| Differences in values between the members of the four generational cohorts have often been seen as a cause of conflict in the workplace. While much has been written about this topic, in depth examinations of it undertaken from a scholarly perspective have not been equally widespread or popular. This study explored the concept of intergenerational value-based conflict by utilizing a qualitative investigatory method.; A total of thirty managers, human resources and operating professionals in eleven different organizations, comprised the sample for this study. The majority reported wide-ranging differences in values between the members of the different generations regarding respect, commitment, work and life balance, expediency, and independence. Over two-thirds of the participants recounted incidents of conflicts as a result of those value differences that involved differences in communications styles, degree of dedication to self versus dedication to job, perceived threats to position and prestige, orientation toward career success, and differing attitudes toward the importance of what the participants described as the generally accepted obligations of work.; This study also employed a widely accepted model of conflict development. The results obtained corroborate the predictions of this model that conflicts of this nature develop in a predictable fashion, and that the outcomes of those conflicts may be either positive or negative in their nature. Among the positive outcomes reported were increased creativity, innovation and vitality. Reported negative outcomes included organizational exit, frustration, decreased interpersonal respect and increased resentment among workers.; This study illustrates the role that differences in generation-specific values play in sparking conflict. The findings of this study raise questions for scholars regarding the pervasiveness of this conflict. The findings also indicate that managers should incorporate measures designed to make the workplace more generationally inclusive and accepting of generational value differences, while preparing for an emerging workforce whose members will bring new creativity and innovation to the workplace, but who may also be comfortable with higher levels of risk in decision-making and far more mobile than their predecessors. |
