Are generational differences in work values fact or fiction? Multi-country evidence and implications

Few would disagree that human resource initiatives aimed at enhancing employees’quality of life have universal appeal, but the definition of ‘quality of life’ varies bygeneration. Workplaces are becoming increasingly age diverse and the likelihood thatan older employee will report to a younger manager is increasing. Burke’s study for theSociety for Human Resource Management found that in organizations with 500 ormore employees, 58% of human resource management (HRM) professionals reportedconflict between younger and older workers, largely due to their different perceptionsof work ethics and work–life balance requirements. While cultural and genderdiversity have received significant attention in the literature, little attention has beenpaid to the impact of age diversity on HRM practices. This study attempts to bridge thisgap by examining the work values of four generational cohorts – Traditionalists, BabyBoomers, Generation X, and Generation Y – across five countries. Generationaldifferences were found when the effects of culture and life stage were controlled for.Significant differences were observed with Generation Y in particular, presentingcreative challenges in accommodating the needs of this cohort while still watching thebottom line. This study establishes the legitimacy of intergenerational differences as animportant social categorization variable