Conflict and Diversity Associated with Four Generations in the Workforce

Conflict and Diversity Associated With Four Generations in the Workforce by Rodney S. Milligan MBA, Strayer University, 2010 BS, Claflin University, 1981 Doctoral Study Submitted in Partial Fulfilment Of the Requirements for the Degree of Doctor of Business Administration Walden University April 2016 Abstract 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.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. Dedication My doctoral study is dedicated to my late mother, Florence Bland Milligan, a lifelong educator, (1934-1992). Thank you for teaching me all the tough lessons, and for believing in me. I will always love and cherish you. I also dedicate this study to my late wife Constance W. Milligan, (1957-2005). Acknowledgments I give thanks to God for His grace and blessings in my completing this final degree. I am especially thankful to my life partner, Gudrun Ortiz, who has remained by my side and encouraged me with her unconditional love and patience throughout this process. Thanks to my children and grandchildren. Special thanks go to my committee chair, Dr. Rocky Dwyer, for providing exceptional support and direction during the doctoral study project process. My sincere thanks go to my committee members, Dr. Robert Miller and Dr. Diane Dusick, for their diligence in helping me develop my study and for ensuring that it fulfills the requirements and academic standards of Walden University. Thanks to Dr. Freda Turner for leading an outstanding Doctorate of Business Administration program at Walden University. I thank all the retail grocery managers and supervisors in Hampton Roads, Virginia who participated in the research portion of this study. I appreciate your patience, understanding and support.