Diana Nunez Ramos Baby Boomers Generation X Generation Y/Millennials Generation Z/Boomlets Birth Years 1946 - 1964 1965 - 1980 1981 - 1994 1995 - 2010 Current Age 76 - 58 57 - 42 41 - 28 27 - 12 # 80 million 51 million 75 million ~ 48 million Influencers Civil Rights, Vietnam War, Sexual Revolution, Cold War/Russia, Space Travel  Highest divorce rate and 2nd marriages in history.  Post War Babies who grew up to be radicals of the 70’s and yuppies of the 80’s.  “The American Dream” was promised to them as children and they pursue it. As a result, they are seen as being greedy, materialistic, and ambitious.  Watergate, Energy Crisis, Dual Income families and single parents, First Generation of Latchkey Kids, Y2K, Energy Crisis, Activism, Corp. Downsizing, End of Cold War, Mom’s work, Increase divorce rate.  Their perceptions are shaped by growing up having to take care of themselves early and watching their politicians lie and their parents get laid off. Came of age when USA was losing its status as the most powerful and prosperous nation in the world. The first generation that will NOT do as well financially as their parents did.  Digital Media, child focused world, school shootings, terrorist attacks, AIDS, 9/11 terrorist attacks.  Typically grew up as children of divorce  They hope to be the next great generation  & To turn around all the “wrong” they  see in the world today. They grew up more sheltered than any  other generation as parents strived to protect them from the evils of the world. Came of age in a period of economic expansion.  Kept busy as kids. First generation of children with schedules. Embracing technology, frequent communication, diversity acceptance, Interconnectedness, online and off, technology dependence. Core value Anti-war Anti-government Anything is possible Equal rights Equal opportunities Extremely loyal to their children Involvement Optimism Personal Gratification Personal Growth Question Everything Spend now, worry later Team Oriented Transformational Trust no one over 30 Youth Work Want to “make a difference”  Highly Educated High job expectations Independent Informality Lack of organizational loyalty Pragmatism Seek life balance Self-reliance Skepticism/Cynical Suspicious of Boomer values Think Globally Techno literacy Balance, Diversity Entrepreneurial, Fun.  Achievement Avid consumers Civic Duty Confidence Diversity Extreme fun Fun! High morals Highly tolerant Hotly competitive Like personal attention Self-confident Social ability Members of global community Most educated generation Extremely techno savvy Extremely spiritual Now! Optimism Realism Street smarts  A desire to find (or create) meaning A motivation to contribute to the world Being highly educated Cultural diversity A desire for their own personalized experience Attributes Ability to handle a crisis  Ambitious  Anti-establishments  Challenge Authority  Competent  Competitive  Consensus Leadership  Consumerism  Ethical  Good commu ...

1. Diana Nunez Ramos
Baby Boomers
Generation X
Generation Y/Millennials
Generation Z/Boomlets
Birth Years
1946 - 1964
1965 - 1980
1981 - 1994
1995 - 2010
Current Age
76 - 58
57 - 42
41 - 28
27 - 12
#
80 million
51 million
75 million
~ 48 million
Influencers
Civil Rights, Vietnam War, Sexual Revolution, Cold
War/Russia, Space Travel
Highest divorce rate and 2nd marriages in history.
Post War Babies who grew up to be radicals of the 70’s and
yuppies of the 80’s.
“The American Dream” was promised to them as children and
they pursue it. As a result, they are seen as being greedy,
materialistic, and ambitious.

2. Watergate, Energy Crisis, Dual Income families and single
parents, First Generation of Latchkey Kids, Y2K, Energy Crisis,
Activism, Corp. Downsizing, End of Cold War, Mom’s work,
Increase divorce rate.
Their perceptions are shaped by growing up having to take care
of themselves early and watching their politicians lie and their
parents get laid off.
Came of age when USA was losing its status as the most
powerful and prosperous nation in the world.
The first generation that will NOT do as well financially as
their parents did.
Digital Media, child focused world, school shootings, terrorist
attacks, AIDS, 9/11 terrorist attacks.
Typically grew up as children of divorce
They hope to be the next great generation
& To turn around all the “wrong” they
see in the world today.
They grew up more sheltered than any
other generation as parents strived to protect them from the
evils of the world.
Came of age in a period of economic expansion.
Kept busy as kids.
First generation of children with schedules.
Embracing technology, frequent communication, diversity
acceptance,
Interconnectedness, online and off, technology dependence.
Core value

