Generations Apart: Or Are We?

Differences in generational expectations are not so distinct as some may think.

The issue of generational differences is getting more and more attention these days from the popular press. Researchers claim that there are significant differences between younger and older employees in what motivates them, the level of commitment they invest in organizations, and the expectations they have for their employers. Many researchers have proposed that differences between these groups require that supervisors use separate management strategies for each. Given that supervisors already have quite a bit on their plates, we decided to test this theory to see how it plays out in the Federal workforce.

Using Merit Principles Survey data, we compared responses across generations to see if any significant differences were present. We simplified the analysis by grouping Yers with Xers (together, born after 1960) and Traditionalists with Boomers (born 1960 and before) because the population of each of the former groups was too small to draw significant conclusions. Here, we compare our survey findings against some of the widely held beliefs about the differences between these generations.

Belief: Money motivates younger generations while civic duty motivates older generations.

Finding: When asked to identify the three factors that motivate them most to do a good job, both groups cited the same top two factors: 1) the desire to make a contribution, and 2) personal pride or satisfaction in their work. Increased chances of promotion (which may, for some, translate into money) came in third for the younger group and civic duty was the third most important factor for older employees.

Belief: Younger generations, as opposed to older generations, will not stay with the Federal Government for their entire career.

Finding: We found it is true that younger Federal employees expect to leave Government before they are eligible to retire—almost three times as many Generation X and Y employees as Boomers and Traditionalists. However, only about one-third of the X/Yers say this is likely, which is a smaller number than many researchers would have expected.

Belief: Younger generations want different things in terms of their job and benefits.

Finding: Our survey results indicate that younger and older generations have much more in common in terms of why they stay or leave the Government. The two groups identified the same top three reasons they would retire from or quit their job—a desire to make better use of their skills, increase advancement opportunities, and earn more money.

The two groups also agreed that Federal benefit programs are the most important reason for staying in their jobs. Job security and pay were the next most important to Generation X and Y. Pay and current job duties were the next most important to Traditionalists and Boomers. On the other hand, workplace and family-friendly flexibilities appear more important to Generations X and Y than they are to Traditionalists and Boomers. In particular, Generation X and Y rated child care referral and onsite child care, telecommuting, part-time work, and elder care referrals as more important than the other age group did.

These findings indicate that different generations of civil servants are similarly interested in serving the public and making a difference. At the same time, they also want a work environment that provides advancement opportunities, good benefits, and job security. Although there are some variations between the groups, these might be better explained by circumstance rather than fundamental differences. A younger employee with a new baby would likely value child care benefits more than an employee with school-aged children. Or an employee with 25 years left in her career is more likely to anticipate leaving an employer than an employee who already has 25 years of service.

These findings lead us to caution agencies about getting caught up in the management flavor of the month. Good management practices for one generation might also mean good management practices for another. ¯

Reprinted from Issues of Merit, a publication of the Office of Policy and Evaluation, U.S. Merit Systems Protection Board.

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