For the first time in history, there are 4 generations in the workforce, causing leaders to re-evaluate organizational policies and the way they manage the multigenerational workforce. Generational conflict between coworkers can cause a lack of productivity for the organization and create an environment where workers feel unappreciated and disrespected. The purpose of this phenomenological study, based on generation theory, was to explore lived experiences of 4 generations in the workforce and determine methods for leaders to manage a multigenerational workforce. A purposive sample of 20 local government employees, spanning 4 generations from the State of Virginia were interviewed to explore their characteristics, attitudes, values, behaviors, work ethics, and lived experiences in the workplace. The transcribed interviews were coded and analyzed using software to generate emerging themes. The most prominent themes emerging from analyzing the interview data were: (a) lack of respect, (b) lack of communications, (c) technology, and (d) management failure to resolve conflict. Business leaders could use the findings to identify and resolve conflict in the early stages before it escalates out of control. The implications for positive social change include the potential to provide methods and strategies leaders can implement to create an environment of mutual respect, inclusiveness, and open dialogue between the different generations in the workforce.
展开▼