3. Anti-war
Anti-government
Anything is possible
Equal rights
Equal opportunities
Extremely loyal to their children Involvement
Optimism
Personal Gratification
Personal Growth
Question Everything
Spend now, worry later
Team Oriented Transformational
Trust no one over 30
Youth
Work
Want to “make a difference”
Highly Educated
High job expectations Independent
Informality
Lack of organizational loyalty Pragmatism
Seek life balance Self-reliance Skepticism/Cynical Suspicious
of Boomer values Think Globally
Techno literacy Balance, Diversity Entrepreneurial, Fun.
Achievement
Avid consumers
Civic Duty
Confidence
Diversity
Extreme fun
Fun!
High morals
Highly tolerant

4. Hotly competitive
Like personal attention
Self-confident
Social ability
Members of global community Most educated generation
Extremely techno savvy Extremely spiritual
Now!
Optimism
Realism
Street smarts
A desire to find (or create) meaning
A motivation to contribute to the world
Being highly educated
Cultural diversity
A desire for their own personalized experience
Attributes
Ability to handle a crisis
Ambitious
Anti-establishments
Challenge Authority
Competent
Competitive
Consensus Leadership
Consumerism
Ethical
Good communication skills
Idealism
Live to work
Loyal to careers and employers
Most educated as compared to
other 3 generations
Multi-taskers
Rebellious against convention
beginning with their conservative
parents.

5. Traditionally found their worth in
their work ethic but now seek a
healthy life/work balance
Optimistic
Political correctness
Strong work ethic
Willing to take on responsibility
Adaptable
Angry but don’t know why
Antiestablishment mentality
Big Gap with boomers
Can change
Crave independence
Confident
Competent
Ethical
Flexible
Focus on Results
Free agents
Highest number of divorced
parents
High degree of brand loyalty
Ignore leadership
Independent
Loyal to Manager Pampered by their parents
Pragmatic
Results driven
Self-starters
Self sufficient
Skeptical of institutions
Strong sense of entitlement
Unimpressed with Authority
Willing to take on responsibility
Willing to put in the extra time to get a
job done
Work/Life Balance

6. Ambitious but not entirely focused. Look to the workplace for
direction and to
help them achieve their goals.
At ease in teams
Attached to their gadgets & parents
Best educated - Confident
Diversity Focused - Multiculturalism
Have not lived without computers
Eager to spend money
Fiercely Independent
Focus is children/family
Focus on change using technology
Friendly Scheduled, structured lives
Globalism (Global way of thinking)
Greatly indulged by fun loving parents
Heroism -Consider parents their heroes
High speed stimulus junkies
Incorporate individual resp. into their jobs.
Innovative-think our of box
Individualistic yet group oriented
Invited as children to play a lead role in
family’s purchasing and travel decisions
Loyal to peers
Sociable -Makes workplace friends
“Me First “Attitude in work life
Most doted upon of any [email protected]
Net-centric team players
Open to new ideas
Optimistic
Parent Advocacy (Parents are advocates)
Political Savvy (like the Boomers)
Respect given for competency not title
Respectful of character development
Self –absorbed
Strong sense of entitlement
Techno Savvy - Digital generation

7. Think mature generation is “cool”
Want to please others
Hope to make life contributions to world
Very patriotic (shaped by 9/11)
Seek responsibility early on in their roles
Less validation expectations
More independent
More entrepreneurial
More communicative
More competitive
More motivated by security
Driven by career/financial goals
Dealing with money
Buy now, pay later
Cautious, Conservative
Save, save, save
Earn to spend
Earn to spend
% of workplace
45%
40%
10%
6%
Work Ethic
Driven
Workaholic-60 hr work weeks
Work long hours to establish self-worth and identity and
fulfillment
Work ethic = worth ethic
Quality
Balance
Work smarter and with greater output, not work longer hours.
Eliminate the task

8. Self-reliant
Want structure & direction
Skeptical
Ambitious
What’s next?
Multitasking
Tenacity
Entrepreneurial
Generation Z has been making their mark in businesses by
demonstrating new levels of digital competence, dedication, and
drive to achieve a goal. As more Generation Zers influence the
workforce, it will be important for business leaders to
understand the work, and benefits that they must offer to best
recruit and keep them. Young employees of the new generation
are always important to recruit to your business, as they offer a
fresh perspective and insight, as well as valuable skills.
Technology
Acquired
Assimilated
Integral
Competence
Entitlement
Experience
Merit
Contribution
Individualiy
Workplace view on respect for authority
Originally skeptical of authority but are becoming similar to
Traditionalists-Time equals authority
Skeptical of authority figures
Will test authority repeatedly
Will test authority but often seen out authority figures when
looking for guidance.

