Introduction
Millennials are people who were born between 1981 and 1996. They go by the name Generation Y as well. They are frequently characterized as entitled, unreliable, and careless workers. These caricatures, however, frequently rest on inaccurate presumptions and misconceptions. This essay will discuss the arguments made in Widdicombe’s (2016) and Lastoe’s (2020) writings. According to Widdicombe (2016, par 5), as more millennials take on leadership positions, they bring new standards and values to the workplace. It could result in improvements. On the other hand, Lastoe (2020, par 4) suggests that the media and older generations who fail to understand their unique circumstances and perspectives perpetuate the negative perceptions of millennials.
Background and Research
Defining “millennial” is crucial to comprehend the points presented in these articles. Millennials are the first to grow up with the internet, social media, and cell phones. The generation they represent is also the most diverse and well-educated in history. But they have had to overcome obstacles. Along with a challenging job market and the Great Recession of 2008, they experienced high levels of student debt.
According to Widdicombe (2016, par 7), the workplace culture is shifting as millennials take on leadership positions. Inclusion, flexibility, and a healthy work-life balance are essential to them. He says this might promote outstanding teamwork, creativity, and worker happiness. For example, he cites the example of a startup called Mic that was founded and led by millennials who prioritized social justice and diversity in their hiring and content creation.
In contrast, Lastoe (2020, par 5) suggests that the media perpetuate the negative perceptions of millennials. It is also triggered by older generations who fail to understand their unique circumstances and perspectives. She argues that millennials are often criticized for being job-hoppers. However, this is because they have been forced to adapt to a changing job market. They are also compelled to prioritize their career growth. She also notes that millennials are often accused of being entitled. However, this is because they were raised in a culture that emphasized self-esteem and individualism.
Writer’s Argument
As millennials advance in leadership positions, they bring new standards of behavior to the workplace. According to Widdicombe (2016, par 9), this might result in improvements. It could inspire more collaboration, innovation, and employee satisfaction. Being a millennial means valuing work-life balance and personal growth. It also entails prioritizing open communication and inclusivity in the workplace.
In my workplace, I have seen the positive effects of millennial leadership first-hand. My manager, who is a millennial, prioritizes employee well-being. Additionally, he promotes a collaborative and encouraging work environment. Consequently, my co-workers and I feel appreciated, inspiring us to produce our best work. It contrasts previous workplaces where older, more traditional leaders focused solely on productivity and often created a toxic work environment.
Another example of how millennial leadership can positively impact the workplace is the startup I previously worked for. The founders were all millennials. They prioritized social justice and diversity in their hiring and content creation. It not only created a more inclusive work environment but also resonated with the company’s audience and led to increased success and recognition.
Possible Responses to Writer’s Argument
One possible argument against my argument is that millennials prioritize personal growth and self-care over productivity, which could lead to a lack of work ethic and discipline in the workplace (Nabawanuka & Ekmekcioglu, 2022, p.124). This argument could be made by someone who values traditional notions of productivity and work ethic over personal growth and work-life balance.
Response to Possible Responses
While it is true that millennials place a high value on personal development and work-life balance, this does not imply that they lack discipline or work ethic. Millennial leaders may boost output and staff happiness by prioritizing employee well-being and creating a positive work environment (Nabawanuka & Ekmekcioglu, 2022, p.125). The idea that productivity and personal development are mutually exclusive is also untrue. Increased productivity and a more engaged staff can result from personal growth. It is essential to consider one hypothetical scenario to handle the potential answer. An example can be working in an environment where production is the only priority. Also, employees must put in long hours and sacrifice their personal lives for the benefit of the business (Nabawanuka & Ekmekcioglu, 2022, p.132). Employees in this situation are likely to burn out and lose motivation. It will lower production and employee happiness. On the other hand, a company placing a high priority on employee well-being and work-life balance is likely to have a more motivated and effective team.
Conclusion
In conclusion, the stereotypes and misconceptions about millennials in the workplace are often unfounded. Furthermore, they are founded on misunderstandings. As more millennials assume leadership positions, they bring new standards of behavior and morals to the workplace. These might result in improvements. A more supportive and collaborative environment at work can result from personal development, work-life balance, and inclusivity. They will ultimately lead to greater productivity and worker satisfaction.
Works Cited
Lastoe, Stacey. “New York Times Article Gives Millennials a Bad Name.” The Muse, The Muse, 19 June 2020, https://www.themuse.com/advice/and-this-is-why-millennials-get-such-a-bad-rap
Nabawanuka, H., & Ekmekcioglu, E. B. (2022). Millennials in the workplace: perceived supervisor support, work–life balance and employee well–being. Industrial and Commercial Training, 54(1), 123-144.
Widdicombe, Ben. “What Happens When Millennials Run the Workplace?” The New York Times, The New York Times, 19 Mar. 2016, https://www.nytimes.com/2016/03/20/fashion/millennials-mic-workplace.html
write