.bodytext {float: left; } .floatimg-left-hort { float:left; margin-top:10px; margin-right: 10px; width:300px; clear:left;} .floatimg-left-caption-hort { float:left; margin-bottom:10px; width:300px; margin-right:10px; clear:left;} .floatimg-left-vert { float:left; margin-top:10px; margin-right:15px; width:200px;} .floatimg-left-caption-vert { float:left; margin-right:10px; margin-bottom:10px; font-size: 10px; width:200px;} .floatimg-right-hort { float:right; margin-top:10px; margin-left:10px; margin-bottom:10px; width: 300px;} .floatimg-right-caption-hort { float:left; margin-right:10px; margin-bottom:10px; width: 300px; font-size: 10px; } .floatimg-right-vert { float:right; margin-top:10px; margin-left:10px; margin-bottom:10px; width: 200px;} .floatimg-right-caption-vert { float:left; margin-right:10px; margin-bottom:10px; width: 200px; font-size: 10px; } .floatimgright-sidebar { float:right; margin-top:10px; margin-left:10px; margin-bottom:10px; width: 200px; border-top-style: double; border-top-color: black; border-bottom-style: double; border-bottom-color: black;} .floatimgright-sidebar p { line-height: 115%; text-indent: 10px; } .floatimgright-sidebar h4 { font-variant:small-caps; } .pullquote { float:right; margin-top:10px; margin-left:10px; margin-bottom:10px; width: 150px; background: url(http://www.dmbusinessdaily.com/DAILY/editorial/extras/closequote.gif) no-repeat bottom right !important ; line-height: 150%; font-size: 125%; border-top: 1px solid; border-bottom: 1px solid;} .floatvidleft { float:left; margin-bottom:10px; width:325px; margin-right:10px; clear:left;} .floatvidright { float:right; margin-bottom:10px; width:325px; margin-right:10px; clear:left;} Most work environments have included discussions of ethnic and gender diversity and the significance of making the workplace comfortable for all. Much less attention is given to the fact that workplaces also contain considerable generational diversity.

As a university administrator for the past 13 years, I’ve observed many employee conflicts resulting from different generational values regarding work ethic, expectations and the balance between one’s professional and personal lives. I’ve come to understand that differences between generations require their own unique management approach.

All individuals experience their lives in accordance with the era in which they are raised, and these events shape who they are as working adults. For example, my oldest faculty member, born in 1935, spent his childhood troubled about World War II, then euphoric about its outcome. He married young and had a wife who stayed home to care for the children. This “WWII” generation is a loyal group, likely to remain with a company for a lifetime. They respect the workplace hierarchy, are always in their offices from 9 to 5, and find reward in being recognized by the institutional president for good work.

The Baby Boomers, born between 1946 and 1964, experienced a strong home environment in their early years, but they soon learned to be competitive both in school and in the work force. There were just so many of them. They spent their young adult years in a world where blind acceptance of leadership was continually questioned and leaders were assassinated. Furthermore, they found that with their large numbers they really could change the world. These workers continue to be competitive but without their predecessors’ reverence toward authority.

An individual born in 1965 grew up in a home of rising egalitarianism. These “Gen-Xers” had mothers who were more apt to work, had fewer siblings and became the first latchkey generation. A generation raised with television and expected to entertain themselves, they watched “Sesame Street” and the Watergate hearings. They were young and ready when the personal computer was introduced. This generation wants independence in the workplace. They understand their jobs might not last and are motivated to build their resumes.

“Generation Y” or “Millennials” were born after 1980 into an increasingly technological world. This group includes my youngest faculty member, the son of Baby Boomers who are as competitive as parents as they were as young adults. They provided every opportunity they could, and his childhood was spent multitasking school, sports and community activities. As an adult, he wants to participate in everything at work and at home. Rewards that enhance his personal life are highly valued.

Of course, not all individuals in a given age cohort are similar, but acknowledging that they may have different expectations and values can be an important first step toward developing a workplace that promotes success for and limits conflicts between its employees.

Julia Wallace is a professor and dean of the College of Social and Behavioral Sciences at the University of Northern Iowa.