Abstract:
Today's workplace is inhabited by four distinctly different generations―Veterans, Baby
Boomers, Gen Xers and Nexters The blending of generations in the workplace has now
become a norm and a reality due to changes in lifestyle, technology, knowledge base,
and life expectancy. One positive outcome of this generational mixing is creativity.
However, generational blending can also cause tension in the workplace. The differing
outlook and experiences of generations can disrupt positive creative synergy, and
consequently lead to generational conflict. One type of organization that requires diversity of people and ideas is an
advertising agency. In addition to its diversified nature, communication and interaction in
advertising agencies are more intensive, and therefore can lead more possibly to
interpersonal conflicts. Thus, the primary goal of this study is to determine how
generational differences interplay with interpersonal conflict and management styles
used by employees of Market Connect Inc, a local small-scale advertising agency. The
Age Stratification Theory, Thomas' Process Model of Conflict, and Thomas-Kilmann
Conflict Management Styles provided the theoretical, conceptual, and operational
frameworks of the study. A descriptive-correlational research method was applied to explore the relations
of generations to interpersonal conflict and conflict management styles. Survey
questionnaires were given to the population of Market Connect Inc, and interview
questionnaires were handed out to selected employees belonging to each generation
present at the agency. The quantitative survey instruments' results were measured using
the sum and mode technique. Correlation between generations and conflict styles was
obtained through the ETA statistics, while the correlation. between age and conflict styles was obtained through Pearson correlation. Answers to the qualitative interview
questionnaire were studied and were used to answer the study's subproblems.
Results revealed that generational difference is not a contributing factor to
interpersonal conflict. Personality and attitude difference, rather, were factors to
interpersonal conflict in Market Connect Inc. Though the study showed that each
generation has a dominant style of managing conflict, generation has a minimal effect
and/or relation to conflict management style. Age, rather, showed to have a more
reliable and positive correlation with conflict management styles.
The results of this study illustrate that generational differences are not necessary
factors to interpersonal conflict, and minimally affects the style of conflict management
used by an individual. Age, regardless of which generational group it falls under,
however, showed to have a more reliable positive correlation to conflict management
styles.
