Intergenerational Diversity: Challenges And Conflicts In The Workplace

Intergenerational Diversity

Challenges and Conflicts in the Workplace

Today's American workforce is unique. Never before has there been a workplace so diverse in so many ways: Race, gender, ethnicity, and generational differences exist to a greater extent than ever before. As the U.S. Department of Labor Bureau of Labor Statistics (2004) study reported, large corporations could lose between two and four percent bottom line productivity due to generational differences and miscommunication in the workplace. The same study also asserts that billions of dollars are lost each year because corporate leadership has not yet recognized, nor accounted for, the impact of significantly different generational diversity values, attitudes, and expectations about work and the workplace. The U.S. Labor Bureau is not alone in sharing its concern over workplace generational diversity. The Hudson Institute's Workforce 2000 Diversity report (1987) also echoes the government's concern. In this research paper we will be exploring the issue of generational diversity--the tension and challenge, and promise and opportunity.

Many studies have categorized generations, separating them by the years they were born. Though the studies differ in the exact birth years that each generation spans, they are in general agreement. For purposes of this paper, we will use the following generation categories (Tyler, 2002).

Traditionalist: born prior to 1945 (sometimes called the Veterans)

Baby Boomers: born between 1945-1964

Generation X: born between 1965-1980 (also called Gen X'ers, and the Diversity Generation)

Generation Y: born 1981-2001 (also called Nexters, Gen Y'ers, and the Millennial Generation)

According to Loden and Rosener,

Diversity is otherness or those human qualities that are different from our own and outside the groups [sic] to which we belong, yet present in other individuals and groups. Dimensions of diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience. (1991, p.27)

Identifying the potential roadblocks to success that intergenerational diversity may present, and turning multigenerational knowledge, talent, experience, and opinions into strengths, can provide companies with an incredible advantage in today's competitive business environment.

Intergenerational Conflicts

Many companies do not recognize the impact of generational diversity. Hence, the companies have a "single generation's expectations of benefits and conditions, and the result is that they alienate at least half of their staffers." (Gomolski, 2001, para. 2) These conflicts occur because diversity of generations is not correctly recognized as a problem. Intergenerational conflicts typically rise due to several factors. Bruce Tulgan (2000) identified least four consistent themes, conflicts, or challenges that seem to exist between the younger and older workers. The first theme is the sense of belonging. Many younger workers feel they are not given the opportunity to make a significant and meaningful contribution. Second is the theme of learning. Younger workers feel that they are not given sufficient access to important job-related information. The third theme is entrepreneurship, wherein younger workers want to define their own work problems, develop solutions at their own pace and produce their own results. The last theme is security. Younger workers want to be able to monitor the success rate of their performance, monitor their status at work, and measure how they specifically contribute to the return on their own investment (p. 33). This research paper examines these and similar issues related to intergenerational diversity.

In addition to the above themes, there are other factors that lead to intergenerational conflict in the workplace. The younger generation is more knowledgeable about, is more familiar with, and has a greater comfort level with the latest technology. They are also more adaptable to the rapid pace at which technology is progressing and changing. This is a result of both formal education and informal cultural and social experiences. For example, the younger generations grew up playing video games and using computers and the internet at home and school. Such experience and knowledge can in turn lead to salary expectations and differences between workplace generations. This is readily seen in the IT industry. Gomolski notes that "it's not uncommon to see relatively inexperienced IT professional commanding large salary premiums because they have 'hot' skills, often earning more than individuals with more years of experience" (2001). As Clausing (2003) notes, "Nexters exceed all other generations in their knowledge of computers and technology. Technology is assimilation for them, whereas for everyone else it is an accommodation" (p. 374).

Different communications styles and expectations between different generations can also cause conflict in today's generationally diverse workplace and can create a motivational challenge for managers. According to Staff Leader (2004), older generations believe in a positive and direct approach, and they prefer direct orders and a process-oriented approach to communications and problem solving, while younger generations feel they are not being heard, and want to be listened to more. (p. 2-3)

Intergenerational Diversity and Synergy

Despite the challenges noted above, leveraging the intergenerational workforce in today's workplace can create an exciting and energetic environment. Employees, clients, and shareholders all benefit from an organization that capitalizes on workforce age diversity. "Upon recognizing our society's generational diversity, we can develop synergy and reduce friction. With age comes wisdom and youth generates energy and passion. The right mixture of these ingredients is a wonderful recipe for success" (Kendrick, 2003). For example, in order to create a successful intergenerational culture in the workplace, the city of Claremont, California, instituted programs, incentives, and benefits for its employees that connected shared values while recognizing their unique characteristics (Southard, 2004, p. 9)

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