Looking at the transformation of the People´s Republic of China in the past 30 years from a planned and isolated economy to a prosperous international market, it is obvious that the generation gap between Gen Ys and their elders is tremendous.
Generation X managers grew up in a different period and a different social environment. During the Cultural Revolution (1966-1976), their living conditions were extremely difficult and often very poor. For them the way of living and attitude towards life is totally different.
Being the only child, Gen Y got the full attention of their family. All hopes and efforts were placed on the younger generation´s educational performance and grandparents and parents managed their academic career from infancy6.
In comparison to the older generation, this group of young, talented people are well educated and confident in speaking a foreign language as they often had the chance to study abroad (over 340 000 students in 2011)7.
In the interviews carried out in the research, Gen X speak of themselves as being less educated, being traditional and conservative and not open to change, whereas the younger generation grew up in an open environment and had the chance to see and experience a different reality ever since.
As this young and talented generation is entering the workforce leading them to become future leaders, understanding their personality traits, values, specific needs and interests in the workplace, adapting to their needs and learning how best to use their talents and creativity should be the priority: it is key for the future success of organizations.
Nevertheless, according to Raines and Arnsparger (2010) Gen Y resembles Gen X in many ways when it comes to good relationships between supervisor and employee, a collaborative work environment and continuous learning8.
For both, the mutual basis for productive work is trust and respect. When asked what is most important, Gen Y and Gen X managers selected family and happiness as their top priorities (see figure 2).
Figure 2
2.2. Expectation of the younger generation at the workplace and perceptions of Gen X – a trade-off
The interviews and surveys revealed that there are two major aspects Generation Y requires from Generation X.
a) Role model
A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.-Laozi-
The survey revealed that these young professionals want a leader that respects them, a co-worker rather than someone who tells them what to do and how to do it. They long for a competent role model that is energetic, creative, tolerant and flexible, someone who enjoys life while still working hard9.
They want to experience working in a positive corporate culture with flat hierarchies and space for creativity and innovation that allows them to be involved in the decision- making process.
The perception of Gen X leaders towards an ideal leader differs in the sense that they ask for a decisive person that motivates, gives support, guidance and values responsibility. They want a “daitou dage” (带头大哥), a big brother that sets an example.
b) Work-Life Balance
We like to find the balance between life and job. My parents put energy and efforts on the work, but I want to enjoy life as well.-Gen Y interviewee-
It has been proven that a work- life balance contributes to job satisfaction and to the success of a company. Therefore, leaders have to take a closer, more relaxed and tolerant look on how to make work life more interesting and flexible.
The younger generation respects “a boss who lives strong values equally at work and in private life, and they leave companies that do not live up to these expectations”10.
The 2012 Greater China Region and Singapore Talent Environment Report by MRIC clearly shows that health and a work- life balance are key to retain professionals in China11. Generation Y has high expectations regarding their employers and the workplace. It strongly emphasizes work-life balance and shows an interest in flexible and employee- oriented systems, e.g. flexible work times that allow them to have enough time for recreation12.
Generation X managers traditionally had to earn money in order to take care of the whole family, especially the older family members. They did not have much leisure time, sometimes even couldn´t afford to travel and in some instances were not allowed to. In contrast, when asking Generation Y what is most important to them, they clearly point out that they don´t want to be a slave to work, they want to enjoy love and relationships and have time for self- development (see figure 3).
Figure 3