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Academic literature on the topic 'Conflict of generations in the workplace'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 July 2024

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Journal articles on the topic "Conflict of generations in the workplace"

Appelbaum, Steven H., Anuj Bhardwaj, Mitchell Goodyear, Ting Gong, Aravindhan Balasubramanian Sudha, and Phil Wei. "A Study of Generational Conflicts in the Workplace." European Journal of Business and Management Research 7, no. 2 (March 5, 2022): 7–15. http://dx.doi.org/10.24018/ejbmr.2022.7.2.1311.

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This article reviews research around generational differences and examines the causality between these differences and conflicts usually happening at the workplace. The conflicts can be defined as value-based, behaviour-based, or identity-based. These generational differences also affect managers’ strategies when dealing with conflicts at work. Morton Deutsch’s theory of cooperation and competition is often used for organisations to understand the nature of conflicts, and the Conflict Process Model can be used to examine how conflicts can evolve. Studies show that once a generational conflict is identified and understood, organizations can mitigate and resolve the conflict by developing mentorship between the parties involved to embrace generational diversity. Various components of the HR activities should also be altered to adapt generational differences for an organization to attract and retain talents. As events and developments that caused generational differences are chronological, conflicts that could arise from the reactions by different generations to the future of work leaping through the recent Covid-19 pandemic should be prepared. However, some studies raised debate about the causality between generations and behavioural characteristics at work and argued the necessity of managing conflicts caused by generational differences, raising concerns that attributing conflicts to generational differences potentially oversimplifies the problems.

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Jemima, Rasolofomanana Tahiry Nantenain, and E. Kusumadmo. "IDENTIFYING STRATEGIES TO MINIMIZE INTERGENERATIONAL CONFLICT IN WORKPLACE." KINERJA 23, no. 1 (April 1, 2019): 67–75. http://dx.doi.org/10.24002/kinerja.v23i1.2127.

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This study was conducted to identify strategies to minimize intergenerational conflict in workplace in an e-commerce company in Madagascar. This company is made up of three generations of people who is different in many ways that often lead conflict in workplace.In this study, 125 out of 150 questionnaires were returned to the researcher to be analyzed and interviews were conducted with four people. The data were analyzed by using NVivo 8.The finding of this study indicates that to minimize intergenerational conflicts: managers should have more understanding on what their employee’s needs and expectations; they must familiarize themselves with them. Establishing internal communication that value everyone is a must to solve intergenerational concern. Training is useful to strengthen team cohesion and mentorship is to break through barriers by encouraging employees of different generations to connect each other and setting compromise improve collaborations level among employees.Keywords: conflict management, intergenerational conflict, multigenerational workplace.

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Kinger, Neha, and Satinder Kumar. "Generational Differences In Work Values In The Workplace." Folia Oeconomica Stetinensia 23, no. 2 (December 1, 2023): 204–21. http://dx.doi.org/10.2478/foli-2023-0027.

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Abstract Research background Generational differences in work values, specifically in India, are now having an impact on organizational effectiveness and workplace environments. Even though a wide range of perspectives, experiences, and skill sets might be valuable to a business, generational mixing can also lead to conflict and a lack of agreement in the workplace. Such disagreements have a negative effect on the workplace since they reduce productivity and negatively damage employee morale. To solve the problems of inefficiency caused by the generation gap, different generations in the workplace must understand the differences between the three generations and be able to get along with each other. Purpose Examining the differences between three generations in the workplace is the purpose of the study. The study also aims to examine how different generations have different work values. Research methodology To examine the current situation in IT companies of Delhi and NCR. A total of 450 employees completed a questionnaire. Baby Boomers were defined as those born between (1946–1964), Generation X was born between (1965-1980) and Generation Y was born between (1981–1996). The values of status and freedom at work were more important to the younger group than to the older group. Results There were significant generational differences, with Baby Boomers having higher status values and extrinsic values in organizations than Generation X and Generation Y. Values have an important role in directing behaviour and improving work motivation. An organization’s work values and expectations must be clarified to workers, and values must be flexible enough to satisfy the demands of various employees. Novelty Furthermore, Generation Y is the first generation that has grown up with the Internet; as a result, they consider working together virtually to be standard procedure.

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Canaan Messarra, Leila, Silva Karkoulian, and Abdul-Nasser El-Kassar. "Conflict resolution styles and personality." International Journal of Productivity and Performance Management 65, no. 6 (July 11, 2016): 792–810. http://dx.doi.org/10.1108/ijppm-01-2016-0014.

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Purpose – Conflict in the workplace creates a challenge for many of present day managers. The purpose of this paper is to explore the moderating effect of generations X and Y on the relationship between personality and conflict handling styles. Design/methodology/approach – The study is conducted using a sample of 199 employees working in the electronic retail sector in a non-Western culture. The five-factor model of personality traits is used to measure personality, while conflict styles are measured using Rahim’s Organizational Conflict Inventory II. Findings – Results indicate that generations X and Y moderate the relationship between specific personality traits and conflict handling styles. Research limitations/implications – This study investigated the moderating effect of generations X and Y on a sample of employees within the electronic retail service sector in Lebanon. It is recommended that future research examine such a relationship in other sectors and cultures for generalizability. Since generation Z (born in the late 1990s) will soon be entering the job market, further studies should include this cohort when investigating the relationships. Finally, for a deeper understanding of the relationship, it is advisable to use both qualitative and quantitative data collection methods. Practical implications – The understanding of what influences an individual’s choice regarding his/her choice of conflict resolution styles is of great use to supervisors in general and human resource managers in particular. This will assist in developing training programs that help employees acquire the appropriate skills necessary to control their impulses in a conflict situation. Training should comprise conflict resolution and communication skills that could help bridge the gap between generations. Effectively managing generational conflict in the workplace can positively contribute to the level and frequency of future conflicts, which in turn, can lead to favorable organizational outcomes. Originality/value – Earlier research that examined the relationship between personality and conflict management styles have found varying results ranging from weak to strong relationships. The understanding of what influences an individual’s choice of which management style he/she chooses is of great use for managers in general and human resource managers in particular. This study showed that the inconsistency could be the result of some factors that moderate this relationship. The age of individuals contributes to the strength or the weakness of the various relationships between personality and conflict handling styles. Findings suggest that generations X and Y do not moderate the relationships among the personality traits and the dominating and obliging conflict styles. They do, however, have varying moderating effects on the relationships between specific personality traits and the integrating, avoiding, and compromising styles.

