Understanding and Managing Intergenerational Conflict: An Examination of Influences and Strategies

Urick, Michael J.; Hollensbe, Elaine C.; Masterson, Suzanne S.; Lyons, Seán

doi:10.1093/workar/waw009

Cited by 68 publications

(118 citation statements)

References 75 publications

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“…Table reveals that managers of all generations, including Generation Y, perceive coworkers of Generation Y as being goal oriented and the most technologically savvy, being innovative but not experienced, being in high need of support, seeking the most work–life balance, not being etiquette‐savvy, and not being committed to the company. This stereotypical thinking about Generation Y parallels most stereotypes found in previous research (Chi et al, ; Foster, ; Roberto & Biggan, ; Urick, Hollensbe, Masterson, & Lyons, ; Zopiatis et al, ) and in the popular press (Costanza & Finkelstein, ; Nadler, Morr, & Naumann, ) and tends to be negative. Mass media plays a role in forming and supporting stereotypes (Lyons & Schweitzer, ; Urick et al, ), possibly leading to self‐perpetuation of bias.…”

Section: Discussionsupporting

confidence: 83%

“…Most interviewees identified with a generation, and even if it was not the correct generation, stereotypical thinking about their own and other generations occurred. The study by Urick, Hollensbe, Masterson, and Lyons () analyzed interviews about work‐related challenges that U.S. younger generations (born between 1976 and 1987) and older generations (born between 1934 and 1965) experience. Findings showed how differing stereotypes about themselves and others led to value‐based (e.g., traditional vs. progressive), behavior‐based (e.g., high tech vs. low tech), and identity‐based (e.g., me vs. we) intergenerational conflicts.…”

Section: Past Research About Intergenerational Perceptions and Stereomentioning

confidence: 99%

“…In addition, many generational stereotypes are sold as business strategy by the popular business press and consultants. Moreover, the diversity literature shows that anticipation of being judged stereotypically induces feelings of threat and anxiety (Jetten, Hogg, & Mullin, ), which could set into motion defensive reactions and self‐fulfilling behaviors that further handicap interactions (Finkelstein et al, ; Urick et al, ). However, it must be noted that not all stereotypes are negative.…”

Section: Contributionsmentioning

confidence: 99%

See 2 more Smart Citations

Generations as social categories: An exploratory cognitive study of generational identity and generational stereotypes in a multigenerational workforce

Rossem

2018

J Organ Behavior

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Summary Even though the academic press recognizes generational diversity and its consequences, the related findings are fractured, and research is incomplete regarding methodology and theoretical background. In adopting a social identity perspective concerning groups and self‐conception, we argue that the social identity perspective is in line with generational identity theory. Employing a cognitive mapping method (repertory grid technique, mixed methods), the present study taps into three generations (Baby Boomers, Generation X, and Generation Y) of Belgian managers' minds and demonstrates how they perceive their own and the two other generations. Our research reveals that perceptions of their own and other generations may direct social categorization and generational stereotypes of the in‐group and out‐group(s), that some of these stereotypes can be enacted, and that generational stereotypes do not necessarily coincide with age‐based stereotypes. Several metapatterns in the stereotypes are revealed as well. Hence, we contribute to the emerging field of research that calls for an identity‐based approach rather than a cohort‐based approach to generations and that validates the argument that generations as a workplace phenomenon must be considered a legitimate phenomenon. Insights into generations as social categories give a richer view of the interrelationships between generations in multigenerational situations at work.

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Section: Discussionsupporting

confidence: 83%

Section: Past Research About Intergenerational Perceptions and Stereomentioning

confidence: 99%

Section: Contributionsmentioning

confidence: 99%

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Generations as social categories: An exploratory cognitive study of generational identity and generational stereotypes in a multigenerational workforce

Rossem

2018

J Organ Behavior

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“…For example, Urick et al . () note that perceptions of technology usage at work (including potentially, with regard to training) are a dividing factor between younger and older workers. Younger workers are often perceived as willingly embracing technology while this is often not the perception of older workers.…”

Section: Generational Differencesmentioning

confidence: 99%

“…() caution against the overreliance of generational trends in influencing managerial decisions – in that they can often be misperceived stereotypes that distort the importance of the preferences of individuals – they do suggest that analyzing generational trends can have some merit. For example, technology differences between generations seem to be a common perception articulated by many employees of all ages (Urick et al ., ). Managers may use the trends identified here (e.g.…”

Section: Implications For Practicementioning

confidence: 99%

Adapting training to meet the preferred learning styles of different generations

Urick

2016

Int J Training Development

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This article considers how training professionals can respond to differences in training preferences between generational groups. It adopts two methods. First, it surveys the existing research and finds generally that preferences for training approaches can differ between groups and specifically that younger employees are perceived to leverage technology more at work. Second, it uses a qualitative grounded theory approach to examine the perspectives of a sample of older and a sample of younger workers in the United States. It finds that both samples perceive a greater comfort level of younger employees in leveraging technology‐enabled training and that the older sample were more comfortable with on‐the‐job and mentorship development efforts than more formal approaches. The implication for practice is that training needs to be more innovative so that, for any particular training intervention, potential trainees have a degree of freedom of choice of learning style. Possible approaches are discussed.

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Improving Leader Effectiveness Across Multi‐Generational Workforces

Lowe

Barry

Grunberg

2020

J of Leadership Studies

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There currently are four generations of people in the workforce which presents a potential challenge for leaders to navigate differences in generational perspectives, values, and priorities. The current paper addresses several questions: Do generational differences exist relative to work relationships? Are generational differences independent of time period and stage of life? Is there a skillset to improve effectiveness of leaders of multiple generations? Perception of generational differences exist and result in workplace issues for leaders to address. However, differences among workers are based more on individual differences and stage of life than on “membership” in a given generation. Regardless of generation, all people want to be respected and valued by leaders, and leaders should consider people as individuals rather than as a member of a stereotyped generation.

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Understanding and Managing Intergenerational Conflict: An Examination of Influences and Strategies

Cited by 68 publications

References 75 publications

Generations as social categories: An exploratory cognitive study of generational identity and generational stereotypes in a multigenerational workforce

Generations as social categories: An exploratory cognitive study of generational identity and generational stereotypes in a multigenerational workforce

Adapting training to meet the preferred learning styles of different generations

Improving Leader Effectiveness Across Multi‐Generational Workforces

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