9. They also advocate to have a more balanced work/life
experience to help them escape the burnout that has inflicted
older generations, with 38% counting work/life balance as a
priority when choosing an employer.
Workplace view on time at work
Workaholics
Invented 50 hr work week
Visibility is the key
Project oriented
Get paid to get job done
Effective workers but gone @5pm on dot. View work as a “gig”
or something that fills the time between weekends.
Gen Zers are driven by different needs than the generations that
came before them—especially in comparison to the way
boomers have assimilated into the workforce. Because of
this, Gen Z tends to respond better to millennial-aged managers.
Workplace view on skill building
Skills are an ingredient to success but they are not as important
as work ethic and “Face time”.
Amassed skills will lead to next job, the more they know the
better. Work ethic is important, but not as much as skills
Training is important and new skills will ease stressful
situations. Motivated by learning / want to see immediate
results.
or Gen Zers, their technological dependence is not necessarily
considered to be an addiction, but rather that they view their
mobile devices as “extensions” of themselves. They can even
feel anxiety without them. They also use their devices to the
extent that their use causes them to lose sleep, but that would
appear to “come with the territory.
Work assets
Anxious to please

10. Challenges the status quo
Can creatively break down the big picture into assignments.
Good at seeing the big picture Good team players
Mission oriented
Politically Savvy-gifted in political
correctness
Service oriented
Will go the extra mile
Works hard
Adapt well to change
Consumer mentality
Direct communicators
Don’t mind direction but resent intrusive
supervision.
Eager to Learn, Very Determined
Good task managers
Good short term problem skills
Highly educated
Multitaskers
Not intimidated by authority
Thrive on flexibility
Technologically savvy
Will do a good job if given the right tools
Value “information”
Want feedback
Consumer mentality
Collaboration
Goal oriented
Highly educated
Multitask Fast
Optimistic
Positive attitude
Technical; savvy
Tenacious
As a generation that grew up with high-speed internet and the
openness to personal information sharing on social media, it

11. should come as no surprise that Gen Z is well-known for being
ever-connected online to their peers and social communities —
they have shown an inclination for more intimate, immediate
social networks such as Snapchat. Generation Z is also well
known for using FaceTime instead of texting or calling, unlike
previous generations and their utilization of social media and
digital services.
Work liabilities
Expect everyone to be workaholics
Dislike conflict
Don’t like change
Challenge Authority of
Traditionalists
Judgmental if disagree
Not good with finances
Peer loyalty
“Process before results”
Self-centered
Built “portable” resume
Cynical;skeptical
Dislike Authority
Dislike rigid work requirements
Impatient
Lack people skills
No long term outlook
Respect Competance
Mistrusts Institutions
Rejects rules
Don’t understand the optimism of
Boomers and Gen Y
Distaste for menial work (they are brain
smart)
Inexperienced
Need supervision

12. Need structure
Lack discipline
High expectations
Lack of skills for dealing with difficult
people
Impatient
Lack of experience
Respond poorly to those who act in an
authoritarian manner and/or who
expect to be respected due to higher
rank alone.
Managers have had to learn how to communicate with Gen Z on
their level in this environment and have proven that successful
management and nurturing of teams is possible in a virtual
world. However, that doesn’t mean that Gen Z only wants to
exist virtually. For many, the ideal is a hybrid approach that
gives them the opportunity to work from home some days and in
the office on other days. The more companies can continue to
foster this kind of approach, the better chance they have of
keeping the Gen Z talent they have—and attracting more.
Communication
Diplomatic
In person
Speak open – direct style
Use body language to
communicate
Present Options (flexibility)
Use E-Comm’s/face-to-face
Answer questions thoroughly and
expect to be pressed for details
Avoid Manipulative/controlling
language
Like the personal touch from
Managers
Get consensus-include them or