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Stevanin, Simone, Ari Voutilainen, Valentina Bressan, Katri Vehviläinen-Julkunen, Valentina Rosolen, and Tarja Kvist. "Nurses’ Generational Differences Related to Workplace and Leadership in Two European Countries." Western Journal of Nursing Research 42, no. 1 (April 3, 2019): 14–23. http://dx.doi.org/10.1177/0193945919838604.

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A cross-sectional study was conducted with a convenience sample ( N = 3,093) of Finnish and Italian registered nurses to identify differences related to generation, country, gender, and educational level in their perceptions and opinions about workplace-related dimensions of nursing and their managers’ leadership practices. The Multidimensional Nursing Generations Questionnaire (MNGQ) and two subscales of the Transformational Leadership Scale (TLS), “Feedback and Rewards” and “Professional Development,” were used as survey tools. Data were analyzed with descriptive and inferential statistics. Statistically significant ( p < .05) generational and country differences emerged in the MNGQ components “Conflicts between generations,” “Patient safety view,” “Relationships between generations,” “Working as a multigenerational team,” “Orientation to change,” “Intention to leave,” and “Flexibility and availability.” Generational and country differences also emerged for the two TLS subscales. Generational differences existed between registered nurses of different generations and countries, and should be considered in leading multigenerational nurses’ workforces.

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Preena, Rushna, and Saroja Wanigasekara. "The Generational Differences in Work Values and its Impact on Workplace Conflicts of Operational Level Employees in Pharmaceutical Companies of Western Province, Sri Lanka." Journal of Education and Vocational Research 10, no. 2(V) (May 23, 2020): 41–46. http://dx.doi.org/10.22610/jevr.v10i2(v).3018.

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The primary purpose of this study was to identify whether there is a significant impact of generational differences in work values on workplace conflicts. This study is cross-sectional and explanatory research in nature. A standard questionnaire was used to collect primary data through a survey. The respondents were the 120 operational level employees who are working in Pharmaceutical companies in the Western Province of Sri Lanka. Descriptive statistics, correlation analysis, and one-way ANOVA were used to analyze data and make conclusions. Findings revealed that there is no significant impact of generational differences in work values on workplace conflicts. Further analysis done using one-way ANOVA revealed that there is a significant difference in work values between generations and workplace conflicts among generations

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Xiong, Wei, and Tao Wang. "Labor relations and new generation employees." International Journal of Conflict Management 29, no. 5 (October 8, 2018): 591–616. http://dx.doi.org/10.1108/ijcma-09-2017-0112.

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PurposeFeelings about conflict in labor relations are determined by both the objective conditions surrounding the dimension of labor relations and their subjective evaluation. This study aims to examine features of the subjective evaluation factors in labor relations for new generation employees born in the post-1980s, transitional China, and to explore the conflict reduction strategies in labor relations.Design/methodology/approachThis study designed items and a scale to measure employees’ subjective evaluation bias regarding labor relations, and conducted a survey of 1,500 employees in 80 Chinese enterprises. It conducted a principal components analysis of the subjective evaluation biases, and a covariance analysis to explore differences in the common factors between employees of two generations. Comparing the subjective bias with the objective status of labor relations, as well as with employers’ expectations, this study analyzed the feelings toward conflict and conflict management strategies.FindingsThere are eight common factors in the subjective evaluation bias toward labor relations, four of which show significant differences between employees of two generations. Employers should study these differences, and apply conflict reduction measures to manage labor relations.Originality/valueThis is one of the first studies to propose the concept of a subjective evaluation bias regarding labor relations, and examine the common factors and features among new generation employees. It establishes a model for feelings toward conflict through four combinations of the subjective preferences and objective status dimensions. This study offers new insights for reducing workplace conflict.

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Jassawalla, Avan, and Hemant Sashittal. "How and why Millennials are initiating conflict in vertical dyads and what they are learning." International Journal of Conflict Management 28, no. 5 (October 9, 2017): 644–70. http://dx.doi.org/10.1108/ijcma-05-2016-0026.

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Purpose The purpose of this paper is to contribute to extant conflict management theory by presenting evidence from a two-stage study of conflict initiated by pre-graduation Millennials in entry-level work environments. Design/methodology/approach The paper presents an inductively derived conceptual model, hypotheses and measurement scales grounded in Millennials’ voices. Then, based on survey data, the scales are tested for structural coherence, and hypotheses are validated using structural equation modeling methodology. Findings Most Millennials initiate conflict with older coworkers and supervisors in the workplace because of the hurt they feel over the unfairness they experience. While confronting their superiors, they take an aggressive stand (“you are wrong, you should change”) and learn that the organization is duplicitous and that they should initiate conflict with superiors in the future to protect against unfairness in a duplicitous organization. Research limitations/implications The findings and implications reflect the perspectives of Millennials who initiated conflict with superiors or more experienced coworkers in entry level workplaces. Reports of multiple perspectives and from other contexts are left to future research. Practical implications Millennials may well enter the workforce with attitudes and behaviors older coworkers and supervisors find aberrant. However, the interactions between Millennials, older generations and the socio-technical environment of entry-level workplaces lie at the root of the conflict Millennials initiate. Older generations may have implicitly produced – albeit to varying extents – opaque environments in which entry-level Millennials feel manipulated. Originality/value The study reports a relatively rare two-stage study that begins with exploration and discovery using qualitative data, and concludes with hypotheses tests based on survey data. A new context is explored; i.e. Millennials initiating conflict in vertical dyads. New concerns about the veracity of the entry-level work environment are raised.

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Akhavan Sarraf, Ahmad Reza, Mehdi Abzari, Ali Nasr Isfahani, and Saeed Fathi. "Generational differences in job engagement: a case study of an industrial organization in Iran." Industrial and Commercial Training 49, no. 3 (March 6, 2017): 106–15. http://dx.doi.org/10.1108/ict-10-2016-0068.

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Purpose Understanding generational differences are important because generational diversity can affect work relationships and the effectiveness of communication, engagement and performance management strategies. On the other hand, organizations should be concerned about employee engagement, considering all the positive outcomes that engaged employees could bring to the workplace. The paper aims to discuss these issues. Design/methodology/approach The purpose of this study is to examine employee engagement of different generations in Iran. Four hypotheses were proposed regarding job engagement and its constructs: vigor, dedication and absorption. The study utilized ANOVA tests to detect statistically significant differences between generations. Findings The results revealed not only a number of significant differences among generations, but also some similarities. The study shows the value of generational analysis as a useful segmentation criterion in organizational behavior researches. Originality/value To distinguish between different generations in relation to job engagement, also better understanding the behavior of generational cohorts that affect the success of organizations. It helps managers to find and resolve the conflict among persons and groups in the organization and also to achieve the benefits of diversity, creativity and energy of generations.

