Question

Millennials have some great virtues: as a group, they are technologically savvy, socially tolerant, and engaged. They value their quality of life as equal to their career, seeking a balance between home and work. In these ways, millennials surpass their baby boomer parents, who are less technologically adept, less tolerant, more localized, and who have a history of striving to get ahead at all costs. However, millennials have a big Achilles’ heel—they are more narcissistic.

 

Several large-scale, longitudinal studies found millennials are more likely than baby boomers to have seemingly inflated views of themselves, and psychologists have found narcissism has been growing since the early 1980s. More millennials rate themselves as above average on attributes such as academic ability, leadership, public speaking ability, and writing ability. Millennials are also more likely to agree they would be “very good” spouses (56 percent, compared to 37 percent among 1980 graduates), parents (54 percent; 36 percent for 1980 graduates), and workers (65 percent; 49 percent for 1980 graduates).

Cliff Zukin, a senior faculty fellow at Rutgers University, believes the reason is in the childhood upbringing of millennials. “This is the most affirmed generation in history,” he said. “They were raised believing they could do anything they wanted to, and that they have skills and talents to bring to a job setting.” Jean M. Twenge, author of Generation Me, agrees. “People were not saying, ‘Believe in yourself’ and ‘You are special’ in the ’60s.”

 

Narcissism is bad for society, and particularly bad for the work place. “[Narcissists] tend to be very self-absorbed; they value fun in their personal and their work life,” one administrator said. “I can’t expect them to work on one project for any amount of time without getting bored.”

Sources: J. M. Twenge, W. K. Campbell, and E. C. Freeman, “Generational Differences in Young Adults’ Life Goals, Concern for Others, and Civic Orientation, 1966–2009,” Journal of Personality and Social Psychology 102 (2012), pp. 1045–1062; J. Jin and J. Rounds, “Stability and Change in Work Values: A Meta-Analysis of Longitudinal Studies,” Journal of Vocational Behavior 80 (2012), pp. 326–339; and S. W. Lester, R.

L. Standifer, N. J. Schultz, and J. M. Windsor, “‘Actual Versus Perceived Generational Differences at Work: An Empirical Examination,’” Journal of Leadership & Organizational Studies 19 (2012), pp. 341–354.

 

Adapted from Robbins, S., & Judge, T. (2018). Organizational Behaviour Pearson Education Inc.

Debate the article above that ‘Millennials Are More Narcissistic Than Their Parents’ in terms of Agree. There must be supporting evidence for your answers. The evidence must be from strong/credible sources. There must be APA source citations AND an APA Reference List for your sources.

Answer 1

Building A Mentoring Culture:

In the age of competition and information overload, new comers or millennials gets confused about their job roles and career progression. This problem can be resolved through coaching and mentorship programs within organization. Top management people and senior leaders should be come forward to contribute towards support and guidance to young professionals. It will increase the level of retention among new employees. It will offer following benefits:

1) Highly motivated young talent pool

2) Sound work culture

3) Stress free work environment and healthy work relationship

4) Reduced cost of wastage in different job roles and operations

5) Improved morale and performance outcomes from employees

2) Invest in employee career development:

When an focus on employees development and human resources development activities then it gets huge benefits in long run. It gets benefit from talented workforce with zeal and motivation to achieve milestones for the organizational goals. Such persons will be able to take good decisions based on prevalent norms as well as analytical basis.  

Any activities related to inhouse management will save cost as well as offer employees a chance to participate in programs of training, development and overall personality development.

Outside organizations of expertise may be contacted to devise curriculum of training and learning excellence. It helps employees to explore their doubts as well as lower the chance of ignorance and less value participation which usually occurs inhouse programs.