Abstract

Behaviours, sometimes different expectations as well as mastery and use of IT are new data to be integrated within the framework of an effective human resources policy. In the absence of real intergenerational management that promotes synergy and the emergence of collective intelligence, individual employees develop withdrawal strategies and anticipate their exclusion, which leads them to self-stigmatize. The objective of intergenerational management is to establish a working climate that promotes communication between generations and their well-being. It makes it possible to organize interactions between generations in work situations and define a common operating language so that profiles of the same age and different ages can lead to the implementation of a joint project. In other words, the usefulness of intergenerational management is to reduce tensions and conflicts beyond stereotypes. The article deals with the issue of intergenerational management to understand the sources of disputes between the different generations within Moroccan companies in the banking sector. The main objective of the research is twofold, firstly to determine the source of the intergenerational conflict by referring to a set of theoretical and empirical studies. The latter shows that the conflict between the different generations is closely linked to the systems of human resource management. On the other hand, bringing concrete leads to companies to understand the problem of intergenerational and to adapt their management methods according to the expectations of the different socio-professional categories. To respond to this problem in the Moroccan context, a qualitative empirical study was conducted with managers from three generations: baby boomers, generation X and generation Y and working in four banks. The empirical research has made it possible to understand the expectations of different ages and shows that beyond the intrinsic characteristics of individuals at work, expectations converge, and the organization of action is likely to be the primary source of intergenerational conflicts. Also, the digitization and use of the computer tool by different generations do not present an obstacle to intergenerational cooperation. The present study provided answers to the defined problem. It also made it possible to identify other variables capable of explaining the intergenerational conflict other than those identified in the literature review. It is more particularly the problem of time management and the lack of support systems. As a research perspective, the results of this study will be useful for testing these hypotheses and confirming them, considering the specificities of Moroccan business.  

Keywords: collective intelligence, digitalization, expectation, human resource management, individual competence, intergenerational conflict.

JEL Classification: J50, M12, O15.

Cite as: Rachida A. (2020). Digitalization for Human Resource Management. Marketing and Management of Innovations, 1, 245-255. https://doi.org/10.21272/mmi.2020.1-20

This work is licensed under a Creative Commons Attribution 4.0 International License

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