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  • 2 - Inappropriate Inferences from Generational Research

  • from Part I - Introduction to the Changing Nature of Work
  • Edited by Brian J. Hoffman, University of Georgia, Mindy K. Shoss, University of Central Florida, Lauren A. Wegman, University of Georgia
  • Book:
    The Cambridge Handbook of the Changing Nature of Work
    Published online:
    02 April 2020
    Print publication:
    23 April 2020, pp 20-41

  • Summary

    While theoretical, analytical, and methodological issues surrounding research on generations and generational differences at work have been thoroughly discussed, one topic that has received far less attention is the extent to which the inferences suggested by this research are appropriate. Therefore, the purpose of this effort is to review the recent-generations literature, identify the commonly represented inferences, and offer a critical review of the appropriateness of each. A qualitative review of the last ten years of published research found four main inferences: (1) organizations should adopt customized HR policies, (2) intergenerational conflict is inevitable, (3) generations should be led differently, and (4) the benefits of capitalizing on generational strengths. These inferences are critiqued using several different lenses including legal, methodological, practice, and theoretical. Our conclusion is that these inferences are not supported by the literature and that organizations should instead focus on broader work and workplace trends.