Generational differences in the perception of the meaning and value of work: an attempt at explanation using Strauss-Howe generational theory

Purpose: What is the meaning and value of human work? This article attempts to answer this question from the perspective of different generations: employees representing Generation X and Y (Nomads and Heroes) and primary school students, representing late Z and Alpha generations (Artists and Prophets). The research problem addressed in this article is the perception of the meaning and value of work. The aim is to compare this between young and adult individuals (static dimension of the research) and to attempt to understand and explain the different ways of perceiving the meaning and value of work (dynamic dimension of the research). Design/methodology/approach: Differences in the perception of the meaning and value of work between generations are explained using the Strauss-Howe generational theory, which introduces a dynamic perspective for understanding generational differences. The research material for the analysis was collected through surveys conducted between 2019 and 2022, as part of the NCN project no. 2013/09/D/HS4/02701. Methodological triangulation was applied in the data analysis process: quantitative analysis showing differences between generations and qualitative analysis explaining these differences. Findings: The constructs of work perception among young people and adults are based on different value systems. Adults more frequently use an ‘outward’ narrative to describe the meaning and value of work (what their work gives to the world), whereas young people use an ‘inward’ narrative (what work gives to them). Research limitations/implications: The main limitation lies in the assumptions adopted in Strauss-Howe's generational theory. Future research could attempt to replace the proposed by Strauss and Howe circural movement with a spiral movement, thereby seeking the driving forces behind this movement, manifested in generational differences. Practical implications: HR practices in diversity management. Social implications: Better understand different social groups (generations) attitudes. Originality/value: An original approach is the adoption of the category of values rather than attitudes in the analysis to explain generational differences and implementation historical background in explanation work value differences between generations (dynamic approach).