Leading a Multigenerational Workforce: Managing Differences in Values, Expectations, and Work Styles
DOI:
https://doi.org/10.65339/ijsis.V1.I3.197Keywords:
Age-Inclusive Leadership, Employee Expectations, Intergenerational Collaboration, Multigenerational Workforce, Organizational Sustainability, Work Styles, Work ValuesAbstract
This study examined the management of a multigenerational workforce, focusing on differences in employee values, expectations, and work styles within educational institutions in Cebu, Philippines. Anchored in Social Identity and Social Categorization Theory, Social Exchange Theory, and a life-span perspective, the study adopted a quantitative, cross-sectional descriptive-comparative design with an exploratory correlational component. A structured questionnaire was developed for faculty members, administrators, and non-teaching employees of Indiana Aerospace University and Rizwood College, Inc. (Liloan Campus). The illustrative analysis utilized a synthetic dataset representing 60 hypothetical respondents, equally distributed between the two institutions. The results indicated favorable assessments of work values (M = 4.13), employee expectations (M = 3.91), work styles (M = 3.97), leadership practices (M = 3.88), and intergenerational collaboration (M = 4.06), alongside moderate workplace challenges (M = 3.06). Leadership practices demonstrated a positive association with intergenerational collaboration (ρ = 0.440, p < .001), while technological familiarity, feedback preferences, and communication differences emerged as potential management concerns. These findings highlighted the relevance of inclusive leadership, equitable treatment, professional development, and constructive communication in promoting workplace cooperation. The study recommended strengthening intergenerational mentoring, reciprocal knowledge sharing, employee recognition, and age-inclusive human resource practices. Its objectives aligned primarily with Sustainable Development Goal 8 (Decent Work and Economic Growth) and SDG 10 (Reduced Inequalities) by promoting equitable workplace participation and inclusive employment practices. The research framework contributes to institutional, social, and socioeconomic sustainability by supporting adaptable leadership and sustainable human resource management. However, the simulated findings require validation through actual employee responses before empirical conclusions can be established.
References
Agustin, N., Garcia, R. C., Espino, B. C. R., & Rayos, R. A. U. (2023). Generational diversity at government workforce: An assessment towards job involvement and organizational commitment. Journal of Multidisciplinary Cases, 3(3), 1–10. https://doi.org/10.55529/jmc.33.1.10 DOI: https://doi.org/10.55529/jmc.33.1.10
Ali, M., Baker, M., Grabarski, M. K., & Islam, R. (2025). A study of inclusive supervisory behaviors, workplace social inclusion and turnover intention in the context of employee age. Employee Relations: The International Journal, 47(9), 1–23. https://doi.org/10.1108/ER-04-2024-0252 DOI: https://doi.org/10.1108/ER-04-2024-0252
Ayo, E. B., Sumande, C. T., Tamayo, J. D., Isip, M. L. G., & Wibowo M. S., A. D. (2025). Measuring organizational commitment of Boomers, Gen X, Gen Y, and Gen Z: Basis for engagement and retention policies. International Journal of Multidisciplinary: Applied Business and Education Research, 6(7), 3582–3597. https://doi.org/10.11594/ijmaber.06.07.27 DOI: https://doi.org/10.11594/ijmaber.06.07.27
De Saint Priest, O., Krings, F., & Toma, C. (2024). Too old to be included: Age diversity statements foster diversity yet fall short on inclusion. Frontiers in Psychology, 15, Article 1303224. https://doi.org/10.3389/fpsyg.2024.1303224 DOI: https://doi.org/10.3389/fpsyg.2024.1303224
Deloitte. (2025). 2025 Gen Z and millennial survey: Gen Zs and millennials at work—Pursuing a balance of money, meaning, and well-being. https://www.deloitte.com/us/en/insights/topics/talent/2025-gen-z-millennial-survey.html
Drury, L., & Fasbender, U. (2024). Fostering intergenerational harmony: Can good quality contact between older and younger employees reduce workplace conflict? Journal of Occupational and Organizational Psychology, 97(4), 1789–1812. https://doi.org/10.1111/joop.12539 DOI: https://doi.org/10.1111/joop.12539
Fasbender, U., & Gerpott, F. H. (2022). Why do or don't older employees seek knowledge from younger colleagues? A relation–opportunity model to explain how age-inclusive human resources practices foster older employees' knowledge seeking from younger colleagues. Applied Psychology, 71(4), 1385–1406. https://doi.org/10.1111/apps.12362 DOI: https://doi.org/10.1111/apps.12362
