Abstract:
Considerable interest has been generated globally by researchers regarding the impact of
generational differences on employee interaction in the workplace. This is due to the assertion
that multicultural environments combined with multigenerational workforces create additional
organisational stumbling blocks for global leadership (Roongrerngsuke & Liefooghe, 2013). As
such, it is hypothesised that intergenerational conflict in the workplace occurs as a result of
differences in terms of values, cognitions and behaviour, with negative consequences for
communication, teamwork and ultimately organisational outcomes (Sessa, Kabacoff, Deal &
Brown, 2007). Furthermore, a new generation of employees is entering the workplace, with
different values and preferences towards work, which influences human resource processes
(Latkovikj & Popovska, 2015). Elaborating on the work of D’Amato and Herzfeldt (2008), it is
indicated that work motivation and retention concerns are related to generational differences
(Seipert & Baghurst, 2014).