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Kim, Junghyun, and Soondool Chung. "Is an Intergenerational Program Effective in Increasing Social Capital among Participants? A Preliminary Study in Korea." Sustainability 14, no. 3 (February 4, 2022): 1796. http://dx.doi.org/10.3390/su14031796.

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The rapid growth of the aging population and low economic growth have intensified generational conflicts, especially in the workplace. Social capital is one option that can solve generational conflicts by encouraging cooperation among colleagues. This study aims to explore the impact of the intergenerational program, Sedae Ieum Madang, on perceived social capital among participants in Korea. To measure the impact of the program, a one-group pretest/posttest design was applied, and a purposive sampling method was adopted to recruit participants. The final sample size was 53, including 30 older adults and 23 young adults. In items that measured participants’ level of trust in colleagues, the subindex of social capital was compared between before and after the program. Each item relates to peoples’ experience of social support in workplaces, as suggested in the swAge model. According to the measurement, peoples’ level of trust in their colleagues changed; only the older generation’s trust in their colleagues increased, while that of the younger generation did not. The results of this study show that the intergenerational program is effective in encouraging the older generation to trust their colleagues and fostering mutual support between younger and older generations, which is important in developing sustainable work environments.

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Dissertations / Theses on the topic "Conflict of generations in the workplace"

Vázquez, Ernesto (Vázquez-Sáenez). "Managing conflict across generations in the workplace." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/50103.

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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2009.
Includes bibliographical references (p. 75-76).
The current American workplace is made up of members of four distinct generations: "Veterans" (born between 1922-1943), "Boomers" (born between 1943-1960), "Generation X" (born between 1960 - 1980), and "Generation Y" (born between 1980 and 2000). Members of each generation bring to the workplace very distinct assumptions regarding technology, expertise, and rewards. This thesis explores the nature of differences in assumptions across all four generations. It takes the two most relevant to the current work environment, Boomers and Generation Y, and analyzes how their different approaches to technology, expertise and rewards cause conflict in the workplace. After conducting a literature review on conflict and change management at work, I propose a process for preventing and mitigating generational conflict at work.
by Ernesto Vazquez.
S.M.

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Govitvatana, Wipanut Venique. "Generation gap in the workplace between Baby Boomers and Generation X." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001govitvatanaw.pdf.

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Walton-Robertson, Supaporn. "The Effect of a Multigenerational Workforce on Workplace Bullying." Diss., NSUWorks, 2019. https://nsuworks.nova.edu/shss_dcar_etd/130.

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Workplace bullying has become increasingly prevalent in the workplace, and as such has led to instances of job dissatisfaction, and in extreme cases, workplace violence. It is important to understand workplace bullying as an organization, a manager, and particularly in the role of human resources in order to best address such situations. Current studies have evaluated the effects of workplace bullying, along with possible suggested causes – however with the vast differences in the four generations now working together in the workplace – this is an area that also needs to be addressed as the problem of workplace bullying continues to grow. The quantitative study of workplace bullying and the effect of multiple generations will be conducted using a survey, where respondents can disclose their experiences with workplace bullying anonymously. The data will be collected and analyzed using SPSS to determine any correlations between different generations and bullying in the workplace. Current theories such as social exchange theory (SET), social cognitive theory (SCT) and affective events theory (AET) will be used to support the current research. Upon reviewing the results of the study, the conclusions that can be made will help provide further research in the field, for both human resource professionals and organizations.

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Milligan, Rodney S. "Conflict and Diversity Associated with Four Generations in the Workforce." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2222.

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Four generations of workers share the workforce for the first time in history. Business leaders' failure to address generational conflict may lead to low productivity, high turnover rates, employee frustration, and reduced profits. The purpose of this phenomenological study was to explore the experiences of business leaders, managers, and supervisors in leading a multigenerational workforce within their companies. The conceptual framework was based on McClelland's theory, identifying key motivators that drive characteristics of people, including affiliation. A purposive sample of 20 local employees, spanning 4 generations from the retail grocery industry in Hampton Roads, Virginia, were interviewed to explore general characteristics, attitudes, values, and behaviors at work. Transcribed interview data were divided into categories to find shared phenomenon and identify themes based on the participants' perceptions. The findings were categorized and coded, patterns were established, and themes were generated to answer the central research question. Trustworthiness of the interpretations was achieved through member checking. The findings from this study revealed that the employees perceived that business leaders, managers, and supervisors lacked sufficient knowledge to successfully communicate with their employees or peers from different generations in the workplace. The employees perceived that those communication failures and lack of interaction between the different generations generated conflict. The implications for positive social change include the potential to bridge the gap between younger and older workers and minimize conflict resulting from miscommunication among the different age groups.

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Ohmer, Whitney S. "Generational Differences in the Workplace: How Does Dissimilarity Affect the Different Generations in Relation to Work Teams?" Xavier University / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1421852575.

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Bober, Amy L. "A renewed focus on generational issues in the workplace." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 2005. http://www.kutztown.edu/library/services/remote_access.asp.

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Thesis (M.P.A. )--Kutztown University of Pennsylvania, 2005.
Source: Masters Abstracts International, Volume: 45-06, page: 2932. Typescript. Abstract precedes thesis as 2 preliminary leaves (iii-iv). Includes bibliographical references ( leaves 91-93 ).

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Zhang, Xiaoying. "Mental violence and Chinese new educated youth : a study of workplace conflict in modern China." Thesis, Loughborough University, 2012. https://dspace.lboro.ac.uk/2134/10104.

