For the first time, up to four different generations are working together side-by-side. Supervisors are managing people with an age difference ranging up to 40 years. Conflict and tension naturally arise when people with such differing backgrounds work together. Recent research suggests up to one in three managers waste up to five hours per week dealing with conflict between co-workers of different generations.

Technology plays a role in the way in which Gen X and Millennials communicate: they have been ‘talking’ via technology their entire lives, so it’s no surprise that social networks and more informal styles of communication are their preferred options in the workplace.

Growing up in a digital era with information at their fingertips, these younger generations expect and appreciate frequent and in-time feedback. They are also more loyal to their skill than they are to their employer. For Baby Boomers, loyalty means that personal sacrifice for career achievement and the company are the norm.

The younger generation of employees also value work– life balance and believe productivity matters more than time spent working. Autonomy and freedom to complete tasks how they want, when they want and by what means they want is important. ‘Why?’ is a frequent response to a workplace request.

The following statements are often heard in the office corridors: ‘Millennials are always on their phones and never pay attention’ or ‘The younger generation don’t understand the meaning of loyalty’.

Source: Adapted from Calvert, L. (2016), How to manage generational differences in the workplace. Feed & Grain, 56(2), pp. 72– 7. Adapted with permission.

Generation Me: implications for workplace conflict management

For the first time, up to four different generations are working together side-by-side. Supervisors are managing people with an age difference ranging up to 40 years. Conflict and tension naturally arise when people with such differing backgrounds work together. Recent research suggests up to one in three managers waste up to five hours per week dealing with conflict between co-workers of different generations.

Technology plays a role in the way in which Gen X and Millennials communicate: they have been ‘talking’ via technology their entire lives, so it’s no surprise that social networks and more informal styles of communication are their preferred options in the workplace.

Growing up in a digital era with information at their fingertips, these younger generations expect and appreciate frequent and in-time feedback. They are also more loyal to their skill than they are to their employer. For Baby Boomers, loyalty means that personal sacrifice for career achievement and the company are the norm.

The younger generation of employees also value work– life balance and believe productivity matters more than time spent working. Autonomy and freedom to complete tasks how they want, when they want and by what means they want is important. ‘Why?’ is a frequent response to a workplace request.

The following statements are often heard in the office corridors: ‘Millennials are always on their phones and never pay attention’ or ‘The younger generation don’t understand the meaning of loyalty’.

Source: Adapted from Calvert, L. (2016), How to manage generational differences in the workplace. Feed & Grain, 56(2), pp. 72– 7. Adapted with permission.

Generation Me: implications for workplace conflict management

For the first time, up to four different generations are working together side-by-side. Supervisors are managing people with an age difference ranging up to 40 years. Conflict and tension naturally arise when people with such differing backgrounds work together. Recent research suggests up to one in three managers waste up to five hours per week dealing with conflict between co-workers of different generations.

Technology plays a role in the way in which Gen X and Millennials communicate: they have been ‘talking’ via technology their entire lives, so it’s no surprise that social networks and more informal styles of communication are their preferred options in the workplace.

Growing up in a digital era with information at their fingertips, these younger generations expect and appreciate frequent and in-time feedback. They are also more loyal to their skill than they are to their employer. For Baby Boomers, loyalty means that personal sacrifice for career achievement and the company are the norm.

The younger generation of employees also value work– life balance and believe productivity matters more than time spent working. Autonomy and freedom to complete tasks how they want, when they want and by what means they want is important. ‘Why?’ is a frequent response to a workplace request.

The following statements are often heard in the office corridors: ‘Millennials are always on their phones and never pay attention’ or ‘The younger generation don’t understand the meaning of loyalty’.

Source: Adapted from Calvert, L. (2016), How to manage generational differences in the workplace. Feed & Grain, 56(2), pp. 72– 7. Adapted with permission.

This case study is representative of the workplace of today and the future – a workplace that is increasingly diverse in terms of age, gender and culture, which makes the conflict management and negotiation processes increasingly complex.

1 How would you skillfully manage different age groups with widely different expectations in the workplace?

2.What strategies need to be put in place to deal with these different expectations?

3.What training and development strategies need to be developed by an organization to deal with the challenges of managing a generationally diverse team?

Answer rating: 100% (QA)

1 The management of different age groups of workers with varying workplace expectations is a challenging task for managers Notably the age differences of these workers causes them to have different ch... View the full answer