Generations, “Doing What They Do” in the Criminal Justice System—Part 1

There is a great need for managers to know their employees. Knowing employees not only helps managers extract the best out of staff but also motivates them to perform exceptionally well every time (Juneja, 2015). Research has shown that when employees know each other well, they seldom fight and criticize fellow workers. Conflict and misunderstandings lessen because of the decrease in stress levels of individuals. Knowing the employees strengthens the relationship between employees and their bosses.

It leads to a healthy work culture, and it gives the organization the expectation of employees to contribute their level best and remain loyal to the organization (Juneja, 2015). While looking at the contributions of employees, we must consider the individuals, even the generation they represent to gauge what might be expected. This holds true even in the criminal justice industry.

Generations in the Corrections Workplace

We are living in a remarkable time witnessing at least seven living generations in society. The Greatest Generation (1901–1924), the Silent Generation, also known as the Traditionalist (1925–1945), Baby Boomers (1946–1964), Generation X (1965–1979), Millennials (1980–1994), Generation Z (1995–2012), and Generation Alpha (2013–2025). Of these seven, we see Baby Boomers, Generation X, Millennials, Generation Z, and in other industries, Traditionalists are still represented in the workforce. In the criminal justice system four generations are very prevalent: Baby Boomers, Generation X, Millennials, and Generation Z. This article, which can be utilized and considered in the criminal justice system entirely, has taken a close look at the generations represented in the Miami-Dade Corrections and Rehabilitation Department, the eighth largest corrections department in the United States.

In corrections, there are traits and expectations very similar to those in the military field. In fact, the basic training for new corrections officers is modeled after military basic training (MacKenzie & Armstrong, 2004; May 2007). Like the military, there is a chain of command that must be adhered to. Surprisingly enough, this article not only lists the differences in the generations represented in the workplace, but it is discovered that certain generations are more inclined to line up with the needs of the corrections organization.

Different generations represented in the workplace have been the topic of interest for many years for obvious reasons. Saileela & Thiruchanuru (2017) explained it best:

“Generation is considered as one factor of many that show what we are: “Every generation of employees is unique, valuable, and special. In reality, each tend to view the other differently based on their own life experiences and expectations (Angeline, 2011). To manage these workforces is to understand their attitudes, work beliefs, characteristics, and values are essential.”

The purpose of the research was to broaden the knowledge of generations in the workplace and to capture the characteristics of each generational group (cohort). At the time Angeline (2011) conducted research which focused on Baby Boomers, Generation X, and Generation Y, which is also referred to as Millennials. Since then, Generation Z (1997–2012) has been added. In recent years, it has become prevalent in organizations to have multiple generations represented in the workforce. Lester, et. al., (2012), stated in generations, differences exist but there is a difference between actual differences and perceived differences. Oddly enough, when looking at generational differences, we are basically looking at age differences and how each age group differs or has similarities overall.

As of May 2023, the Miami-Dade Corrections & Rehabilitation Department sees a generation breakdown of 1,983 sworn staff showing that 51 (2.6%) are Baby Boomers, 844 (42.6%) are Generation X, 1023 (51.6%) are Millennials, and 65 (3.3%) are Generation Z. Ardueser & Garza (2021) stated in their review of literature:

“Understanding and identifying the traits of different generations and their effects on management is essential for creating a strategic business operational management structure. The literature review aimed to identify traits associated with each generation and determine if any cross-generational traits exist to capitalize on each group’s characteristics and find solutions in managing multiple generations.’’

When considering the generations represented in the workplace, it helps to realize those who are Traditionalists (Silent Generation) would be between 76 to 99 years of age. The Baby Boomers would be between 57 to 75 years old. Generation X would be between 41 to 56 years of age. The Millennials would be 26 to 40 years of age. Lastly, Generation Z would be 25 years old and younger. The readers of this article may know someone who still serves a company or their community as a Traditionalist.

Giselle Kovary, the president and co-founder of N-gen People Performance Inc. and a managing partner of Global Training Transformation in Toronto, Canada spoke at the Society for Human Resource Management (SHRM) Annual Conference and Expo in 2021. Allen Smith, J.D., (2021) wrote an article based on the information Kovary introduced in an informational session called “Global Generation Trends, Challenges and Opportunities Impacting Your Human Capital Strategy.” In the informational session, Kovary discussed relationships with organizations, including with authority, work styles, and some suggested steps to be considered when engaging the represented workforce generations.

Loyalty of the Generations

Foremost Kovary mentions that using data at a macro level (large scale) does not replace the need to understand workers individually. However, from a macro level, Traditionalists tend to be loyal and have long-term commitment to the organization where they work. They see tenure or a career as equaling opportunity (Smith, 2021). Baby Boomers tend to be loyal to the team, adding value by going the extra mile. They see career as translating into self-worth. Generation Xers are often loyal to their manager and may exceed expectations and deliver results. Millennials tend to be loyal to their colleagues. Millennials expect equitable treatment and see their careers as an opportunity to add value and contribute. Lastly, Generation Z tends to be loyal to the experience and are invested in their careers. As we look at loyalty, the relationships and authority differences should be assessed.

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Part 2 of the guest editorial will be available in the March/April issue. It will mail out February 26, 2024.

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Juanita M. Brunson-Alonso, Ph.D., CJM, is an Administrative Officer 2, with the Miami Dade Corrections & Rehabilitation Department Boot Camp Program, in Miami Florida. She has more than 20 years of criminal justice experience at state and local county levels. She obtained her B.S. and M.S. in Criminal Justice from Florida International University and a Ph.D. in Public Service Leadership with a specialization in Criminal Justice from Capella University. She can be contacted at Juanita.Brunson-Alonso@miamidade.gov.