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Mental Violence in present study is similar to a western concept, bullying. But is has its characteristics, forms and causes in Chinese workplace. It is a form of indirect interpersonal aggression and identified through the perceptions of its receivers. It does not involving touching receivers physically but is psychologically damaging. It exists between individuals of equal status, such as colleagues. Moreover, it is a two-way phenomenon, which could be reversible. Mental Violence may be the result of a conflict of values. It is particularly evident among the Chinese New Educated Youth. Chinese New Educated Youth is that cohort of young people who were partly Confucian and Collectivistic for emphasizing harmony but also partly Individualistic and Westernized for pursuing personal goals. For this cohort, the above two orientations were incompatible and dissonant leading to stress. Furthermore, they had a competitive lifestyle which was no longer supported by the welfare of a planned economy this exacerbates their stress. To relieve stress, Mental Violence was employed in their daily contacts, e.g. in workplaces. The evidence in support of this account was discussed and evaluated. There is no excuse for any violence. However, we have to say sometimes a kind of violence is not always too noxious for someone, such as the sender of violence. To some limited extent, violence could be considered as positive and it at least helped people to relieve stress and recover a balance from unbalanced situation. Mental Violence is such violence. It is a result of negotiation and a side effect of stress as well. Nevertheless, most of things are double-edged swords. Mental Violence is no exception. For the sender, it might be a buffer and makes him or her relaxed; for the receiver, it is absolutely negative, discomfort and even aggressive. For helping readers to clearly understand such violence, and for advising others to raise their awareness of the violence, this study would explore its causes and characteristics. From ancient traditional society to the present modern one, Confucianism and Collectivism afterwards represent a kind of gentle culture which deeply influences traditional Chinese. Chinese traditional philosophy, such as Confucianism and Taoism, stresses the significance of the harmony relationship for the growing, maturing and success of the Chinese. Chinese New Educated Youth who were disciplined for such a culture in thoughts and behaviours while growing up. Therefore, to keep harmony and to avoid conflict becomes a key characteristic for Chinese interactions in a collective society. However, the opening policy to the West world exposed China to the influence of Individualism which is absolutely unlike Confucian or Collectivism. Confucianism s influence has been challenged by Westernized values because of globalization. The difference between two values made Chinese New Educated Youth confused in their thoughts and appropriate behaviours in interpersonal relationships. To recover a balance, they need to relieve such a stress from the confusion and other stressors as well. While using the two value systems in interaction with others, Mental Violence usually happened. Therefore, the conflict of two different values in dealing with social relationship became one cause for Mental Violence. In present research, I tried to reveal Mental Violence, a particular kind of daily conflict in interactions among modern Chinese. For pursuing why Chinese New Educated Youth was special and experienced Mental Violence often, they were compared with other generations in China. Therefore, this research invited participants from three generations (Chinese New Educated Youth, the older generation who were born before 1970s, and the younger generation who were born in 1980s) and from different cities in China. Participants occupations covered different professions, and all of them worked in three sizes of offices (small, big and single). Both of qualitative and quantitative data collecting methods were used in the study. They contained semi-structural interviewing and filling up the questionnaire. And main methods of data analysis are factor analysis, correlation and Thematic Analysis. The result indicated that Mental Violence of Chinese educated youth occurred in workplace was the most often, but was largely unseen by people outside of the group. Because I had to establish why this cohort would be inclined to apply more Mental Violence in daily life, I compared them with their previous generation and the later generation through measuring demographics, westernised, individualism and collectivism. Three generations are different in the Individualism-Collectivism tendency. Chinese New Educated Youth were always in the middle. They were seemed as partly Collectivistic and partly Individualistic. Linked with categories of Mental Violence Chinese New Educated Youth usually experienced, it seems they applied double standards to deal with social interactions. Due to such standards made them failed in establishing good relationships with colleagues, in other words, whatever Chinese New Educated Youth or their colleagues did not feel happy in their social interactions, it means Chinese New Educated Youth have conflict in Individualism-Collectivism tendency. Otherwise, through the investigation, I noticed significant demographical difference other than the generation in experiencing Mental Violence. Male participants reported experiencing Mental Violence more than female ones. The higher education the participant got, the more he or she experienced Mental Violence. Comparing with other occupations, intellectual respondents reported sending Mental Violence the most. Participants who worked as staffs experienced Mental Violence more than people who worked as administrators in the workplace. And people who were singles experienced Mental Violence the most in workplace. Because conflict of relationship seems a sensitive topic for Chinese, I started interviews from talking about overviews of participants workplaces with them. Therefore, the result also shows characteristics of structure and social relationship of Chinese modern offices. China had lot of small size offices in which 2 to 10 staffs worked. Small offices organised small relative closed groups. In such a group, staffs had long time for face to face interaction everyday. Such offices were much more than single offices where only one person worked in and big offices where more than ten persons in. Both of the above characteristics of workplace are not beneficial for physical aggressions as previous study proved but could considered as a structural factor for Mental Violence. Actually, the Mental Violence which reported occurring in small offices is the most often, especially among Chinese New Educated Youth. Hope this research could be a model for further more thorough relevant study. All of the above would be a step towards further study on Mental Violence and Chinese New Educated Youth.

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Roux, Daniel Francois. "Approaches, expectations and perceptions of different generations regarding culture and leadership in the engineering department at Sishen mine." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/15056.

