Generational Differences 1

Running Head: Generational Differences in the Workplace

Resolving Generational Differences in the Workplace

Sharon Kwan

Glen Allen High School

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Abstract

This review discusses the generational differences currently present in the workplace

creating conflict and inhibiting productivity and effective collaboration in order to

establish strategies and recommendations that will resolve these differences. Generation

Yers, also known as Millennials, are now entering the workforce in great numbers, and

workplace conflict is apparent with former generations. The first part of the review

elaborates on the key differences between the generations, formed by the uniqueness of

each. Following is an analyzation and elaboration on the detrimental effects of

generational differences on the workplace as observed by management. Last,

recommendations from professionals are given that have proved to improve generational

collaboration within the workplace. This review of the literature examined whether there

are published strategies backed by empirical evidence addressing generational conflict in

the workplace. The results concluded with little evidence of proven strategies that

companies are using to resolve generational conflict, but strategies are identified that

companies can use to address generational conflict.

Introduction

Each generation has its own set of unique tendencies and characteristics that have an

impact on the workplace in a multitude of ways. For the first time in history, there are four

generations of employees in the U.S. workforce. It is the largest demographic shift since women

and minority groups began entering the workforce in large numbers decades ago. Similarly, and

not surprisingly, the implications now are as profound as they were then. Against the already

diverse platform of gender, race and ethnicity, generational differences bring a new level of

complexity and opportunity. What has sprung from these generational differences is a search for
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an appropriate and effective way to manage and resolve the conflict that accompanies the mixing

of a variety of different generations.

Differences between the Four Generations

Each of the four generations is a product of its time and exhibits a distinct set of

characteristics. However, it is important to note simultaneously that each individual is unique and

will not necessarily identify with or reflect these stereotypical characteristics. Trends have been

found on how the different generation gaps impact aspects of the workplace. The major

contributing differences identified between the generations include authority/leadership

preferences, work ethic, communication, and technology. Consider, for example, how each

generation responds to and views authority and leadership. Both Traditionalists and Boomers

entered the workforce at a time when the structure of most business organizations were strongly

influenced by military thinking (Berstein et al., 2008).

The perceived decline in work ethic is one of the major contributors of generational

conflicts in the workplace. Generation X for instance, is labeled as the slacker generation

(Jenkins, 2007). Employers complain that younger workers are uncommitted to their jobs, only

willing to do the bare minimum and little more. On the Contrary, Boomers may be workaholics

and reportedly started the trend while Traditionals have been characterized as the most

hardworking generation (Jenkins, 2007). Furthermore as stated by Tolbize (2008), older

employees have a less idealized view of work than younger workers.

Communication style is one of the greatest differences between the generations. Research

on management of multigenerational workplaces as cited by Beaven indicates that the basis of

tension may stem from generational differences in work norms and communication style
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(Beaven, 2014). In Research from Robert Half, Baby boomers were perceived as more reserved,

while generations y, millennials, tend to favor more collaborative and in-person interaction.

Furthermore, this is consistent with other studies showing that millennials, overall, relate far

better to a coaching style of management than to a more traditional top-down authoritative

approach (Lipman, 2017). Directly related to communication, technology appears to be the key

disparity between generations. As stated by Beaven, Millennials have been entangled with

technology since birth, staying connected through email, instant messaging, and cell phones

(Beaven, 2014). Still, many in older generations have not adapted to these changes and do not

understand how to communicate through email, text, or social media while still feeling

connected. Because younger generations have grown up with this, they see it as a primary

communication channel (Birkman 2016). In addition to these differences, Tolbize also identifies

loyalty and work/life balance as important contrasts amongst generations (Tolbize, 2008).

