- Oxford Library of Psychology
- Oxford Library of Psychology
- About the Editors
- Foreword: The Abundant Organization
- Oxford Handbook of Positive Psychology and Work
- Finding the Positive in the World of Work
- The Changing World of Work
- Generation Me and the Changing World of Work
- What is Authentic Leadership Development?
- Enablers of a Positive Strategy: Positively Deviant Leadership
- Change and Its Leadership: The Role of Positive Emotions
- Working Positively Toward Transformative Cooperation
- Strengths: Your Leading Edge
- Toward a Positive Psychology for Leaders
- Employee Engagement and the Psychology of Joining, Staying in, and Leaving Organizations
- Work as Meaning: Individual and Organizational Benefits of Engaging in Meaningful Work
- More than Meets the Eye: The Role of Employee Well-Being in Organizational Research
- Positive Engagement: From Employee Engagement to Workplace Happiness
- Using Coaching and Positive Psychology to Promote a Flourishing Workforce: A Model of Goal-Striving and Mental Health
- Mindfulness at Work: Paying Attention to Enhance Well-Being and Performance
- Work-Life Balance: The Roles of Work-Family Conflict and Work-Family Facilitation
- Strengths Development in the Workplace
- Strengths of Character and Work
- Dream Teams: A Positive Psychology of Team Working
- Positive Organizational Scholarship Leaps into the World of Work
- Look Before You Leap or Dive Right In? The Use of Moral Courage in Response to Workplace Bullying
- An Integrated Model of Psychological Capital in the Workplace
- Building the Positive Workplace: A Preliminary Report from the Field
- Good for What? The Young Worker in a Global Age
- What's Wrong with Being Positive?
- Building Positive Organizations
Abstract and Keywords
For many organizations, the upcoming retirement of the Baby Boomers and the influx of the younger generations to the workplace will prove to be challenging. In this chapter, we review empirical data on generational differences and provide descriptions of how the average member of the young generation (labeled Generation Me) compares in personality traits and attitudes with the average member of earlier generations. Most changes in generations have occurred gradually over time, in a linear fashion. With increases in self-esteem, narcissism, and the importance of leisure time, expectations for work—life balance, salary, and fulfillment have also increased among the younger generation. The result—a widening gap between what Generation Me expects from the workplace and reality—may explain why there has also been an increase in anxiety and depression over the generations. Implications of these generational differences and suggestions to assist in the management of today's multi-generational workforce are discussed.
Jean M. Twenge, Department of Psychology, San Diego State University, San Diego, CA
Stacy M. Campbell, Department of Management and Entrepreneurship, Kennesaw State University.
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