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Thesis (MBA)--Stellenbosch University, 2008.
ENGLISH ABSTRACT: People's life experiences and backgrounds shape who they are - whether they are young or old, male or female, and across all races, ethnicities and religions. Today's workplace environment represents the largest diversity of generations of any time in history, and with this diversity comes new challenges. These challenges are directly due to the different generations and associated gaps based on different approaches, expectations and perceptions regarding culture and leadership in the workplace. There are generally four different generations employed in today's workplace: Traditionalists (Builders), Baby Boomers (Yuppies), Generation X (Yiffies), and Generation Y (Millennials). According to generation theory, Traditionalists were born between 1930 and 1949, Baby Boomers between 1950 and 1969, Generation X between 1970 and 1989, and Generation Yafter 1990. Although there are very few Traditionalists in contemporary workplaces, there are still some left to consider. More important than understanding the Traditionalists, though, is the need for a better understanding of the fast-growing group of Generation Y employees who are entering the workforce. At Sishen Iron Ore Mine (Sishen) there are also four generations employed, each with different approaches, expectations, perceptions, attitudes, loyalties, frames of reference, views of authority, job strengths, work ethics, relationships, work/life balances and other beliefs. The question that arises is whether the management team of the Engineering Department at Sishen can be more effective and productive through an improved and in-depth understanding of each generation's approaches, expectations and perceptions regarding culture and leadership. The purpose of this research study is to analyse the specific correlation of the different workforce generations in the Engineering Department with the general theoretical knowledge available about each generation by focusing more specifically on approaches, expectations and perceptions. The study also includes some recent research information regarding Generation Y and the related opportunities, challenges and effective ways of managing this generation. By focusing on the research results within the multigenerational workforce and the generation gaps, the possible solutions for managing conflict can improve through a better understanding of each generation. Each generation's typical characteristics are discussed in detail by means of a thorough literature study, with the overall aim of enhancing both team and organisational success. The employees and permanent contractors at the Engineering Department number approximately 1 945. The randomly selected participants in the generations survey were from the pool of permanent employees, excluding the contractors. The information was collected by means of a short questionnaire representing the typical characteristics of each generation. A sample of 250 participants from eight different sections within the department was asked to complete the questionnaire, but unfortunately a response rate of only 34% (85 questionnaires) was recorded. The research showed that the typical characteristics of the Traditionalists and Baby Boomers could be used to represent almost the entire Engineering Department. It also revealed specific influences in the working and social environment, leadership styles, and the mine's culture that affect the different generations regarding their approaches, expectations and perceptions. The report concludes with an assessment of the strengths and weaknesses of the study, as well as a few key findings and a summary, conclusion, and recommendations.
AFRIKAANSE OPSOMMING: Alle mense word gevorm deur lewensondervindings en agtergrond wat bepaal wie hulle is - ongeag of hulle oud of jonk, manlik of vroulik is, asook oor alle rasse, etniese groepe en geloofsoortuigings heen. Hedendaagse werksomgewings word gekenmerk deur die grootste generasiediversiteit van alle tye, wat nuwe uitdagings meebring. Die uitdagings is die direkte gevolg van die verskillende generasies en gepaardgaande gapings gebaseer op verskillende benaderings, verwagtinge en persepsies aangaande kultuur en leierskap in die werksplek. Daar is tans oor die algemeen vier verskillende generasies in diens in werksplekke, naamlik Tradisionaliste, Baby Boomers, Generasie X en Generasie Y. Volgens generasieteorie is Tradisionaliste persone gebore tussen 1930 en 1949, terwyl Baby Boomers tussen 1950 en 1969, Generasie X tussen 1970 en 1989 en Generasie Y na 1990 gebore is. Hoewel daar min Tradisionaliste in die werksplek oor is, is daar nog enkeles wat in ag geneem moet word. Van groter belang is egter die behoefte om die vinnig groeiende Generasie Y wat nou tot die werksmag toetree, beter te verstaan. By Sishen Ysterertsmyn (Sishen) is daar ook vier verskillende generasies in diens, elk met verskillende benaderings, verwagtinge, persepsies, houdings, lojaliteite, verwysingsraamwerke, menings oor gesag, werksverwante sterkpunte, werk-etiek, verhoudings, lewensbalanse asook ander oortuigings. Die vraag wat ontstaan, is of die bestuurspan van die Ingenieurswese Departement by Sishenmyn meer effektief en produktief kan wees deur hul kennis en begrip van elke generasie se benaderings, verwagtinge en persepsies ten opsigte van kultuur en leierskap te verbeter. Die doel van die studie is om te ontleed of daar 'n spesifieke ooreenstemming is tussen die verskillende generasies by die Ingenieurswese Departement en die algemene teoretiese inligting beskikbaar oor elke generasie deur meer spesifiek op benaderings, verwagtinge en persepsies te fokus. Die studie sluit ook onlangse navorsingsinligting aangaande Generasie Y in, met die gepaardgaande geleenthede, uitdagings en effektiewe maniere om die generasie te bestuur. Deur te fokus op die navorsingsresultate binne die multigenerasie-werksmag en die ooreenstemmende gapings, kan daar moontlik oplossings ontstaan om te help met konflikbestuur wat op 'n beter begrip van die generasies gegrond is. Elke generasie se tipiese eienskappe word in diepte bespreek deur middel van 'n deeglike literatuurstudie, met die oorhoofse doel om span- sowel as organisasiesukses te verhoog. Die totale aantal werknemers, insluitend permanente kontrakteurs, van die Ingenieurswese Departement is ongeveer 1 945. Die deelnemers aan die generasieopname is lukraak gekies, maar die kontrakteurs is uitgesluit. Die inligting is ingesamel met behulp van 'n kort vraelys wat die tipiese eienskappe van elke generasie verteenwoordig. Uit 'n steekproef van 250 deelnemers uit agt verskillende seksies binne die departement wat gevra is om die vraelys te voltooi, is 'n betreklik swak responskoers van 34% (85 vraelyste) behaal. Die navorsing het bevind dat die tipiese eienskappe van die Tradisionaliste en Baby Boomers tans gebruik kan word om feitlik die hele department te verteenwoordig. Dit toon verder ook dat daar spesifieke invloede in die werks- en sosiale omgewing, leierskapstyle en die myn se kultuur is wat die verskillende generasies se denkpatrone rondom benaderings, verwagtinge en persepsies vorm. Die navorsingsverslag word afgesluit met 'n bepaling van die sterk- en swakpunte van die studie, 'n paar kernbevindings en 'n opsomming, gevolgtrekking en aanbevelings.

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com, easther@telstra, and Eng Choo Elaine Teh. "Intergenerational tension in the workplace : a multi-disciplinary and factor analytic approach to the development of an instrument to measure generational differences in organisations." Murdoch University, 2002. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20051216.144720.

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An ageing population is changing the nature of the workplace, one outcome of which is an increase in the proportion of older workers. Unlike older workers of some twenty or so years ago, today's older workers plan to stay at work longer than at first anticipated. However, as many older workers have found, their intended and continued presence in the workplace is not always appreciated. As such, they are subject to subtle and not so subtle forms of discrimination associated with ageist practices, or ageism, and negative perceptions regarding their ability to compete on equal terms with younger workers. In turn, it is suggested that older workers, too, indulge in ageist practices and the stereotyping of younger workers. It is proposed that underlying generational differences,when combined with ageism, negative stereotyping and discriminatory organisational practices, are responsible for a new phenomenon called intergenerational tension in the workplace. The notion of tension, which can be thought of as suppressed anxiety or a strained relationship between individuals and groups, is important because intergenerational tension is presented as a latent or covert phenomenon. From this comes the following definition: "lntergenerational tension in the workplace is a latent or covert form of intergroup conflict caused by value and attitudinal differences between the generations." lntergenerational tension can be thought of as an everyday fact of organisational life which exists as an undercurrent or type of background organisational noise that is so pervasive that it is rarely noticed. In this respect, intergenerational tension bears similarities to gender and ethnic tensions both of which have been recognised as counterproductive to organisational efficiency. This thesis proposes a construct to measure this intergenerational tension. To investigate the generational differences associated with this new construct, a 25-item questionnaire was developed. The first stage in the development of the questionnaire was an informal experience survey that was completed by a small sample (n=54) of adults ranging in age from 21 years to 70+ years. A pilot study questionnaire was then constructed and administered to a small, stratified random sample of employees (n=60) from the Western Australia Police Service (WAPS). WAPS has recently changed from a seniority-based promotion system to a merit-based system for most positions and is undergoing a major cultural change in response to social and political pressure. Following data analysis, the final questionnaire was developed. The questionnaire, called the Intergenerational Tension Questionnaire (ITQ) was administered to a stratified random sample of employees from WAPS. Five hundred completed responses were subject to factor analysis in which principal components analysis extracted seven factors or dimensions thought to underlie intergenerational tension. Further data analysis revealed that on average, younger workers (i.e., less than 40 years of age) displayed less intergenerational tension than did older workers (i.e., more than 40 years of age). Data for workers a generation apart (i.e., 20 years apart) were also analysed, with the younger generation being those less than 30 years of age (the Under 30s) and the older generation being those more than 50 years of age (the Over 50s). The younger generation, on average, displayed less intergenerational tension than did the older generation. Of the measures, organisational change was associated with the greatest degree of intergenerational tension for all groups. Multiple regression analysis revealed that the best predictors of intergenerational tension for younger workers and older workers were age, the length of service with one's current employer, and the number of years in the paid work force. For workers a generation apart, multiple regression analysis revealed that age was the only predictor. It was fortuitous that at the time of the study, the majority of younger workers were Generation X and the majority of older workers were Baby Boomers. This meant that to all intents and purposes, the questionnaire measured differences between two well-studied generational cohorts. The findings supported the notion that organisations should not assume they are treating all workers equitably. In particular, older workers feel disenfranchised and angry at their treatment by organisations which, in their opinion, favours younger workers. The implication for organisations is that both groups should be treated independently, with each having its own special needs and expectations. This includes, for example, implementing strategies such as training methods suited to the needs of each age group and conducting age diversity training to raise awareness of what it means to be either a younger worker or an older worker.

