A generational perspective on work values in a South African sample

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).