Over time, the multi-generational workforce will influence the organizational work ethic, perceptions
of organizational hierarchy, work relationships and ways of managing change. The literature suggests that as a result of differing experiences and perspectives, strongly held attitudes and diverse motivators, there will be an impact on two specific areas of human resource policy and employee development: retention and motivation.

To successfully retain and leverage talent of all generations, the following studies represent the growing foundation of evidence to make changes in company culture, HR policies, benefits and programs.
No matter which generation, the work environment tends to either attract or repel individuals. An exploratory study examined dimensions of employee fit with work environments and the impact of employee job satisfaction and turnover intention among different generations. The findings suggest that employees in the Baby Boom generation value work relationships as a contributor to employee satisfaction, whereas
for Generations X and Y, the work environment fit (potential for career growth, decision-making opportunities, autonomy and job challenge)
is a primary retention factor.

Work/life balance is a key commonality among the four generations. A recent study that explored generational effects on work-family conflict in the United States suggests that changes reflect family and career stage differences. For example, “family interfering with work” has changed over time for Generation X and Baby Boomers but stayed at the same level for Matures, perhaps due to having fewer family demands (empty-nest family stage). Generation X and Baby Boomers value work/ life balance, growth opportunities and positive work relationships. The implication is that managers and HR professionals will want to consider generational differences
in work/life