13. they may get offended
Establish a friendly rapport
OK to use first names
Learn what is important to them
Emphasize the company’s vision
and mission and how they can fit
in
Blunt/Direct
Immediate
Use straight talk, present facts
Use email as #1 tool
Learn their language & speak it
Use informal communication
style
Talk in short sound bites
Share info immediately and often
Has the potential to bridge the
generation gap b/w youngest and
oldest workers.
Don’t micro-manage
Use direct, straightforward approach
Avoid buzz words and company jargon
Tie your message to “results”
Emphasize “WIIFM” in terms of training
and skills to build their resume
Polite
Use positive, respectful, motivational,
electronic communication style. (Cell
phones, email, IM, text)>these are “fun”
Communicate in person if the message is
very important
Use email and voice mail as #1 tools
Don’t talk down-they will resent it
Show respect through language and they
will respect you
Use action verbs

14. Use language to portray visual pictures
Be humorous-show you are human
Be careful about the words you use and
the way you say it(they are not good at
personal communication because of
technical ways of communicating)
Be positive
Determine your goals and aspirations and
tie message to them
Prefer to learn in networks, teams using
multi-media while being entertained
and excited
Despite (or perhaps because of) the influence that toxic political
differences and economic volatility have had on them, Gen Zers
are much more tolerant of other races, cultures, and genders, as
well as much more interconnected with them all. Many younger
generations like millennials and Generation Zs have a sense of
social justice, making diversity a must in the workplace.
Work and family life balance
No balance
“Live to work”
At this point in their lives, they are
interested in flexible hrs. and are
looking to create balance in them
lives. They have pushed hard,
all work and no play and they
are beginning to wonder if it was
worth it.
“Work to live”
Balance is important. They will sacrifice
balance, but only occasionally.
They work to live, not live to work.
“Work to live”
Balance is important. They will sacrifice
balance, but only occasionally.

15. They value their lifestyle over upward
mobility. If presented with a work
promotion that will throw their life out of
balance, they will choose their lifestyle
As the Covid-19 pandemic has shown us, remote work is
possible with the right support. Gen Z embraced the remote
workplace ahead of many companies long before they were
forced to. Remote work embraces many of the tenets that appeal
to Gen Z: technological interconnectedness that supports work
and communication, a good work/life balance, and the freedom
to continue to pursue their side hustle without the fear of
burnout.
Reference
Reference
USF. 2020. Generational differences chart.
https://www.usf.edu/hr-training/documents/lunch-
bytes/generationaldifferenceschart.pdf
Problem 8
Problem 13
Problem 53
Problem 54
Ch 10 Problem 8
At the time she was hired as a server at the Grumney Family
Restaurant, Beth Brigden was told, “You can average $80 a day
in tips.” Assume the population of daily tips is normally
distributed with a standard deviation of $9.95. Over the first 35
days she was employed at the restaurant, the mean daily amount
of her tips was $84.85. At the .01 significance level, can Ms.
Brigden conclude that her daily tips average more than $80?
a) state the null hypothesis and alternate hypothesis
b) state the decision rule

16. c) compute the value of the test statistic
d) what is your decisions regarding H0?
e) what is the p-value? Interrupt it.
Problem 13
The mean income per person in the United States is $50,000,
and the distribution of incomes follows a normal distribution. A
random sample of 10 residents of Wilmington, Delaware, had a
mean of $60,000 with a standard deviation of $10,000. At the
.05 level of
significance, is that enough evidence to conclude that residents
of Wilmington, Delaware,
have more income than the national average?
Problem 53
Refer to the Baseball 2016 data, which report information on
the 30 Major League Baseball teams for the 2016 season.
a. Conduct a test of hypothesis to determine whether the mean
salary of the team was different from $100.0 million. Use the
.05 significance level.
b. Using a 5% significance level, conduct a test of hypothesis to
determine whether the mean attendance was more than
2,000,000 per team.
Problem 54
Refer to the Lincolnville School District bus data.
a. Select the variable for the number of miles traveled last
month. Conduct a hypothesis test to determine whether the mean
miles traveled last month equals 10,000. Use the .01
significance level. Find the p-value and explain what it means.
b. A study of school bus fleets reports that the average per bus
maintenance cost is $4,000 per year. Using the maintenance cost
variable, conduct, a hypothesis test to determine whether the
mean maintenance cost for Lincolnville’s bus fleet is more than
$4,000 at the .05 significance level. Determine the p-value and