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Iden, Ronald Lee. "Strategies for Managing a Multigenerational Workforce." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2087.

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The multigenerational workforce presents a critical challenge for business managers, and each generation has different expectations. A human resource management study of organizations with more than 500 employees reported 58% of the managers experiencing conflict between younger and older workers. The purpose of this single case study was to explore the multigenerational strategies used by 3 managers from a Franklin County, Ohio manufacturing facility with a population size of 6 participants. The conceptual framework for this study was built upon generational theory and cohort group theory. The data were collected through face-to-face semistructured interviews, company documents, and a reflexive journal. Member checking was completed to strengthen the credibility and trustworthiness of the interpretation of participants' responses. A modified van Kaam method enabled separation of themes following the coding of data. Four themes emerged from the data: (a) required multigenerational managerial skills, (b) generational cohort differences, (c) most effective multigenerational management strategies, and (d) least effective multigenerational management strategies. Findings from this study may contribute to social change through better understanding, acceptance, and appreciation of the primary generations in the workforce, and, in turn, improve community relationships.

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Books on the topic "Conflict of generations in the workplace"

Lancaster, Lynne C. When Generations Collide. New York: HarperCollins, 2007.

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Johnson, Meagan. Generations, Inc.: From boomers to linksters--managing the friction between generations at work. New York: AMACOM, 2010.

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Johnson, Meagan. Generations, Inc: From boomers to linksters--managing the friction between generations at work. New York: AMACOM, 2010.

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1947-, Johnson Larry, ed. Generations, Inc.: From boomers to linksters--managing the friction between generations at work. New York: AMACOM, 2010.

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American Bar Association. Law Practice Division, ed. You raised us - now work with us: Millennials, career success, and building strong workplace teams. Chicago, Illinois: ABA Publishing, American Bar Association, 2014.

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Wendover, Robert W. On cloud nine (an inspiring tale): Weathering the challenge of many generations in the workplace. New York: AMACOM, 2006.

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Dill, Helga, and Heinrich Keupp. Der Alterskraftunternehmer: Ambivalenzen und Potenziale eines neuen Altersbildes in der flexiblen Arbeitswelt. Bielefeld: Transcript, 2015.

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Canada, Law Commission of, ed. Does age matter?: Law and relationships between generations : discussion paper. [Ottawa]: Law Commission of Canada, 2004.

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Canada, Law Commission of, and Commission du droit du Canada., eds. Does age matter?: Law and relationships between generations, discussion paper = Une question d'âge : les rapports entre les générations et le droit, document de discussion. [Ottawa, Ont: Law Commission of Canada] = Commission du droit du Canada, 2004.

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Atzeni, Maurizio. Workplace Conflict. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230281622.

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Book chapters on the topic "Conflict of generations in the workplace"

Atzeni, Maurizio. "An Introduction to Theoretical Approaches in the Study of Workers’ Collective Action." In Workplace Conflict, 1–14. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230281622_1.

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Atzeni, Maurizio. "A Marxist Perspective on Workers’ Collective Action." In Workplace Conflict, 15–33. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230281622_2.

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Atzeni, Maurizio. "The Roots of Mobilization: Workplace and Social Conflict in Argentina in an Historical Perspective." In Workplace Conflict, 34–69. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230281622_3.

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Atzeni, Maurizio. "Injustice and Solidarity in the Dynamics of Collective Action." In Workplace Conflict, 70–105. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230281622_4.

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Atzeni, Maurizio. "Conflict Evolution at FIAT: Workers’ Radicalization and Company Repression." In Workplace Conflict, 106–29. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230281622_5.

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Atzeni, Maurizio. "Conclusions." In Workplace Conflict, 130–40. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230281622_6.

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Atzeni, Maurizio. "Notes on Methodology and the Fieldwork." In Workplace Conflict, 141–44. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230281622_7.

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Szende, Peter, Suzanne Markham Bagnera, and Danielle Clark Cole. "Generations in the workplace." In Human Resource Management in Hospitality Cases, 12–13. New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781351233316-5.

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Bristow, Jennie. "Understanding Generations Historically." In Baby Boomers and Generational Conflict, 19–41. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137454737_2.

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McCorkle, Suzanne, and Melanie J. Reese. "Conflict at the Workplace." In Personal Conflict Management, 279–304. 2nd edition. | New York : Routledge, 2017. | Revised edition of the authors’: Routledge, 2017. http://dx.doi.org/10.4324/9781315453811-20.

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Conference papers on the topic "Conflict of generations in the workplace"

Lina Dameria, Siregar, Santati Parama, and Meitisari Nia. "Conflict of Generational Gap in the Workplace." In 7th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2021). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220304.048.

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Kršinar, Tea, and Mojca Bernik. "Dejavniki zaposlitve generacij X, Y in Z." In Interdisciplinarity Counts. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.fov.3.2023.41.