The Danger in Generational Differences

Generational differences influence working relationships, measures of success,

approaches to work, values, and expectations. In organizations, these differences can contribute to

misunderstanding, miscommunication, conflict, and the corresponding loss of productivity; however,

the ability to recognize and resolve these dissimilarities can create a powerful competitive advantage

(Berstein et al. 2008). As noted by psychologist Constance Patterson, A lack of understanding

across generations can have detrimental effects on communication and working relationships and

undermine effective services (Dittmann, 2005). Further, generational differences may cause

clashes in the workplace especially among workers on teams. For example, boomers may believe

gen Xers are too impatient and willing to throw out the strategies known to be successful, while

gen Xers may view boomers as inflexible to change and always trying to say the right thing to
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the right person. Traditionalists may view baby boomers as self-absorbed and prone to sharing

too much information, and baby boomers may view traditionalists as dictatorial and rigid. And,

gen Xers may consider millennials too spoiled and self-absorbed, while millennials may view

gen Xers as too cynical and negative (Dittmann, 2005). Eisner (2005) reported, already, nearly

60 percent of HR professionals in large companies report conflict between younger and older

workers (p. 4). Although the majority of HR professionals in the 2005 were dealing with some

kind of generational conflict, if the same study was conducted today, it would perhaps be even

higher of a percentage. This outcome would be a result of existing generations continuing to

work longer than expected and substantial increase in the number of millennials in the

workplace.

Resolving Intergenerational Conflict in the Workplace

There is minimal empirical data is available regarding effective solutions to generational

conflict. However, a substantial amount of anecdotal recommendations and strategies are

available. Research from the Society for Human Resource Management found that collaborative

discussion, decision-making and problem solving are successful ways to deal with generational

differences in the workforce (Birkman, 2016). The following as referenced by Tolbize (2008) has

been successful in managing multiple generations:

Zemke et al., (2000) identified what they called the ACORN imperatives approaches

that contribute to intergenerational comfort. The imperatives include accommodating

employee differences by for instance, learning about their unique needs and serving them

accordingly; creating workplace choices such as allowing the workplace to shape itself

around the work being done or decreasing bureaucracy; and operating from a
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sophisticated management style which would involve adapting leadership style to context

or balancing concerns for task and concerns for people for instance (Tolbize 2008).

In addition, Mentoring programs are also effective methods of providing increased supports to

employees, and reducing generational conflict. By encouraging each generation to mentor the

other, they can provide different strengths, experiences and knowledge. Furthermore, inclusion

helps to use those differences as leverage to maximize results in the workplace (Rodriguez,

2015).

Conclusion

Although generational issues in the workplace can seem difficult, they are not

insurmountable. Raising awareness of the different generations and generational issues and

focusing on productive behaviors can bring teams together and make them more efficient.

Currently, there are four very distinct generations working together. As a result of such different

generational expectations and characteristics, conflict has risen among the generations as the

latest generation, the Millennials, enter the workforce. Each generation has different perspectives

and expectations, perceived work ethic, and motivations than former generations. A lack of

empirical research proposing practical strategies suggests that most organizations are not dealing

very well with generational conflict. In order to cope with the generational differences in the

workplace today, companies must actively search for viable solutions to prepare for the

continuation of diverse generations that is to come.

Reference List

Berstein, L., Alexander, D., Alexander, B. (2008 Dec). Generations: Harnessing the potential of

the multigenerational workplace. VisionPoint, 37(3).

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Birkman. (2016). How generational differences impact organizations & teams. Houston, TX:

Birman International, Inc.

Dittmann, M. (2005, June). Generational differences at work, 36(6), 54.

Eisner, S. (2005). Managing generation Y. SAM Advanced Management Journal (07497075),

70(4), 4-15.

Jenkins, J. (2007). Leading the four generations at work. Retrieved April 15, 2008, from

http://www. amanet.org/movingahead/editorial.cfm?Ed=452

Lipman, V. (2017 Jan 25). How to manage generational differences in the workplace. Retrieved

from https://www.forbes.com/sites/victorlipman/2017/01/25/how-to-manage

generational-differences-in-the-workplace/#4e1110244cc4

Rodriguez, M. (2015 May 21). Five strategies for managing generational differences. Retrieved

from http://www.bsci21.org/five-strategies-for-managing-generational-differences/

Tolbize, A. (2008 Aug 16). Generational differences in the workplace. Retrieved from

http://rtc3.umn.edu/docs/2_18_Gen_diff_workplace.pdf