17. report the results.
ChartDataSheet_This worksheet contains values required for
MegaStat charts.Boxplot 12/5/2012
16:43.502155968122093854.2532093854.2532359022.51235902
2.532359022.533039260.523039260.52356571823039260.51303
9260.512093854.2522093854.251-742364.53-
742364.51675744.8753675744.87514457369.87534457369.8751
5875479.2535875479.25Dotplot 12/5/2012
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12831385128827561302803313043003130617701326210913324
246133773711346028013542406135657181
2012 SeasonTeamLeagueOpenedTeam
SalaryAttendanceWinsERABAHRYearAverage
SalaryArizonaNational199865.802080145794.040.26415420001.
99AtlantaNational199689.602001392674.410.25110020012.26B
altimore
American1992118.902281202814.050.2521720022.38Boston
American1912168.702880694784.310.26516120032.56Chicago
CubsNational1914117.202959812973.360.24417120042.49Chica
go White
SoxAmerican1991110.701755810763.980.2513620052.63Cincin
natiNational2003117.702419506644.330.24816720062.87Clevel
and
American199487.701388905813.670.25614120072.94ColoradoN
ational199598.302506789685.040.26518620083.15DetroitAmeri
can2000172.802726048744.640.2715120093.24HoustonAmerica
n200069.102153585863.570.2523020103.3Kansas City
American1973112.902708549953.730.26913920113.31LA

18. AngelsAmerican1966146.403012765853.940.24617620123.44L
A
DodgersNational1962230.403764815923.440.2518720133.65Mi
amiNational201284.601752235714.020.2612020143.95Milwauk
eeNational200198.702542558684.280.25114520154.25Minnesot
aAmerican2010108.302220054834.070.24715620164.4N Y
MetsNational2009100.102569753903.430.244177NY
YankeesAmerican2009213.503193795874.050.251212OaklandA
merican196680.801768175684.140.251146PhiladelphiaNational
2004133.001831080634.690.249130PittsburghNational200185.9
02498596983.210.26140San
DiegoNational2004126.602459742744.090.243148San
FranciscoNational2000166.503375882843.720.267136SeattleA
merican1999123.202193581764.160.249198St.
LouisNational2006120.3035208891002.940.253137Tampa Bay
American199074.801287054803.740.252167TexasAmerican199
4144.802491875882.240.257172TorontoAmerican1989116.4027
94891933.80.269232WashingtonNational2008174.50261984383
3.620.251177
KeyTeam = Team’s nameLeague = American or National
LeagueYear Opened = First year the team’s stadium was
usedTeam Salary = Total team salary expressed in millions of
dollarsAttendance = Total number of people attending regular
season gamesWins = Number of regular season games wonERA
= Team earned run averageBA = Team batting averageHR =
Team home runsYear = Year of operationAverage salary =
Average annual player salary in dollars
ChartDataSheet_This worksheet contains values required for
MegaStat charts.Boxplot 1/28/2010
16:03.392741280638063827182738273851.52851.529082851.51
851.5180628061669.53669.51737.753737.751919.753919.75198
83988Boxplot 1/28/2010
16:06.082741280638063827182738273851.52851.529082851.51
851.5180628061669.53669.51737.753737.751919.753919.75198
83988Dotplot 1/28/2010

19. 16:06.08741175117571757276017741775178017841785179017
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5189519081Boxplot 1/28/2010
16:08.202741280638063827182738273851.52851.528952851.51
851.5180628061669.53669.51737.753737.751919.753919.75198
839881.89801.81008Dotplot 1/28/2010
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84228423844184518461847184818491851185318561857185728
58185918592864186518661866286918701874188218831885189
51980110081
BusData Set 3 --Lincolnville School District Bus
DataIDManufacturerEngine Type
(0=diesel)CapacityMaintenance CostAgeOdometer
MilesMiles10Keiser114464655437511973396Thompson0141072
22185811969122Bluebird15593941011658011967751Keiser014
107822244411948279Bluebird055100822267211925500Bluebir
d155532955076511922Variables520Bluebird0554794101191301
1896759Keiser055395288787211889ID = Bus identification
number714Bluebird042374277370311837875Bluebird05543769
9794711814Manufacturer = Source of the bus (Bluebird, Keiser,
or
Thompson)600Bluebird05548321011986011800953Bluebird055
51601011770011798Engine type = If the engine is diesel then
engine type = 0; if the engine is gasoline, then engine type =
1)101Bluebird055195544109611789358Bluebird0552775670086
11782Capacity = number of seats on the
bus29Bluebird155535266943811781365Keiser05 530656633841
1778Maintenance cost = dollars spent to maintain a bus last
year162Keiser155314333126611757686Bluebird0551569334674

