Generation Xers generally look for work–life balance, a newer paradox since the dawn of the digital age increased their availability to work wherever, whenever (Al- Asfour & Lettau, 2014). Additionally, if workplaces offer daycare or extended maternity leave, employees are more likely to stay employed at those locations because they honor the work–life balance undertones of their Generation X (Glass, 2007). Literature
indicates that women in mid-career, which may include some Generation Xers, find themselves split between work and family (Dindoffer et al., 2011; McKeen & Bujaki, 2007; O’Neil & Bilimoria, 2005; Sullivan & Mainiero, 2007). This dilemma possibly includes a divide in time and attention between the workplace and caring for others such as young children or older parents (Eckman, 2004; Greenhaus & Singh, 2007; McKeen & Bujaki, 2007).
Women with undergraduate degrees are more likely to consistently stay with their children at home if the mother’s age is 27 or 28 (Tamborini & Iams, 2011). Those
without college degrees had more children with each passing generation. Baby Boomers want to have it all, both a family and a career. Meanwhile, Generation Xers would rather raise a family than have the career. “Generation X, particularly college-educated women born in the mid to late 1970s, are having more children and working fewer cumulative hours at the start of their careers than women born 10–15 years earlier” (Tamborini & Iams, 2011, p. 60). This study shows evidence women are opting out of the workforce to have children.
Page 43 Tamborini and Iams (2011) studied the childbearing, marital status, and earnings of Baby Boomers and Generation Xers and concluded that foregoing marriage is
becoming more popular; therefore, divorce rates are less as well (Tamborini & Iams, 2011). Other research indicates that divorce rates are lower because marriage occurs later in life (Goldstein & Kenny, 2001). Goldstein and Kenney (2001) predicted based on the 1995 current population survey that 90 percent of women born in 1950 through 1965 would marry, but their educational levels, the researchers said, can predict the women’s decisions. Those with the highest level of education generally do not marry. However, it is becoming more popular for women with a college education to marry and could become the norm in the future (Goldstein & Kenny, 2001). For those born between 1960 and 1965, an estimated 94 percent of college graduates would marry by age 33. Those with high school diplomas are married by age 33 at a rate of 89 percent (Goldstein & Kenny, 2001). Those with young children or high-earning husbands are most likely not working if they obtained college degrees between 1995 and 2004 (Tamborini & Iams, 2011). Therefore, women within the Generation X birth years may be married and experiencing the tension between work and home.
The study by Greenhaus and Singh (2007) splits the work–life balance into four possibilities: work interference with family, family interference with work, work- enriching family, and family-enriching work. Greenhaus and Singh (2007) suggest a mentee will be able to cope with any of these phases in a healthy manner if the mentor has experience with these issues and emphasizes the changes the mentee wishes to implement. Although the mentor might disagree, it is critical to support the measures the
Page 44 mentee wishes to employ, because the mentee will lack personal motivation to
accomplish the necessary change (Greenhaus & Singh, 2007).
Significant relationships such as motherhood or transitioning parents into end-of- life care can affect an employee’s perception of work–life balance. These factors leave women feeling guilt-ridden and torn between work and home. In addition, some female administrators feel overwhelmed by the responsibilities as a wife, mother, and
administrator. Dindoffer et al. (2011) found that women who rose to the ranks of
president, vice president, or provost in higher education had a strong working woman in their family line who embraced an anti-traditional image of women working outside the home; they also had support from their spouses or children (Brown, 2005; Dindoffer et al., 2011).
Eckman (2004) used the term role conflict instead of what is commonly called work–life balance. She also uses the term role commitment, referring to whether a person prioritizes work over family, or family over work. The study revealed that neither male nor female administrators of kindergarten through 12th grade (K-12) schools believed an equal commitment to both was possible. Ninety-two percent of the males had children living at home. Males tended to seek administration positions to provide for their families, while five females waited their children were older or grown before seeking a principal role because of anticipated time commitments and additional stress (Eckman, 2004). Women tend to want both work and family, which can cause another self-fulfilling prophecy because they know “what they are getting into” (Damman et al., 2014, p. 101).
Men and women talked about their time commitments as principal; they often worked 11- to 12-hour days and worked on weekends (Eckman, 2004). Fortunately,
Page 45 strong family support systems seemed to be in place. As an illustration of incorporating a work–life balance, male principals would invite their wives to sporting events and other work functions (Eckman, 2004). However, women did not naturally find an integration but instead kept more boundaries in place (Eckman, 2004). For example, they left from an event early, or warned staff that they would not be the first person in and the last person out each day (Eckman, 2004). Females did not want the principalship imposed on their families, and recognized that the role of the female in a family is to be nurturing and caring (Eckman, 2004).
