Veterans/
Traditionalists
(1922–1945)
Baby Boomers
(1945–1964)
Generation X
(1965–1984)
Generation Y
(1985–2002)
• Women entering the
workplace during war
• Desegregation
• Civil Rights movement
• Women in workplace
• Race riots
• Hippie movement
• Berlin Wall/End of Cold War
• End of apartheid
• Computers
• Both parents in workplace
• Latchkey kids
• AIDS epidemic
• Internet
• 9/11
It is also important to recognize that, in addition to a shared
identity based on historical events and cultural norms, a
natural bond may be created among individuals who are in the
same age bracket simply because of their common life experiences. Our values, opinions, perspectives, and behaviors are
bound to change as we age, regardless of world events and the
popular culture of our time.
Generational Values and Behaviors that
Influence the Work Environment
Global and national events, technological advancements, and
political and historical events forge a shared popular culture
that includes music, radio and television shows, language,
fashion, and trends of a particular era.
Important components of a common generational identity
are featured in the chart above. The values and characteristics
of each of the generations, listed in the far right column of
the chart, can have an immense impact on the workplace
environment. For instance, a Traditionalist who values sacrifice and respect for authority may face challenges identifying
with a Generation X employee who values work–life balance
and informality.
Individual identity and character are comprised of many
different facets. People may not see themselves as fitting
entirely into the common qualities or beliefs of their generations. Individuals can have very different perspectives than
others within their age group depending on the dimensions of
diversity that they embrace.
Diversity in Higher Education Institutions
Universities often have highly diverse work teams in their
cultural and generational compositions. With increasing
representation of women, racial and ethnic minorities, and
international citizens in student and faculty populations,
universities are prime settings for cross-cultural interactions.
Nowhere is the generation gap more apparent than in institutions of higher education, where students and recent graduates
often work beside career staff and faculty who have devoted
decades to the institutions. This creates additional challenges
in building functioning teams that maximize the potential of
every member. Leaders and managers frequently face difficulties maintaining productive work teams across these generational divides.
Senior administrators have the opportunity and responsibility to develop multigenerational and multicultural work teams
that value and respect every member and enhance productivity
and success. Their positions require effective communication
skills and enhanced methods for addressing cultural blind
spots. Senior administrators must understand the values,
ethics, and communication and work styles for different generational groups, and identify strategies for building bridges
across these differences.
