MANAGING A MULTI-GENERATIONAL WORKFORCE IN THE CONSTRUCTION SECTOR
A QUALITATIVE INVESTIGATION INTO HR AND LEADERSHIP STRATEGIES FOR ENHANCING COLLABORATION AND JOB SATISFACTION ACROSS BABY BOOMER, GEN X, MILLENNIAL, AND GEN Z COHORTS
DOI:
https://doi.org/10.29327/270098.19.2-16Keywords:
Multi-generational workforce, Construction Management, Social Identity Theory (SIT), Adaptive Leadership, Human Resource StrategyAbstract
The global construction industry is navigating a significant demographic transition. This "generational density" creates unique challenges for HR management in high-risk environments. This study investigates the "Digital-Manual Paradox"—the tension between traditional craft experience and modern technological integration within a major infrastructure project. Utilizing a Social Constructivist paradigm, the researcher conducted 15 semi-structured interviews with professionals (P1–P15) from a Large-scale Marine Infrastructure Project. Data was analyzed using Braun and Clarke’s (2006) thematic analysis. Qualitative findings suggest a "Reciprocal Value Exchange." Younger workers (Gen Z) provide digital fluency, while older cohorts (Boomers) provide "Tacit Safety Wisdom." Leadership was identified as the primary mediator; "Adaptive Leadership" styles reported higher levels of team cohesion. Within the exploratory boundaries of this study, the findings indicate that the construction sector must transition toward a "Human-Centric" management model. Key recommendations include reciprocal mentorship and flexible benefit structures.
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