Generation X women may want an element that addresses the work–life balance in a mentoring program. For those struggling with a work–life balance, same-gender mentoring pairs seems to work best (Sanfey et al., 2013). Having a clear goal also helps; that goal can often be to address a work–life balance (Sanfrey et al., 2013).
Eckman (2004) also studied how job satisfaction differs according to gender. Job satisfaction came to the participants when thinking about the “variability of tasks, amount of recognition, development of personal relations, hiring of new staff, instituting program changes, and working with students” (Eckman, 2004, p. 193).
O’Neil and Bilimoria (2005) discovered that those in their mid-career phase plateau in their careers and seek happiness and fulfillment outside their careers. They come to work physically but may be unmotivated and unengaged. The reason mid-career women are uninterested in their work, the authors surmised, is because of family
responsibilities (O’Neil & Bilimoria, 2005).
Work–life balance also affects Generation X. Generation Xers expect their employers to understand the need for a balance between work and family. These
Page 46 employees do not anticipate working long days for money or titles; they want flexibility in their work schedules to balance what they want to accomplish outside of employment (Wiedmer, 2015). Flexibility includes not only scheduling but also telecommuting. Managers must exhibit and support the same message across their organizations
(Wiedmer, 2015), and organizations must have a steady culture to implement a flexible schedule.
Yet, other studies conclude that each individual’s needs for flexibility are unique. Gilley et al. (2015) found that expectations and support are not equal for all concerning work–life balance. Their study focused on the ages of managers, not workers, which gives a distinct perspective. They said balance that workers request can be individualistic because different people have different needs. Work quality and quantity lessen if an individual does not maintain balance. Millennials might sacrifice their personal lives for work, but research shows that Generation Xers care more about their lives outside of work (Feyerherm & Vick, 2005). Therefore, to be “fair,” managers should promote work–life balance through coaching and professional development (Gilley et al., 2015).
Providing opportunities for Generation Xers to express their individualistic expectations may help. For example, by understanding that flexibility for a work–life balance is important to them, employers can be mindful of the balance and ask questions regarding an employee’s balance (Feyerherm & Vick, 2005). A high lack of contentment can come from an imbalance balance between home and work, as well as conflict with authority such as a school board, superintendents, and central office employees (Eckman, 2004).
Page 47 Gilley et al. (2015) also noted that building trust is important for all generations regarding work–life issues. According to Gilley et al. (2015), mentoring can “contribute to employee growth, development, and work–life balance” (p. 8). Generation Xers want a work–life balance that includes meaningful work (Dries, Pepermans, & De Kerpel, 2008; Gilley et al., 2015; Mosley, 2005). Creating flexible work hours, temporary workers, and telecommuting will feel natural to Generation Xers (Buckley et al., 2001).
With increased trust comes honesty in how work–life balance is being perceived or implemented (Gilley et al., 2015). Employees viewed Millennial managers as slightly more supportive than other managers concerning work–life issues. Baby Boomers were already supportive: 63 percent seemed accommodating of work–life flexibility. Perhaps they are supportive because mentors who enter the workforce and who are determined to “give back” (Gilley et al., 2015, p. 16) are seeing earlier versions of themselves and want a work–life balance for their mentees. Some managers believe they do not have policy or organizational backup to promote work–life flexibility because of a lack of authority or prioritization (Gilley et al., 2015; Jackevicius, et al., 2014).
Lai et al. (2012) studied if Asians in Taiwan experience the same struggle for work–life balance. By studying 448 surveys across 10 companies in Taiwan, the authors looked at the tension of what they refer to as the “quality of work life” (QWL). QWL is the work–life balance that occurs if a workload is appropriate. Quality work life can heighten turnover, burnout, stress, but also heighten motivation. (Culbertson et al., 2010; Lai et al., 2012). QWL can be related to age as well. Younger employees are not as affected by higher levels of work load. “Baby boomers live to work and Gen Xers work
Page 48 to live” (Lai et al., 2012, p. 438–439). The authors admit culture and generation are closely tied (Lai et al., 2012).
Lai et al. (2012) said Generation X can adapt to pressures and manage the balance better than others. In Taiwan, Generation X is called the Strawberry Clan because outside pressure makes these people squishy quickly. The authors claim those born between 1980 and 1990 are less able to handle a heavy workload (Lai et al., 2012). Around the world, those within Generation X’s birth years find themselves in tension between work and home. Supervisors and designers of mentoring programs can keep a few best practices in mind to help support Generation Xer during this period of their lives.