Intergenerational Management: Characteristics of Generations Y, X, and Z
- partedu
- Jul 22
- 5 min read
Each generation feels that it is, in some way, unique from the generation of its parents. Every generation claims that it does things differently. The challenge today is that these generational differences in the workplace can lead to negative consequences—such as confusion, frustration, and employee turnover—if they are not recognized and addressed. Meanwhile, most managers aim to create a positive work environment where employees can collaborate productively and respectfully. There are many ways to achieve this, and one of the most effective is understanding the different generations, their impact on the workplace, and showing respect for their contributions.
The first step in understanding generational issues and conflicts is to take a closer look at the actual concept of “generation.” Researchers define the timeframes that mark the beginning and end of a generation, but these timeframes can vary between different studies.
Scholars define a generation as a group of individuals born within a specific range of years who share common attitudes and values shaped by their cultural and social environment, as well as by significant events that occurred during their formative years. Just as these events, icons, and circumstances shape a nation’s identity and worldview, each generation forms its own culture. Other key factors influencing generational differences include generational peer-group guidance and what are referred to as “rules for living.”
According to the generational categories provided by researchers in this field, eight distinct generations can be identified:
Generation X refers to individuals born between 1975 and 1987 (1354 to 1366 in the Iranian calendar). In Iran, this generation typically has 10 to 20 years of work experience. They have gained solid professional experience and place high value on their efficiency and competence. They are committed to applying the skills they’ve acquired within the organization and have already dedicated part of their energy to their workplace—yet still have plenty of drive to continue contributing.
Compared to the younger generations (Generations Y, Z, and Alpha), they are generally more satisfied with their income and combine the skills of the next generation with the experience of the previous one. They believe in meritocracy and are not strictly bound by job descriptions.
Research shows that the personality of Generation X was shaped by the values dominant in Iranian society during the early years of the revolution and the Iran-Iraq war. Their expectations are usually reasonable and logical, but at times, in pursuit of career advancement, they may speak negatively about their colleagues.
The personality of Generation Y is pragmatic, and its members are generally economically minded. Their character has been influenced by satellite TV and global media, and in some cases, they may resist change. They tend to be punctual and moderate, although they sometimes become upset or angry quicker than expected. On the other hand, Generation Y was also influenced by the values and mindsets of the wartime era, which has shaped them into patient individuals.
Generation Z, also known as the Net Generation, Network Generation, or the Internet Generation, refers to people born from the early 2000s (around 1999/1378) onward and are clearly distinct from the previous Generation Y. Generation Z is also sometimes called the Pluralist Generation.
Most members of Generation Z are children of Generation X, though some may have parents from the youngest Baby Boomers or the oldest members of Generation Y. This generation will use digital communication and media for their entire lives. From birth, they have been surrounded by advanced technologies such as the World Wide Web, social networks, instant messaging, SMS services, MP3 players, mobile phones, and YouTube. For this reason, they are often referred to as “digital citizens.”
Members of Generation Z are active and savvy consumers, with significant influence over their parents’ purchasing decisions. They are highly socially connected, possess a strong social conscience, and have a solid work ethic. They have grown up in a world where there is broad gender equality both at work and at home.
Generation Z in Iran refers to individuals born in the 1990s, specifically after the year 1988 (1367 in the Iranian calendar).They generally have less than 10 years of work experience. This generation enters the workforce with specialized knowledge and has undergone professional and general selection processes such as exams and interviews. Generation Z has encountered a great deal of unrestrained change across all areas and has not yet gained sufficient experience for their professional activities. Other work-related characteristics of this generation include being specialized, welcoming performance-based compensation, and preferring legal rather than personal approaches to resolving issues. This generation has its own unique communication style and even a distinct dress code. Personality-wise, they tend to be more flexible and relatively materialistic. They are highly skilled in communication, yet often impatient and demanding.
To motivate Generation X, monetary rewards and salary increases are effective. Public recognition also boosts their morale and enhances their performance. Non-monetary rewards can have a spiritual dimension for this generation, creating intrinsic motivation — for example, travel to religious pilgrimage sites can be an effective motivator.
Generation Y is named after the English word “Young.” It is also known as the “Millennial Generation.” In the United States, the percentage of religiously affiliated individuals among Generation Y is significantly lower than in previous generations. Unlike earlier generations, Generation Y is highly dependent on digital technology. Among the four main generations, Generation Y is the most racially and ethnically diverse, which makes them value diversity and change. Like the Boomers, they are highly driven toward success, often measuring it by the meaningfulness of their work. Research indicates that Generation Y places greater importance on enjoyment and entertainment compared to other generations, and they tend to work more than Generation X.
In the workplace, Generation Y is motivated by both career advancement and financial rewards. Due to their strong family orientation, they are sensitive to welfare programs, including healthcare, insurance, retirement, and other benefits. Employees in this generation seek to expand their scope of authority, and a combination of material and non-material rewards serves as a strong motivator. Technically, Generation Y is skilled and, due to their moderate experience, they tend to show better technical performance. Because of their responsibilities, they are usually better informed and more up-to-date than Generation X.
Motivation in Generation Z mostly comes in the form of monetary rewards. Due to their strong desire for power, granting them more authority also enhances their performance. They prefer respectful behavior from their organizations and colleagues and expect safety, entertainment, and well-being programs. Technically, Generation Z demonstrates remarkable talent and intelligence in using electronic and communication devices. Being technology-oriented, they use office software and internal internet systems in a practical manner. Furthermore, due to their high connectivity, they are a great source of the most up-to-date information.
Weaknesses of Each Generation:
Weaknesses of Generation X:
Dislike for harsh working conditions
Lack of long-term vision
Prone to sudden career changes
Often impatient, skeptical, and resistant to regulations
Weaknesses of Generation Y:
Lack of discipline
Need for constant supervision
Impatience
Want tasks to be completed quickly and flawlessly
Weaknesses of Generation Z:
Hurry to complete tasks quickly
Crave variety and avoid repetitive work
Due to family support, they have faced fewer hardships
Highly ambitious and adventurous
Show many disciplinary issues due to a desire for comfort
Seek power and exploration opportunities
Source:Heydari, Nahid & Faghihipour, Javad (2020). Organizational Intergenerational Management, in collaboration with the Iranian Management Association and the Union of Scientific, Technological, Innovation, and Commercialization Societies. Tehran: Darolfonoon Publishing, First Edition.
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