Gallup. (2026). State of the global workplace 2026: Global data summary. https://www.gallup.com/workplace/697904/state-of-the-global-workplace-global-data.aspx
International Labour Organization. (2025, July 11). Core skills in the age of artificial intelligence. https://www.ilo.org/resource/other/core-skills-age-artificial-intelligence
Jobstreet by SEEK. (2026). Jobstreet by SEEK reveals 80% of Filipinos feel fairly paid, but only 59% are happy with their salary. https://ph.jobstreet.com/about/news/article/ph-salary-pulse-report-2026
Lagmay, M. P., & Florendo, H. B. (2025). Generational differences in work values between Gen X and Y public school teachers. Journal of Interdisciplinary Perspectives, 3(8), 48–55. https://doi.org/10.69569/jip.2025.412 DOI: https://doi.org/10.69569/jip.2025.412
LinkedIn Learning. (2025). 2025 workplace learning report: The rise of career champions. https://learning.linkedin.com/resources/workplace-learning-report
Microsoft. (2025, April 24). Microsoft's 2025 Work Trend Index spotlights rise of “Frontier Firms” as AI reshapes work. https://news.microsoft.com/source/asia/2025/04/24/microsofts-2025-work-trend-index-spotlights-rise-of-frontier-firms-as-ai-reshapes-work/
Organisation for Economic Co-operation and Development. (2025). OECD employment outlook 2025: Can we get through the demographic crunch? OECD Publishing. https://doi.org/10.1787/194a947b-en
Peng, X., Tian, X., Peng, X., & Xie, J. (2024). Age-inclusive HR practices and older workers' voice behavior: The role of job crafting toward strengths and negative age-based metastereotypes. Personnel Review, 53(9), 2273–2292. https://doi.org/10.1108/PR-11-2022-0752 DOI: https://doi.org/10.1108/PR-11-2022-0752
Philippine Statistics Authority. (2026, October 7). Unemployment rate declined to 5.3 percent in August 2026 (Reference No. 2026-325). https://psa.gov.ph/statistics/labor-force-survey/press-release/node/1684084287
PwC. (2025). Global workforce hopes and fears survey 2025: Rewiring the future of work. https://www.pwc.com/gx/en/issues/workforce/hopes-and-fears.html
Ravid, D. M., Costanza, D. P., & Romero, M. R. (2025). Generational differences at work? A meta-analysis and qualitative investigation. Journal of Organizational Behavior, 46(1), 43–65. https://doi.org/10.1002/job.2827 DOI: https://doi.org/10.1002/job.2827
Stiglbauer, B., Penz, M., & Batinic, B. (2022). Work values across generations: Development of the New Work Values Scale (NWVS) and examination of generational differences. Frontiers in Psychology, 13, Article 1028072. https://doi.org/10.3389/fpsyg.2022.1028072 DOI: https://doi.org/10.3389/fpsyg.2022.1028072
Teo, S. T. T., Bentley, T. A., Nguyen, D., Blackwood, K., & Catley, B. (2022). Inclusive leadership, matured age HRM practices and older worker wellbeing. Asia Pacific Journal of Human Resources, 60(2), 323–341. https://doi.org/10.1111/1744-7941.12304 DOI: https://doi.org/10.1111/1744-7941.12304
UNESCO, & International Task Force on Teachers for Education 2030. (2024). Global report on teachers: Addressing teacher shortages and transforming the profession. UNESCO. https://doi.org/10.18356/9789231006555
United Nations Department of Economic and Social Affairs. (2025). The Sustainable Development Goals report 2025. https://unstats.un.org/sdgs/report/2025/
World Economic Forum. (2025). The future of jobs report 2025. https://www.weforum.org/publications/the-future-of-jobs-report-2025/
World Health Organization. (2026, September 15). Mental health at work. https://www.who.int/news-room/fact-sheets/detail/mental-health-at-work
Zellman, E., Andrei, D., & Parker, S. K. (2026). Leadership, follower age, and age-diversity: A systematic review and future directions. Work, Aging and Retirement, 12(3), 222–247. https://doi.org/10.1093/workar/waaf014 DOI: https://doi.org/10.1093/workar/waaf014
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Aldin J. Potot, CMP, Dr. Jason D. Baguio (Author)
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal the right of first publication. All articles are published under the Creative Commons Attribution 4.0 International (CC BY 4.0) License. This license permits use, sharing, adaptation, distribution, and reproduction in any medium or format, including for commercial purposes, provided that appropriate credit is given to the original author(s) and the journal, a link to the license is provided, and any changes made are indicated.