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Today, there are three generations in the labour market, Generation X, Generation Y and Generation Z. These generations differ in their characteristics and values, both in their personal and professional lives. Successful recruitment requires an understanding of the characteristics of those generations in the workplace, taking into account the employment factors that influence their employment decisions and the factors that matter to the generations in the workplace and affect their job satisfaction and job tenure. This paper presents the results of a survey that examined the employment factors of Generations X, Y and Z, the characteristics of Generations X, Y and Z in the workplace, and the characteristics of Generations X, Y and Z. The results show that there are no significant differences between Generation X and Generation Y, while on the other hand the younger Generation Z differs from them in some factors and attaches significantly more or less importance to them. Hypothesis testing revealed that the financial situation of the employer is more important to Generation X than to Generation Y, as are relationships with colleagues, and that Generation X is more resourceful at work than Generation Z.

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Al-Qahtani, Muhammed, Mansour Al-Qahtani, and Hatim Al-Misehal. "Learner Satisfaction of E-Learning in Workplace: Case of Oil Company in Middle East." In 2013 Tenth International Conference on Information Technology: New Generations (ITNG). IEEE, 2013. http://dx.doi.org/10.1109/itng.2013.47.

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Kutlak, Jiri. "DIFFERENT GENERATIONS IN THE LABOR MARKET – IMPLICATIONS FOR THE WORKPLACE: THE CASE OF THE CZECH REPUBLIC." In 7th Business & Management Conference, Budapest. International Institute of Social and Economic Sciences, 2018. http://dx.doi.org/10.20472/bmc.2018.007.002.

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Lebedeva, Lyudmila Gennadyevna. "MORAL ECONOMY IN THE DISCOURSE OF INTERESTS OF MODERN GENERATIONS OF RUSSIANS." In Russian science: actual researches and developments. Samara State University of Economics, 2020. http://dx.doi.org/10.46554/russian.science-2020.03-1-364/368.

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The analysis of the problem of "moral economy" in the discourse of interests of Russian generations is based on the materials of sociological surveys : "Fathers and children: conflict and cooperation, continuity of generations 2018" under the leadership of L.G. Lebedeva and "Youth of the Samara region 2018" under the leadership of V.B. Zvonovsky.

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Zheleva, Mariya, and Teodora Yovcheva. "CONFLICT OF RIGHTS IN WORKPLACE WITH REGARD TO THE OBSERVANCE OF INTERNATIONAL ANTI-DISCRIMINATION STANDARDS." In 4th International Scientific – Business Conference LIMEN 2018 – Leadership & Management: Integrated Politics of Research and Innovations. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/limen.2018.427.

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Erna Mulyana, Andi, and Muhammad Rido. "The Effect of Workplace Conflict and Stress on Employees Performance at a Freight Transport Company." In The International Conference on Applied Economics and Social Science. SCITEPRESS - Science and Technology Publications, 2021. http://dx.doi.org/10.5220/0010865400003255.

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Trindade, Graca, and Raul M. S. Laureano. "Profiling the Two Most Populous Generations of the PIIGS countries in the Workplace based in Online Consumption of Cultural Contents." In 2019 14th Iberian Conference on Information Systems and Technologies (CISTI). IEEE, 2019. http://dx.doi.org/10.23919/cisti.2019.8760841.

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Forgács-Fábián, Sára. "etention of Millennials in the Voluntary Sector: How Can Organizations Not Only Engage but Also Retain This Emerging Generation?" In New Horizons in Business and Management Studies. Conference Proceedings. Corvinus University of Budapest, 2021. http://dx.doi.org/10.14267/978-963-503-867-1_08.

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Why do emerging generations stay active in a voluntary organization? The number of volunteers is increasing in Hungary, one reason is the obligatory community service in secondary schools. There is an emerging generation who has experience in volunteering, however there is a little knowledge about why they sustain voluntary work. Although previous studies elaborate on the retention of volunteers from a general perspective, further research is needed in this specific area. This study aims to examine younger generations’ (Millennials, GenY) retention in nonprofit voluntary organizations by conducting a single case study at Amigos for Children Foundation, in Hungary. Adopting a grounded theory approach, the study aims to build theory on the topic by combining two streams of literature with primary data: sustained volunteerism and expectations of younger generations towards their workplace. Based on prior literature review and qualitative research, findings suggest that organizations should focus on two main areas to keep younger generations motivated. (1) Organizational factors in which volunteering happens are flexible framework for daily operations, flat organization, involvement in decision making and opportunity for shaping the organization. (2) What the volunteer gets in exchange for the prosocial activity: positive feedback, recognition, strong community, opportunity for social and professional development, autonomy, responsibility, mutual trust. An important finding of the study is that younger generations are conscious about the values and the organization itself they work or volunteer at. Further, one of the most important factors for them is the community they do prosocial activity with. Overall, the current study develops propositions on organizational factors to retain younger generations in voluntary organizations.

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Pintarič, Katja, Miha Marič, and Zvone Balantič. "Intergenerational Cooperation in the Work Environment." In Interdisciplinarity Counts. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.fov.3.2023.65.

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We often encounter employees of different generations in the work environment. Older employees want to stay in organizations, but there are more and more younger employees who want to enter the labour market. For different generations to work synergistically, it is necessary to establish intergenerational cooperation. This kind of cooperation enables the exchange of knowledge, the establishment of empathy at the workplace and directly affects the well-being and health of older employees. A condition for establishing intergenerational cooperation is awareness of its importance and what it can contribute to organizations. In our research on a sample of 121 people we analysed the responses regarding relations between younger and older employees in companies and prejudices of younger employees towards older employees. We also discuss on the topic of intergenerational cooperation and give our opinion and recommendations.

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Reports on the topic "Conflict of generations in the workplace"

Daniels, Rachel. Workplace Cognitive Failure as a Mediator between Work-Family Conflict and Safety Performance. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1673.

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programme, CLARISSA. Family Lack of Awareness and Conflict Leads to Abuse and Exploitation at the Workplace. Institute of Development Studies, June 2024. http://dx.doi.org/10.19088/clarissa.2024.031.

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The Adult Entertainment Sector (AES) is a relatively new and growing sector in Kathmandu, developing rapidly after international aid and trade relations led to the growth of a consumer economy and the development of a consumer culture. The AES employs women and girls in a context where alternative work opportunities are limited. The sector is included by CLARISSA as one of the worst forms of child labour (WFCL) due to the nature of forced labour, slavery, and commercial sexual exploitation of children inside the sector. During the CLARISSA life story analysis, many children from this area emphasised poor family relationships and the majority of children from this settlement are engaged in some sort of child labour. This is a report of the Action Research Group in this location, which covered two themes: (1) lack of awareness and family conflict leading to abuse and exploitation at the workplace, and (2) social norms around voices of children not being important in relation to family matters.