20. 11707Age = number of years since the bus left the
manufacturer370Keiser155776688652811704887Bluebird05537
4389367211698Odometer Miles = total number of miles
traveled by a
bus464Bluebird155254033453011698948Keiser0424342997956
11691Miles = number of miles traveled since last
maintenance678Keiser055336177522911668481Keiser16309733
43621166243Bluebird1558263910296911615704Bluebird05542
1888342411610814Bluebird05520284408241157639Bluebird15
5582166944411533699Bluebird15590699983071151875Bluebir
d055301167197011462693Keiser1559193910188911461989Keis
er0554795910660511418982Bluebird05550511027611359321Bl
uebird042273267012211358724Keiser042375489196811344732
Keiser0424640910119611342880Keiser15584109970651133619
3Thompson01459221112871111248884Bluebird0554364992457
1123157Bluebird055319077924011222731Bluebird0423213668
5261116861Keiser0554139910353611148135Bluebird05535607
7642611127833Thompson014392089096811112671Thompson11
4673388979211100692Bluebird055377089324811048200Bluebi
rd05551681010370011018754Keiser01473801414686011003540
Bluebird155365644528410945660Bluebird15562136644341091
1353Keiser155427944574410902482Bluebird155105751011653
410802398Thompson06475299592210802984Bluebird05538098
8766410760977Bluebird055376977942210759705Keiser042215
244759610755767Keiser055298567153810726326Bluebird0554
563910734310724120Keiser04247231011032010674554Bluebir
d042182644460410662695Bluebird0551061223152106339Keise
r155352744684810591861Bluebird15596691010604010551603
Keiser014211644438410518156Thompson014621212140460104
73427Keiser155692777342310355883Bluebird15518812207421
0344168Thompson114700478300610315954Bluebird042528410
10100010235768Bluebird042317377177810227490Bluebird155
101331010624010210725Bluebird05523565570651020945Keise
r05531246601021016738Keiser114597666166210140314Thomp
son0654081112811710128507Bluebird05536907728491009540
Bluebird15595731011847010081918Bluebird055247055362010

21. 075387Bluebird155686388996010055418 Bluebird05545139104
71510000
Samuel Ojikutu
S/N
WORK TRAITS
BABY BOOMER (1945 - 1960)
GENERATION X (1961 - 1980)
GENERATION Y (1981 - 1995)
GENERATION Z (BORN AFTER 1995)
1
Formative Experience
Cold War
End of Cold War
9/11 Terrorist Attacks
Economic Downturn
Post War Boom
End of Berlin Wall
Play Station
Global Warming
Swinging Sixties
Reagan/Gorbachev
Social Media
Global Focus
Apollo Moon Landings
Thatcherism
Invasion of Iraq
Mobile Devices

22. Youth Culture
Live Aid
Reality TV
Energy Crisis
Woodstock
Introduction of First PC
Google Earth
Arab Spring
Family-Oriented
Early Mobile Technology
Glastonbury
produce own media
Rise of the Teenager
Latch-Key Kids: Rising of the
Cloud Computing
Teenager
Wiki-leaks
2
Percentage in US Workforce
25%
33%
35%
5%
3
Communication

23. Face-to-face Ideally but telephone or e-mail if required
Text messaging or e-mail
Online and mobile (text messaging)
Facetime
4
Communication Media
Telephone
E-mail and Text message
Text or Social Media
Hand-held, (or integrated into clothing)
5
Attitude towards Technology
Early Information Technology (IT) adaptors
Digital Immigrants
Digital Natives
Technoholics - Entirely dependent on IT: Limited grasp of
alternatives
6
Signature Product
Television
Personal Computer
Tablets/Smart Phone
Google glass, graphency, Nano-computing, 3-D Printing,
Driverless Cars
7
Aspiration
Job Security
Work-life Balance
Freedom and Flexibility
Security and Stability
Reference
ICIMS Staff (2018) 5 Generation in the workforce: The
demographic info you need to know.
https://talentor.com/blog/generation-y-in-workplace

