Insight into Generational Stereotypes—and the Implications on Workplace Learning

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The four generations representing today’s workforce have experienced a variety of unique events and grown up in different times that affect their values, viewpoints, and behaviors. Because generational differences tend to present significant challenges for organizations, the topic has been relatively popular during the past several years among members of the learning industry.

The four generations representing today’s workforce have experienced a variety of unique events and grown up in different times that affect their values, viewpoints, and behaviors. Because generational differences tend to present significant challenges for organizations, the topic has been relatively popular during the past several years among members of the learning industry. 

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Indeed, we can easily see how members of these four generations can be so different and create cause for concern in organizations. Or can we?

Indeed, we can easily see how members of these four generations can be so different and create cause for concern in organizations. Or can we? 

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When it comes to workplace values, organizational research reveals that generations may actually be more similar to each other than different.

When it comes to workplace values, organizational research reveals that generations may actually be more similar to each other than different. 

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Generational similarities

Generational similarities 

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One reason that generational stereotypes emerge is that individuals form inaccurate perceptions. This claim is substantiated by research results showing generations are much more likely to perceive they are different from other generations compared to the actual differences that emerged from the analysis ( Lester, Standifer, Schultz, and Windsor ).

One reason that generational stereotypes emerge is that individuals form inaccurate perceptions. This claim is substantiated by research results showing generations are much more likely to perceive they are different from other generations compared to the actual differences that emerged from the analysis (Lester, Standifer, Schultz, and Windsor).

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Evidence supporting generational similarities continues to accumulate as researchers find a greater number of values shared across generations compared to differences between them. In a recent study of three generations across multiple organizations published in the Journal of Leadership & Organizational Studies, findings showed seven similarities and three differences from the work-related values measured.

Evidence supporting generational similarities continues to accumulate as researchers find a greater number of values shared across generations compared to differences between them. In a recent study of three generations across multiple organizations published in the Journal of Leadership & Organizational Studies, findings showed seven similarities and three differences from the work-related values measured. 

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The similarities across members of the Baby Boomers generation, Gen X, and Gen Y (or Millennials) included:

The similarities across members of the Baby Boomers generation, Gen X, and Gen Y (or Millennials) included:

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  teamwork in the workplace

  teamwork in the workplace

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  flexible work arrangements

  flexible work arrangements

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  work-life balance

  work-life balance

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  having a challenging job

  having a challenging job

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  a company that provides continual training and development opportunities

  a company that provides continual training and development opportunities

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  being involved in decision-making processes that affect the employee’s work

  being involved in decision-making processes that affect the employee’s work

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  being financially rewarded for one’s work.

  being financially rewarded for one’s work. 

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Expected differences between generations were found with Gen Y reporting the highest level of importance relative to the other generations. However, results indicated that Gen Y and Baby Boomers were more similar than Gen Y and Gen X on two of the items (noted by \* below), and all items for each generation were rated as “highly important”:

Expected differences between generations were found with Gen Y reporting the highest level of importance relative to the other generations. However, results indicated that Gen Y and Baby Boomers were more similar than Gen Y and Gen X on two of the items (noted by \* below), and all items for each generation were rated as “highly important”:

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  career advancement opportunities within the company

  career advancement opportunities within the company

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  getting immediate feedback and recognition from one’s supervisor\*

  getting immediate feedback and recognition from one’s supervisor\*

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  an organization that values diversity\*

  an organization that values diversity\* 

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New insight on where generational differences exist

New insight on where generational differences exist 

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In addition to examining workplace values, the previous research study also investigated employee perceptions of the workplace relative to their values to shed new light on the topic of generational differences. Specifically, data analysis included the combined influence of each workplace value and the employee perception of a related aspect in the workplace to determine effects on employee attitudes and turnover intention. These results revealed a different pattern of generational similarities and differences.

In addition to examining workplace values, the previous research study also investigated employee perceptions of the workplace relative to their values to shed new light on the topic of generational differences. Specifically, data analysis included the combined influence of each workplace value and the employee perception of a related aspect in the workplace to determine effects on employee attitudes and turnover intention. These results revealed a different pattern of generational similarities and differences. 

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One of the most evident differences between generations related to the value of “a company that provides continual training and development opportunities.” Although no differences existed between generations for this value on the surface, Baby Boomers had very different when accounting for the perceptions of training and development opportunities in their organizations and the importance place on their value. The reactions from Gen X are significant as well, whereas the impact on Gen Y is very minimal. Gen Y members’ attitudes are neutral regardless of the perceived training and development opportunities with their organizations and the importance place on their value.

