Sample Critical Thinking Paper on Differences Between Generation Y & X


Differences Between Generation Y and X and Their Implications from a Management Perspective

Generation X is categorized as the one born from 1965 to 1977, and encompasses approximately thirty percent of the labor force (Cogin, 2012). In contrast, Generation Y is categorized as the one born after 1978 and encompasses approximately fourteen percent of the labor force. At the time that Generation Xers entered the labor force at the end of the 1980s, they were classified as untrustworthy work-hoppers that did not wish to clear their dues and desired things to go their own way. From 1995, it became evident that Generation Xers created the forefront of the free-agent labor force. Currently, Xers are growing up and taking up the ranks of managerial task and leadership, though they are not settling down as they remain cautious and are aware that their safety lies in remaining on the vanguard. All the time in a hurry, Xers will frequently circumvent regulations as they insist on outcomes.  Generation Xers are ready to take risks to keep gaining knowledge and innovating. They respond best to leaders and managers that use their time coaching, elucidating the daily bargain at the place of work, and giving praise for outcomes attained. The message that Xers desire hearing from their bosses is that if they get the work done excellently, they will be paid more and given management over their schedule (Burkholder, Edwards, & Sartain, 2004).

On the contrary, Gen Yers seem to be fairly family-centered and unbiased since they have a tendency of overlooking dissimilarities amid people, and treating every person in the same way (Meier & Crocker, 2010). They are also deeply dedicated to authenticity and trustworthy, extremely stressed, and have a conviction of living in a world of no-bounds where they arrive at instant judgments and anticipate the results to be somewhat ostentatious. Being the first generation of truly international citizens, members of Generation Y are socially alert and volunteer minded. Their parents, educators, counselors, and church leaders have informed them that they can achieve anything, and they consider it so. They are set to be the most proficient and the most demanding cohort. They respond suitably to leaders and managers that revere them and ensure they are engaged with swiftness, customization, and synergy (Burkholder et al., 2004). The message that GenYers desire hearing from their bosses is that they should be the superstars of the successful teams, and that if they strive to make a difference for their clients, they will be treated like experts.

Elements in Integrated Management Approach

The elements of an integrated management approach include Vendor Management Solutions (VMS), Return on Investment (ROI), and Talent Management Systems (TMS). For a company with both full-time and part-time employees, the human resource manager should organize workflows in a manner that the full-time hires undergo their required authorizations and phases while the part-time hires pursue a dissimilar workflow. The applicants of the positions in the company should be appropriately flagged, monitored, and positioned. The system could assist in note taking and communication between the manager and dealers if need be (Burkholder et al., 2004). It could as well enhance price/quality competition involving dealers and notify the managers of the standard prices. Like the Talent Management Systems, Vendor Management Solutions fraction of the system follow associated financial plans and employ alerts to warn procurement or human resource managers when, for example, contracts are running out, or diversity objectives are not being attained. Return on Investment calculators ought to be able to identify time and cost investments on a permanent foundation.






Burkholder, N. C., Edwards, P. J., & Sartain, L. (2004). On Staffing: Advice and Perspectives From HR Leaders. Hoboken, N.J.: Wiley.

Cogin, J. (2012). Are generational differences in work values fact or fiction? Multi-country evidence and implications. The International Journal of Human Resource Management, 23(11), 2268-2294.

Meier, J., & Crocker, M. (2010). Generation Y in the workforce: Managerial challenges. The Journal of Human Resource and Adult Learning, 6(1), 68-78.