24. Crystal Hawkins
CARE TEAM
Age/Year
Succession planning
Work Traits
Impact Culture/
Baby Boomers
1946-1964
58-76
Procedures are manned with dedicated steps and minor
deviations to their nature for helping others.
Fixated on tasks for long periods of time. Repetitive movements
and deadlines timed.
Offer guaranteed outputs of the same quality as before. Won't
challenge dictatorships and focus on common goals that's
synchronized with the company.
Generation x
1965-1980
42-57
These workers consider participants as stepping stones to
complete and execute agendas. They depend on others to
comprehend information and to fulfill the tasks. These members
motivate others to work in a more refined way as they practice
their role as dependable alys.
Work traits include hierarchy stigmatism and providing proofs
as often as they can on goals. They stay on task and create
boundaries separating them from others. Their goal oriented and
factual.
Authorities to all subjects and capitalize on documentation that
support the right to tell people what to do. The peak of their
career is today and they are focused on change and exercising
their impact.
Generation Y/Millennials
1981-1996

25. 26-41
Each day brings new challenges that are unrelated so these
members alter their responses as often as they learn different
characteristics to be successful.
Motivated and easily influenced to try new things. They are
comfortable with their work and they understand how to
complete a task in multiple ways. Everyday is not the same and
they try to manipulate the day to be more satisfying for
themselves and others.
Their impact is seeing how fast they can do a job and how many
people know the job was done accurately by them. Proving that
they know versatile actions and bringing meaning to a task is
their niche and they know others are watching them for clues on
success rates.
Generation Z/ Boomlets
1997-2012
10-25
Advice is given to these workers and they focus on the deals
that were offered for tasks. They perform under pressure most
of the time and they catch on to things to teach others what they
have done. They repeat what they see and ask others for help
that doesn't breach custody of the job entitlements.
These members are impressionable and they make mistakes
often as they are guided by a support leader. They need extra
help and they take on multiple jobs at once to see what they
gravitate towards. They are more helpful in labor positions
because they can learn the bottom line of many jobs that it takes
multiple exchanges to reach goals. They know why they are
surrounded by a lot of people and it works in their favor.
Young age workers help people test theories of a new law or
new practice without the impact of previous ideology or
malpractice that was learned through adapting. They remember
the steps because it's fresh on their mind and their growing new
habits that belong in the workplace.

26. Baby Boomers
(1955 – 1964)
Generation X
(1965 – 1980)
Generation Y/Millennials
(1981 – 1996)
Generation Z/Boomlets
(1997 – 2012)
Driven and competitive, take pride in their careers
Very independent and autonomous
Tend to prefer to collaborate with different points of views
Value social responsibility and diversity
Had to adapt to technology as it was not something they grew
up with
Well educated and ambitious
Prefer work that is meaningful and that they are passionate
about
Speak their minds and make sure they are being heard
Retiring at an older age
Comfortable with technology
Considered “digital natives” as they grew up with technology
Very tech savvy and expect to work with technology
Goal oriented
Value work-life balance
Very focused on their professional development
Inclined to non-traditional approaches to their finances and
education
Hardworking and dedicated/loyal to their jobs
Seek personal development
Value feedback and mentorship
Seek stability and flexibility in the work environment
Value their career and seek to improve their skills
Yearn to grow and prioritize professional development over
loyalty to a company

27. Very entrepreneurial & value innovative ideas
Prefer authenticity in their employers
Nicole Turtzo’s Table
Generation Z/Boomlets
(1997 – 2012)
Generation Y/Millennials
(1981 – 1996)
Generation X
(1965 – 1980)
Baby Boomers
(1955 – 1964)
30% don’t feel financially secure
29% don’t feel financially secure
Value their career and value the skills they develop
Competitive generation
Tend to be the most tech savvy of the generations
Value transparency in the workplace
Value an equal balance between work and there personal life
They aren’t afraid to say what they think and believe no matter
what anybody else thinks about them
Value a work/ life balance over salary and titles
This generation is very self-reliant
Prefer face to face communication
Natural entrepreneurs and extremely ambitions
Change jobs more often
Loyal to an employer and are willing to stay with an employer
longer

