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Abstract
The problems presented by an aging workforce have lead to increased attention to managing generations in the workforce, partly as a means of effecting smooth transitions of responsibility from older and retiring workers to younger less experienced workers. Observers (Lancaster & Stillman, 2002; Mitchell, 2000) of popular culture contend that individuals belonging to different generational cohorts will approach work differently based on the social and historical conditions that are associated with their development. This dissertation seeks to explore these classifications to see if popular cultural explanations are valid and useful tools for public managers to incorporate into human resource management policies.In the area of workers interest to serve the public, results indicate that few differences exist between the generations. When examining job duration and generational differences there appears to be an age affect rather than a generational affect related to the duration individuals spend on their jobs. There are no significant differences between the generations and job durations. The stigma of younger individuals job-hopping seems like it might be normal behavior for individuals early in their careers. The results of organizational commitment and generational differences provided the most significant generational findings. Overall it was found that organizational type was a very important indicator in the likelihood of respondents having job histories with just one organization. Generation X members were found to be less likely to have a reported career history that includes only one organization when compared to Baby Boomers. When analyzing the motivations for respondents most recent job movement, the need and opportunity for advancement increased the likelihood that respondents would change jobs within their organization. The desire for responsibility and salary decreased the likelihood of an internal job movement regardless of generational affiliation.