One of the most evident differences between generations related to the value of “a company that provides continual training and development opportunities.” Although no differences existed between generations for this value on the surface, Baby Boomers had very different when accounting for the perceptions of training and development opportunities in their organizations and the importance place on their value. The reactions from Gen X are significant as well, whereas the impact on Gen Y is very minimal. Gen Y members’ attitudes are neutral regardless of the perceived training and development opportunities with their organizations and the importance place on their value. 

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Another interesting finding from the research was for the importance of “career advancement opportunities within the company.” Although Gen Y rated this value significantly higher than Gen X and Baby Boomers, the inclusion of Gen Y’s perceptions of promotion opportunities in their organizations with the rating of the value importance had no influence on their attitudes or turnover intention.

Another interesting finding from the research was for the importance of “career advancement opportunities within the company.” Although Gen Y rated this value significantly higher than Gen X and Baby Boomers, the inclusion of Gen Y’s perceptions of promotion opportunities in their organizations with the rating of the value importance had no influence on their attitudes or turnover intention. 

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In contrast, the members of Gen X had different when accounting for their perceptions of promotion opportunities within their organizations and the importance of career advancement. Specifically, combined effects were found with respect to job satisfaction, organizational commitment, and high turnover intentions. Lastly, the combination of “career advancement” and perceptions of promotion opportunities impacted the job satisfaction of Baby Boomers.

In contrast, the members of Gen X had different when accounting for their perceptions of promotion opportunities within their organizations and the importance of career advancement. Specifically, combined effects were found with respect to job satisfaction, organizational commitment, and high turnover intentions. Lastly, the combination of “career advancement” and perceptions of promotion opportunities impacted the job satisfaction of Baby Boomers. 

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Implications for workplace learning

Implications for workplace learning 

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How can talent development professionals apply these research findings to the workplace?

How can talent development professionals apply these research findings to the workplace? 

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  Employees at all levels of the organization should be informed of actual similarities and differences between generations in order to avoid stereotypes that could lead to dysfunctional outcomes such as employment discrimination, miscommunication, and unnecessary conflict.

  Employees at all levels of the organization should be informed of actual similarities and differences between generations in order to avoid stereotypes that could lead to dysfunctional outcomes such as employment discrimination, miscommunication, and unnecessary conflict.

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  Training programs specific to generations in the workplace should integrate ways to create awareness of learners’ perceptual biases. In addition, trainers should communicate research findings to substantiate the importance of the training.

  Training programs specific to generations in the workplace should integrate ways to create awareness of learners’ perceptual biases. In addition, trainers should communicate research findings to substantiate the importance of the training.

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  By focusing on similarities instead of differences, organizations can build synergies between employees across generations and work to build effective cross-generational HR practices.

  By focusing on similarities instead of differences, organizations can build synergies between employees across generations and work to build effective cross-generational HR practices.

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  Senior leaders and managers must recognize that employees across generations value training and development opportunities and invest in their human capital accordingly.

  Senior leaders and managers must recognize that employees across generations value training and development opportunities and invest in their human capital accordingly.

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  Development professionals must work to establish internal promotional practices and include members of the Baby Boomer generation and Gen X in relevant career development activities.

  Development professionals must work to establish internal promotional practices and include members of the Baby Boomer generation and Gen X in relevant career development activities. 

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Additional resources

Additional resources 

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  Lester, S. W., Standifer, R. L, Schultz, N. J., & Windsor, J. M. (2012). Actual versus perceived generational differences at work: An empirical examination. Journal of Leadership & Organizational Studies, 19 , 341-354.

  Lester, S. W., Standifer, R. L, Schultz, N. J., & Windsor, J. M. (2012). Actual versus perceived generational differences at work: An empirical examination. Journal of Leadership & Organizational Studies, 19, 341-354. 

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  Mencl, J., & Lester, S. W. (2014). More alike than different: What generations value and how the values affect employee workplace perceptions. Journal of Leadership & Organizational Studies, 21 (3), p. 257-272.

  Mencl, J., & Lester, S. W. (2014). More alike than different: What generations value and how the values affect employee workplace perceptions. Journal of Leadership & Organizational Studies, 21(3), p. 257-272.