Work style, communication, and the management of intergenerational conflict in Selangor state-owned organisation

Abstract

The growing age diversity in Malaysian workplaces presents both opportunities and challenges for organisations. While this diversity can enhance innovation and knowledge exchange, it also creates the potential for intergenerational conflict arising from differing values, work styles, communication preferences, and attitudes toward technology. This study investigates the sources and causes of intergenerational conflict in a Selangor state-owned organisation and examines how variations in work and communication style contribute to generational tensions. Using a qualitative case study approach, semi-structured and in-depth face-to-face interviews were conducted with nine employees from different generational cohorts and organisational levels. The findings reveal that intergenerational conflict primarily emerges from mismatched work styles particularly differing expectations about pace, structure, and autonomy as well as contrasting communication preferences between digitally oriented younger staff and senior employees who favour formal and face-to-face interaction. The study further shows that leadership practices and organisational culture significantly shape whether these differences escalate into conflict or become opportunities for learning and collaboration. The research provides practical insights for organisational leaders and policymakers to address generational conflict, promote inclusive workplace strategies, and leverage the strengths of a multigenerational workforce.