high salary, they also want rapid promotion, challenging work, and a good work-life balance.

Gen Z (+- 1999-2015)

By 2025, Gen Z will account for 27% of the global workforce. Gen Z has never known a world without technology. They grew up with social media and digital tools. This also makes them “global”: they are in direct contact with the world every day and are very aware of their role in it. Their parents worked during the “burnout pandemic,” making Gen Zers aware of the negative consequences of being “always on.” The Gen Zers currently entering the workforce were in school during the COVID-19 crisis. It is not yet clear what consequences this will have for their work ethic, but a logical outcome could be that they find it more difficult to form social (work) connections and place even greater value on flexible and digital work, thereby creating an even stronger trend toward individualization in the workplace.

In addition, they enter the job market at a time when jobs are there for the taking, but where it is economically difficult looking at opportunities to buy a home in conjunction with having high student debt.

Generation Z grew up in a world of abundance with relatively few constraints. Work, unlike with baby boomers, is not number one. Again, the “sky is the limit” and there is the opportunity to make money relatively easily with new (online) jobs such as the influencer profession or earnings in crypto. In addition, as they grow up, there is more focus on climate and lifestyle. As a result, they also often look for aspects in their jobs that allow them to contribute socially as well. Want to know more about Gen Z? Read the interview with Gen Z specialist Sten van der Heijden here .

Critique of the construct “generation gap”

As mentioned above, there is a wealth of information available on the differences between generations and their respective work ethics. However, this concept has also been criticized. For example, various studies use different start and end dates for certain generations. Additionally, there is always the question of whether we are actually talking about a generational difference, or rather an age- or period-based difference. It is also difficult to draw generalized conclusions about generations because these often fail to account for the personal and cultural differences or individual backgrounds of people belonging to a given generation. Read more about this in our article “The Generation Gap: Controversial, but Real. How Do We Bridge the Gap at Work?”

Conclusion

Generations. There is a great deal of discussion about them, both in (social) media and in professional literature. Yet the concept has also faced significant criticism because it is difficult to define and does not take individual differences into account. The differences in work ethic described above may therefore be partly attributable to the generation to which a person belongs, but keep in mind that this is always a combination of personality, age, social class, gender, ethnicity, and national culture. Nevertheless, it is once again a topic of discussion these days, and it is important for organizations to take this into account. How? Read about it in our article “The generation gap: controversial, but real. How do we bridge the gap in the workplace?”