工商管理外文参考文献译文及原文和参考文献 第10页
5.2.2 Baby Boomers
Born between 1946 and 1963, this segment (the "me" generation) represents a majority of middle and upper management in most organizations. They grew up at a time of economic prosperity, and they like to win, be in charge, and make an impact. Boomers tend to focus on themselves. Employers must work hard to provide incentives of value.
1:Retirement planning. Many boomers experience anxiety over their financial future. Companies can offer help with retirement planning, pension benefits, and realistic financial planning.
2:Flexible retirement options. Many also want alternative options to traditional retirement. According to a survey by the National Institute on Aging, nearly three-quarters of boomer workers would prefer gradual retirement. They crave time for leisure activities and family, and look for part-time, job sharing, flextime, or other flexible opportunities.   
3:Training. Keeping up-to-speed, especially in the area of technology, is a notable challenge for many boomer workers. Effective training can minimize employee burnout, job obsolescence, and career plateau.
4:Sabbaticals. Increasingly, boomers are taking breaks miscarried. Sabbaticals can be an effective means of energizing these workers[7]..
5.2.3 Generation X
Born between 1964 and 1981, Generation Xers are fiercely independent, self-directed, resourceful, and skeptical of authority and institutions in general. Although they may be committed, blind company loyalty is anathema to this group. They seek an exciting and challenging environment.
1:Flexible work arrangements. They grew up without much supervision. Employers must offer autonomy, flextime, job sharing, telecommuting, sabbaticals, and so on.
2:Skill development. This generation wants to learn new skills, both to keep the job exciting and to increase their marketability. If an assignment increases their value on the job market, they are very motivated. Ongoing training, especially in technological skills, is often a requirement for employment.
1:Feedback, feedback, feedback. Generation Xers' appetite for feedback is insatiable. Although they crave autonomy, they want ready access to and abundant time with managers.
2:Tangible rewards. Employers will be most successful providing immediate, concrete, tangible rewards, such as money, dinner certificates, and tickets to cultural events.
3:Let's have fun. This group wants the balance they saw missing from their parents' lives. Their personal lives are more important than their careers. Incentives and benefits that demonstrate an organization's support of a balance are attractive to them.
5.2.4 Generation Y
Some early comparisons of this generation, born after 1982, have noted similarities with Generation X. Companies hoping to capture the best of this new workforce will be wise to listen to the needs of the new workers.
5.2.5 The Challenge
To retain valuable employees and encourage top performance, companies must offer incentive programs and compensation plans tailored to the needs of employees.

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