Characteristics of Intergenerational Dynamics in Workforces: Insights from the Russian Context

Introduction: For the first time in modern organizations, representatives of six generations coexist, each with unique expectations and needs. This presents new challenges for management, requiring the adaptation of strategies to the diverse characteristics of these generations.

Purpose: To evaluate the feasibility of implementing Pearce's six-generation interaction model (2020) in Russian organizations, considering generational differences and the specifics of the cultural context.

Materials and Methods: The study was conducted using a survey method among employees of Russian organizations from various generations. The sample included representatives of the Silent Generation, Baby Boomers, Generations X, Y, Z, and Alpha. The analysis covered 250 questionnaires, with data categorized into key topics: cultural characteristics, management strategies, and workplace expectations. Descriptive statistics and content analysis methods were employed for data analysis.

Results: The study confirmed significant differences in expectations and preferences among generations. The Silent Generation and Baby Boomers value stability and mentorship. Generation X prioritizes structured management and long-term prospects. Millennials (Generation Y) focus on career growth and work-life balance, while Generation Z highlights digital technologies and inclusivity as key aspects of the professional environment. Generation Alpha demonstrates readiness for learning and experimentation, focusing on creativity and technology.

Conclusion: Pearce's model (2020) provides effective tools for managing multigenerational teams, but its successful implementation requires consideration of local cultural and organizational specifics. The application of hybrid approaches, combining traditional and innovative strategies, can foster a harmonious work environment and intergenerational collaboration.

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