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Waller, Karin. Mediator Personality Type and Perceived Conflict Goals in Workplace Mediation: A Study of Shared Neutrals. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.2245.

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Van Dyck, Sarah. Horizontal Workplace Aggression and Coworker Social Support Related to Work-Family Conflict and Turnover Intentions. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.652.

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Semotiuk, Orest. RUSSIAN-UKRAINIAN MILITARY CONFLICT: TERMINOLOGICAL AND DISCURSIVE DIMENSIONS. Ivan Franko National University of Lviv, February 2022. http://dx.doi.org/10.30970/vjo.2022.51.11399.

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The paper is devoted to terminological, typological and discursive dimension of concepts describing modern conflicts. Historical development of concept “war” is retraced including four generations of warfare. Difficulties in establishing a methodological framework for analyzing the media coverage of military conflicts are analyzed and an interdisciplinary approach to the media coverage of military conflicts is proposed. This enables the integration of different theories - international relations, conflict studies, political communication and journalism. Two dimensions of the Russian-Ukrainian military conflict (physical and discursive) are desribed. In the physical dimension, the conflict is localized. The discursive dimension of the conflict is implemented at the global, interstate (Russian-Ukrainian) and local (intra-Ukrainian) levels. Discursive understanding of the Russian-Ukrainian military conflict was investigated on local level. The object of analysis was coverage of the conflict in 4 Ukrainian online news portals. The need of new methodological approaches to analysis of the relationship between the media and security issues is emphasized.

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Avdimetaj, Teuta. Interacting with Trauma: Considerations and Reflections from Research in Kosovo. RESOLVE Network, October 2022. http://dx.doi.org/10.37805/rve2022.2.

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This chapter explores the role of trauma in violent extremism research, offering insights on its effects on the research process, providing insights on the radicalization process of individual cases, and informing reintegration prospects of returning foreign fighters and their family members. The chapter focuses on war-related trauma as a widespread experience in post-conflict societies, which may persist years after the war ends, scarring societies in numerous ways for generations and potentially creating an ongoing cycle of violence. The chapter begins with a brief overview of the available literature on the link between trauma and radicalization while bringing attention to existing gaps within this field. It then continues with insights from field research in Kosovo on how trauma was expressed among the family members of foreign fighters, including women returnees from the conflict zones in Syria and Iraq, and provides insight into how the author approached the subject in her own research.

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Fernandez, Katya, and Cathleen Clerkin. The Stories We Tell: Why Cognitive Distortions Matter for Leaders. Center for Creative Leadership, June 2021. http://dx.doi.org/10.35613/ccl.2021.2045.

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"This study explored whether leaders’ thought patterns (specifically cognitive distortions) and emotion regulation strategies (specifically cognitive reappraisal, cognitive defusion, and expressive suppression) relate to their work experiences. Findings suggest that leaders’ cognitive distortions are related to their work experiences and that emotion regulation strategies can help leaders mitigate the effects of cognitive distortions. More specifically, the results of this study offer the following insights: • Leaders’ cognitive distortions related to all examined workplace topics (role ambiguity, role conflict, social support, perceived organizational support, job satisfaction, and burnout). • Leaders’ use of emotion regulation strategies (cognitive reappraisal and cognitive defusion) mitigated the impact their cognitive distortions had on burnout, specifically. • Attempting to suppress emotional responses was relatively ineffective compared to the other two emotion regulation strategies (cognitive reappraisal and cognitive defusion). These insights suggest that certain emotion regulation strategies may be helpful in ameliorating the deleterious effects of cognitive distortions on leaders’ burnout. The current paper provides an overview of the different cognitive distortions and emotion regulation strategies explored and includes advice on what leaders can do to more effectively notice and manage cognitive distortions that emerge during distressing situations. "

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Dunne-Moses, Abigail, Marcia Alesan Dawkins, Valerie Futch Ehrlich, Cathleen Clerkin, and Chelsea Crittle. REAL: CCL’s Research-Based Leadership Framework for Equity, Diversity, and Inclusion in Action. Center for Creative Leadership, November 2023. http://dx.doi.org/10.35613/ccl.2023.2056.

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Organizational cultures that emphasize fairness, connection and human-centeredness inspire more effective collaboration, are more economically efficient, and can manage conflict and crisis effectively.[i] Such cultures are also marked by less burnout and more engagement, retention, and satisfaction.[ii] These cultural values directly relate to promoting equity, diversity, and inclusion (EDI) in the workplace. Despite these well-known values, leaders do not always know how to talk about them or make them tangible and practical. REAL is a research informed framework crafted carefully to do exactly that: help leaders make culture change real to the people on their teams. REAL is a research informed framework crafted carefully to do exactly that: help leaders make culture change real to the people on their teams. REAL provides the necessary foundation to generate effective EDI solutions that capture real effects and challenges people face. The current paper describes the REAL framework, the research underpinning its core tenets, and insights for leaders committed to building more equitable, diverse, and inclusive organizational cultures. The elements of the framework are: Reveal relevant opportunities by exploring your organization as a complex system, identifying strategic actions for change, and being clear that goals may be hard to achieve. Elevate equity as foundational to diversity and inclusion efforts because it provides fair opportunities for all to reach full potential. Activate diversity strategically by embracing stakeholders’ vast reservoir of perspectives and experiences, ultimately enhancing innovation and decision-making. Lead inclusively by nurturing connection, vulnerability, courage and investment in initiatives to build respect a sense of significance for every stakeholder. [i] Alemany, L., & Vermeulen, F. (2023, July 1). Disability as a Source of Competitive Advantage. Harvard Business Review. https://hbr.org/2023/07/disability-as-a-source-of-competitive-advantage [ii] Stein, D., Hobson, N., Jachimowicz, J. M., & Whillans, A. (2021, October 13). How Companies Can Improve Employee Engagement Right Now. Harvard Business Review. https://hbr.org/2021/10/how-companies-can-improve-employee-engagement-right-now Citation Moses-Dunne, A., Dawkins, M. A., Ehrlich, V. F., Clerkin, C., & Crittle, C. (2023). The research foundations for REAL: A framework for leadership action in equity, diversity, & inclusion. Center for Creative Leadership. https://doi.org/10.35613/ccl.2023.2056

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THREE GENERATIONS OF YOUNG PROFESSIONALS RESHAPE THE WORKPLACE. IEDP Ideas for Leaders, March 2017. http://dx.doi.org/10.13007/646.

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Three Strategies for Resolving Workplace Conflict. IEDP Ideas for Leaders, December 2013. http://dx.doi.org/10.13007/284.

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