I'm Gen Y, I Love Feeling Entitled, and It Shows

ABSTRACTEntitlement, as defined by The American Heritage Dictionary (1985), is "to furnish with a right or claim to something." In a previous study, the authors investigated the possible cognitive determinants which have led to an "entitlement" mentality found in "Generation Y" individuals ("Millenials") confronting both academicians and employers.This paper extends this research stream by examining the resulting affective and behavioral attitudinal components arising from this "entitlement" mindset. The research draws from an extensive review of relevant literature and results from focus groups used to validate the constructs leading to the development of an instrument which was utilized to measure the antecedent cognitive constructs and the resulting affective and behavioral effects leading to the entitlement attitude detailed in this paper. The findings and implications of this research will be discussed.INTRODUCTIONA significant demographic shift is now occurring as members of the "Baby Boomer Generation" (1946-1964) pass from the workforce into retirement. They take with them a work ethic driven by success, ambition, high achievement and a loyalty to their careers and organizations.While "Generation X" (1965-1981), with their work values of team orientation, a work/family life balance, and loyalty to relationships, dominates the current workforce population, the Millenials, also known as "Generation Y" (1982-2009) have begun to stream into the labor market. The Millenials seem to bring with them a hedonism, narcissism, and cavalier work ethic previously unknown in the American workforce. Nonetheless, these negative traits are contradicted and counterbalanced by this same generation's loyalty to individual managers (not corporations); a commitment to idealistic corporate visions and values; and a willingness to provide an employer with hard work, albeit in exchange for virtually immediate reward and recognition.Most notably, the Millenials treat technology as their "sixth sense". It is a significant characteristic and skill set that distinguishes them from members of other generations (Deal, Altmann & Rogelberg, 2010). The Internet, cell phones and online social networking were all introduced during the growth years of the Millenials. They are "natives" to the technology while members of all other generations, no matter what their individual technological proficiency may be, are seen as "immigrants" (Hershatter & Epstein, 2010).Members of the "Baby Boomer Generation", who are often in the upper echelon of corporate management; and the mid or lower level managers from "Generation X" are confronted, and confounded, by the ambiguous attitudes and conflicting behavior of their Millenial employees. Managers in the latter generation are particularly frustrated when they contrast their "sink or swim" entry into the workforce with the organizational "accommodations" offered to Millenials. (2010). Nonetheless, understanding and adapting to this new generation's work ethic will be critical to the restored, continued or future success of American business and industry.Milllenials display similar attitudes and behavior toward academia. College instructors find that many possess an astonishing lack of drive, motivation and accountability. The mindset of many Millenials is that just "showing up" for all the classes merits a minimum grade of "B" (Newsweek, 2009). There is also evidence of an alarming attitude of "OK. I'm sitting here in class; entertain me." Most disturbing is the Millenial students' lack of concern for the accuracy and the validity of their research sources; their inclination to trust peer opinion and public consensus; and their lack of original thought (Hershatter & Epstein, 2010).THEORETICAL FRAMEWORKMorrow (2008) has developed a theoretical framework delineating the origins of the mindset of entitlement displayed by Millenials. His research highlights the fact that members of this generation tend to have had child centered parents who exhibited a "trophies for all" attitude in what were previously competitive activities. …