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The following article was published in our article directory on June 12, 2017.
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Millennial Work Martyrdom

Article Category: Business Management

Author Name: Theodore Henderson

According to the U.S. Bureau of Labor Statistics, as of July 2016, millennials (or those born from 1981 and later years) make up 65 percent of the labor force. By 2030, this generation would be making up at least 80 percent of the workforce in the United States. Furthermore, an emerging behavior is being observed wherein millennials are taking less of their paid time-off privileges. Given these figures and today�s lower time-off privileges, it is important that managers and employers understand behaviors of the dominant generation for the future of work towards their time-off.
In a  HYPERLINK "http://www.projecttimeoff.com/sites/default/files/P.TO_WorkMartyrsCautionaryTale_FINAL.pdf"
survey of 5,641 full-time employees with paid time-off privileges, millennials are more likely to identify as �work martyrs� and least likely to use all their vacation time. Work martyrs are those that think it is hard to take a vacation because they believe that �no one else at their company can do the kind of work they do, or that they want to show utter dedication to their job. They also do not want their bosses or colleagues to think that they are replaceable.� Moreover, the 48% of the millennial work martyrs think it is good to be one, compared to only 39% of the average, 39% from the Generation X, and 32% of the Baby Boomers.
Although, at first glance, this may look like a good thing due to how dedicated millennials are to their work. Work martyrs are only sabotaging their well-being in the long run with 84 percent of work martyrs more likely to feel stress in their work life and with 55 percent of them pressuring to check in at the office or via email while on vacation. This could lead to organization-wide burn-out and long-term health risks for employees.
Moreover, aside from avoiding the accumulation of work and lack of replacement during vacation, work martyrdom for the sake of misplaced pride or guilt is higher among millennials. They are more likely to demonstrate work martyrdom to show complete dedication and irreplaceability, to avoid guilt, and to be immediately considered for a raise or a promotion. With this scenario and with how millennials are more likely to shame those who take their vacation, this could lead to an unhealthy work environment that could have conflicts between colleagues and managers This would only be more evident and substantial to organizations when the millennials begin to comprise most of the workforce in the future.
The behavior of the management towards vacations also contributes to the problem. A third of the respondents and 70 percent of the millennials believe that their company culture sends discouraging and/or mixed messages regarding employees making use of their paid leaves. To make it worse, millennials are twice more likely than their baby boomer colleagues to feel disapproval from management when they take their time-off.
This sets the situation wherein the management must be the catalyst for change in avoiding this culture of work martyrdom in their organizations. When employees are welcome to have vacations, employees are more engaged, better team players, and more productive. With the future of work being comprised of a generation with work martyr tendencies, it is critical that management sets a culture that would stamp this behavior out of the employees and that would encourage vacation. In the end, the organization would benefit with better and happier employees. Otherwise, the organization unprepared for this part of the future of work would have employees with higher stress levels and unhappiness.

Keywords: Future of Work, What is the future of work, future of work millennials, future leadership, future of work and leadership, future of work and teamwork, trends shaping the global economy, The future of work and artificial intelligence, future of work and third world, trends in the future of work, future of work and baby boomers, future of work and generation x, developing and attracting talent for future workplace, the future of work and U. S. minorities, the future of work and robotics

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