Generational Differences in the Workforce Within Generational Systems Theory

Introduction

The demographic structure of the business world has been changed notably. People from many generations work in today’s economic sector. Each generation has its own set of values, and it is stated that the attitudes of these generations towards labour and organization are not the same. On the one hand, it is declared that the interaction between generations with different experiences and perspectives can increase creativity and innovation (Woodward et al., 2015; Ince, 2021), on the other hand, it is claimed that if the differences between generations are not into taken account, negative organizational consequences such as conflict, misunderstanding, decreased productivity, and less organizational citizenship behaviour may be encountered (Becton et al., 2014; Kupperschmidt, 2006; Smola and Sutton, 2002). When evaluated in this context, it is stated that effective management of generations is possible by designing human resources management practices and strategies that are suitable for the expectations and tendencies of each generation (Parry and Urwin, 2011; Cogin, 2012; Ince, 2022).

On the other hand, the generational approach is a popular subject (Giancola, 2006), the claims that generations are different are based on anecdotes (Sullivan et al., 2009), empirical studies are limited and consistent results cannot be obtained in these studies (Benson and Brown, 2011), it is also claimed that national culture is effective in determining the perspectives of the people (Posthuma and Campion, 2009), there is little consensus about the nature and scope of intergenerational differences (Urick et al., 2016), and therefore intergenerational differences are exaggerated (Costanza et al., 2012). For example, it is stated that 60% of the employees experience tension between generations, and that 70% of the older employees underestimate the talents of the younger employees (Acılıoğlu, 2015:23). Woodward et al. (2015) examined 50 empirical studies with the systematic review technique; 17 studies (34%) found clear generational differences; 31 studies (62%) found mixed results indicating both generational differences as well as similarities; and only 2 studies (4%) did not find any evidence of generational differences. Smola and Sutton (2002) reported that Baby Boomer Generation has a higher organizational commitment level compared to Generation X; Lub et al. (2012) determined that the level of commitment of Generation Y is lower than Generation X; Costanza et al. (2012), on the other hand, could not find a difference between generations in this respect as a result of their meta-analysis. Likewise, it is stated that there is no difference between the Baby Boomer Generation, the X and Y Generations, between job satisfaction, organizational commitment, empowerment, stress, trust in management, and work-life balance (Reisenwitz and Iyer, 2009). Cennamo and Gardner (2008) also did not find significant differences in job satisfaction among Baby Boomers, Generation X, and Generation Y. In a study conducted in Turkey, it was determined that there was no difference between generations in terms of job satisfaction and organizational citizenship behavior (Gürbüz, 2015).