Generational Differences in the Criminal Justice Workforce

Introduction

Law enforcement agencies are currently faced with multiple challenges than any other time in the recent past. Other than the traditional crime-related challenges that continue to plague societies, institutions must address the current challenges like increased intake of drugs, cyber-attacks, terrorism, and advances in weaponry (Dietrich, 2018). Despite these frustrations, police institutions are also faced with the problem of changing the workforce where different groups of age serve side by side (Steverman, 2017). However, even though they bring diverse talents and strengths to the organization, each of them has a particular need that the police institutions have to understand and address.

Conversely, leadership refers to social relationships among individuals or groups that rely on one another to achieve particular goals or targets of mutual interests. Good leadership enables groups and individuals to attain their objectives by focusing on the groups maintenance needs and the need for the group to make progress towards achieving their goals. On the other hand, management is the process of directing, planning, controlling, and organizing the activities of workers in association with additional resources to achieve organizational objectives (Steverman, 2017). At the same time, an organization refers to people working together for a common goal. It can be a business, charity group, or a corporation formed with a common interest.

Generational Groups

Every generation, including police departments, undergo transition. Currently, for the first time in the American Workforce history, four age groups work together (Dietrich, 2018). They include traditionalists, Baby boomers, Generation X, Generation Y, or the Millennials.

Traditionalists

Workers within this generation have recently become less common in law enforcement. Nevertheless, they still have positions within the agencies, primarily due to the difficulties in retiring within the current economy (Dietrich, 2018). In their early careers, workers and companies took care of one another. They were both loyal to one another, and personnel would stay within one organization long before retiring. They used to gain promotions and recognition primarily through job tenure (Steverman, 2017). Traditionalists focused on...

…the millennials with integrity and honesty. Leaders have to be role models (Dietrich, 2018). Moreover, millennials expect their ideas to be respected and listened to irrespective of their job experience. Leaders must therefore respect and listen to their opinions. Finally, leaders must establish a flexible working plan for them. This is because the majority of them value family time and children.

Conclusion

Police agencies should understand how various generational groups in the workplace have formed and know their expectations and social norms to manage them appropriately (Steverman, 2017). Each generational group has particular encounters in life that have shaped them, and no amount of remolding can work. Therefore, leaders and managers must embrace each generation based on their unique characteristics other than trying to make them resemble other age groups. Different age groups bring different skills, ambitions, ideas, and strengths to their places of work. Lastly, every worker is dynamic psychologically (Dietrich, 2018). Therefore, police agencies must respect and value all the personnel as people with diverse desires, wants,…