28. Millenialls believe organization can impact the community in
positive ways
Communicate privately about company
They look for mentors and career development
Baby boomers have an extremely high work ethic
Around 69 million
Around 74 million
Around 66 million
Around 74 million employed
https://www.payscale.com/compensation-trends/communicating-
compensation-communication-preferences-differ-among-
generations/
https://www2.deloitte.com/global/en/pages/about-
deloitte/articles/genzmillennialsurvey.html?id=gx:2ps:3gl:mgzs
22:5GC1000068:awa:cons:052322:millennials%20in%20the%20
workplace:e:c&gclid=Cj0KCQjw4uaUBhC8ARIsANUuDjXbY5
7CIOaT-WxU1YgGuXPfpB-hF6yWLyytTAyO-
J13DfH0Tbooz24aAstlEALw_wcB
https://www.innovationquarter.com/articles/what-millennials-
mean-for-business/
1
Part I: Work Traits
That there is a strong relationship between emotional
intelligence and occupational performance among
individuals. Personalities are critical in defining workplace
behavior. Behaviour is a factor of the work environment, as
well as an individual’s personality, skills, and ability. Different

29. people have their way of how they perceive and handle things.
Different individuals interact differently with different people.
Work trait impacts the organization's culture with the ability to
influence. The success of an organization is just beyond doing
the job perfectly, the satisfaction from work also comes from
the employees being able to follow the values of the
organization (Schuessler, 2021).
Workplace performance has been gaining popularity in
organizations over the recent past. Due to the rising competition
among firms, managers are always working hard to recruit,
develop and retain high performers so that they sustain
exceptional productivity and increase their market
share. Individual personality and attitude impact work
performance. Sometimes, this is due to the inability of people to
find jobs of interest. With the current high unemployment rates,
it is expected that many people would accept jobs for the sake
of income. The development of the right attitude or personality
can be achieved if both the individual and employer work
together towards this goal. It is important to consider some of
the few external factors that can improve employees’ attitudes
toward work to increase individual productivity.
Employees acquire job experience over time. This experience
creates an attitude in an employee, and that affects how one
handles problems. The professional experience is not
determined by the duration of the experience but rather the job
productivity. When employees accept the challenges that come
with solving problems, the attitude exposes them to new
problems in solving these problems experience is gained.
Researches state that an employee’s personality and
professional traits impact job performance positively or
negatively. Similarly, one’s attitude towards an organization
affects attendance and work performance. Smart behavioral
traits facilitate the creation of innovative teams, a seamless
passage of information in workplaces, and the provision of
solutions to problems that emerge in the course of production.
It is important to understand what is expected in terms of

30. workload and appearance. Sometimes, people think that to be
effective at work only requires professional or technical ability.
The organization is normally focusing on developing individual
talents, which undermines other capabilities necessary for a
good working environment. Some of the factors that affect the
effectiveness at work include one’s personality, feelings, and
communication skills that are necessary to interact with other
people (Goldston, 2008).
Generational Difference Chart
Baby Boomers (1946-1964)
Generation X
(1965-1980)
Generation Y
(1981-1996)
Generation Z
(1997-2012)
They are very clever, they are resourceful, and strive to win.
Most of them believe in the hierarchical structure and
oftentimes, they have a hard time adjusting to flexible trends of
the workplace. They believe in face time in the office and they
are not easily convinced of working remotely. They value
workplace visibility. They are over-optimistic and competitive
and they define themselves by their jobs. They are good at
making decisions and are self-reliant.
These individuals are very hardworking and self drive. Most of
them tend towards being silent achievers. They value diversity
and are independent thinkers. They embrace social media and
technology. They value constructive feedback and enjoy the
creative output. These employees strive to accomplish things on
their terms.
They are ambitious and self-confident. They have high
expectations. They are looking for a good life balance. They
also expect to rise and move up the ladder very fast. They are
not stable, the corporate responsibility has to meet their
expectations, or else they leave the organization. They are
conversant with technology and take advantage of it.

31. Their priority is their career development. They are tech savvy
and use their computers and smartphones to their full potential.
In the workplace, these individuals want detailed instructions
since they question everything.
References
Goldston, B. K. (2008). The relationship between traits of
organizational culture and job satisfaction within the healthcare
setting.
Schuessler, A. (2021). The simple ethical values and traits: How
to develop a positive work ethic: The value of ethics to succeed.