7.2 The Lesson: Generational and Cultural Dimensions

In Chapter 6, we studied the strengths needed for a Human Resources professional to solve problems effectively and resolve conflict at work. In Chapter 7, we will focus on the impact of generational and cultural dimensions in the workplace.

Generational Dimensions

Most workplaces consist of employees from more than one generation. As a Human Resources professional, you will notice that a workplace conflict will arise between employees of differing generations from time to time. Is the difference in their age the reason for this workplace conflict? Sometimes, the answer to this question is yes. Not every generation sees things the same way. Some employees in your workplace didn’t grow up with technology. These same individuals might be working on a project with individuals who have used technology their entire lives. As you read about the five generations outlined below, reflect on how each generation might approach meetings, project work, communication, and technology.

Think about your most recent family gathering. Were your grandparents there? Maybe your parents, nieces, or uncles? What did conversations around the dinner table sound like? Sometimes, family reunions are accompanied by a lot of drama and differing opinions. While some differences may be caused by opposing beliefs, other differences may be something a little less obvious. Generational differences can include lifestyle differences, motivational differences, etc. Although you may view these differences as quirky things your Aunt Aesha or Grandma Bimala say or do, there may actually be reasons they act a certain way. Understanding generational differences may help to shed some light on why your family acts the way they do. More importantly, learning about generational differences may provide helpful insight into how your coworkers operate. This can be extremely beneficial in creating healthy working relationships and developing a stronger team.

There are three generations who are primarily active in today’s workforce: Baby Boomers, Generation X, and Generation Y—with Generation Z just beginning to enter the workforce. Let’s break down each one and examine some similarities and differences! Keep in mind that these are generalizations, and there are exceptions for each generation.

• Baby Boomers: born between 1946 and 1964. Baby Boomers have been working the longest and have extensive knowledge and experience. They want and oftentimes expect others to value their input and opinions. Baby Boomers believe that hard work equates to long hours and that integrity in the workforce should be a top priority. They are known to “live to work” and place extreme value on career advancement and promotion. They enjoy working in a team environment and are said to have created a meeting culture.
• Generation X: born between 1965 and 1981. Generation X has been through a roller-coaster of economic events. Downturns and upswings have impacted their career choices, career successes, and career futures. Unlike the Baby Boomers, Generation X has a more “work to live” mentality and values their life outside of the workplace. While they have a good work ethic, their work-life balance is of the highest importance to them.
• Generation Y: born between 1982 and 1997. Generation Y, also known as Millennials, are the youngest members of the current workforce. Generation Y typically grew up with two working parents and a to-do list constantly on display throughout their childhood. Because of this, Generation Y has the ability to multitask and also values work-life balance. However, differently from Generation X, Generation Y believes they need to accomplish things on their to-do list in order to enjoy their free time. Therefore, Generation Y tends to be very goal-oriented and efficient.
• Generation Z: born between 1997 and 2009. Generation Z has never known a world before technology. They have grown up in an “always on” world where technology is readily available and used on a regular basis. Technology has been utilized as a babysitter by many parents of this generation, and it is also present in the classroom. This constant access to technology makes Generation Z extremely tech savvy but has also changed behaviour and lifestyle. Whether or not these behavioural and lifestyle changes will carry on into their adulthood is yet to be determined. Generation Z is starting to enter the workforce, with the oldest members turning 23 years old in 2020.
• Generation Alpha: born between 2010 and 2024. In the article “ ‘Bye-bye baby’ (boomers) and hello Generation Alpha” by Gearalt Fahy (2024), Generation Alpha is described as independent, tech-savvy individuals who are willing to work remotely, partially because of their educational experience during the pandemic. Generation Alpha has global awareness and is a climate advocate. Regarding workplace expectations, Generation Alpha is passionate about representation and inclusivity, as they appreciate and accept differing perspectives. Finally, Generation Alpha value a business that demonstrates sincerity as they value authenticity (Fahy, 2024).
• Generation Beta: born between 2025 and 2039. According to the article “What to Expect from Generation Beta: Personalities Built for a Changing World” by Celina Lozano (2025), Generation Beta is likely to demonstrate empathy when they are solving problems as the world they live in emphasizes the importance of social responsibility and mental health. Generation Beta will most likely be hyper-adaptive as they are growing up in a world that is ever-changing due to AI. Generation Beta is likely to demonstrate a deep level of curiosity and ask the question “why” as they are used to having answers available to them due to their use of technology (Lozano, 2025).

It is important to note that date ranges associated with the various “Generations” may vary depending on which resource you are accessing.

Chapter 7 Exercise 1

Identify the number of generations in your place of work or in your classroom. Do these generations interact with one another? Do you see any difference in the way these generations utilize technology? Explain.

 

Cultural Dimensions

Similar to our earlier look at generations dimensions, Human Resources professionals need to be aware of the ways in which cultural dimensions influence an employee’s approach to work and their interactions with one another. As you read about the dimensions of culture, pay particular attention to the varying ways individuals view time, space, goals and achievements.

Culture affects the workplace because it affects what we do and how we behave. Cultural variations influence our values, which in turn affect attitudes and, ultimately, behaviours. For instance, a culture that is characterized by hard work would exhibit a value or ethic of hard work. This work ethic would be reflected in positive attitudes toward work and the workplace; people would feel that hard work is satisfying and beneficial—they might feel committed to their employer, and they might feel shame if they do not work long hours. This, in turn, would lead to actual high levels of work. This behaviour, then, would serve to reinforce the culture and its value, and so on.

Dimensions of Culture

There are several ways to distinguish different cultures from one another. Kluckhohn and Strodtbeck (1961) have identified six dimensions that are helpful in understanding such differences. These are as follows:

1. How people view humanity. Are people basically good, or are they evil? Can most people be trusted or not? Are most people honest? What is the true nature of humankind?
2. How people see nature. What is the proper relationship between people and the environment? Should people be in harmony with nature, or should they attempt to control or harness nature?
3. How people approach interpersonal relationships. Should one stress individualism or membership in a group? Is the person more or less important than the group? What is the “pecking order” in a society? Is it based on seniority or on wealth and power?
4. How people view activity and achievement. Which is a more worthy goal: activity (getting somewhere) or simply being (staying where one is)?
5. How people view time. Should one focus on the past, the present, or the future? Some cultures are said to be living in the past, whereas others are looking to the future.
6. How people view space. How should physical space be used in our lives? Should we live communally or separately? Should important people be physically separated from others? Should important meetings be held privately or in public?

Chapter 7 Exercise 2

To minimize workplace conflict, discuss how a Human Resources professional might help individuals of differing cultural backgrounds to better understand one another and to help employees respect and value the differences each culture brings to the workplace.

“Workforce Generations” from Organizational Behavior and Human Relations by Freedom Learning Group is licensed under a CC BY 4.0, except where otherwise noted.

“2.7 Cultural Differences” from Organizational Behavior by OpenStax – Rice University is licensed under a Creative Commons Attribution 4.0 International License, except where otherwise noted.