Analysis of Intergenerational Conflict, Resolution Strategies, and Collaboration on Employee Performance at the Medan City Manpower Office
DOI:
https://doi.org/10.32493/JJSDM.v9i3.59635Keywords:
Intergenerational Conflict, Resolution Strategy, Collaboration, Employee Performance.Abstract
This study aims to analyze the influence of intergenerational conflict, resolution strategies, and collaboration on employee performance at the Medan City Manpower Office. The phenomenon of generational diversity within organizations necessitates effective management of work dynamics to ensure sustainable productivity. The research method employed is a quantitative approach, with data collection conducted via questionnaires. Data analysis was performed using multiple linear regression analysis with SPSS software. The partial testing results indicate that intergenerational conflict has a positive and significant influence on employee performance (sig. 0.000 < 0.05). Conversely, resolution strategies (sig. 0.111 > 0.05) and collaboration (sig. 0.362 > 0.05) show no significant partial influence on employee performance within the institution. Simultaneously, the three independent variables significantly influence employee performance (F = 12.373; sig. 0.000). The Adjusted R Square value of 0.254 indicates that the combined contribution of intergenerational conflict, resolution strategies, and collaboration in explaining the variation in employee performance is 25.4%, while the remaining 74.6% is influenced by other factors outside this research model. These findings emphasize that managing the diverse characteristics across generations is a crucial factor in driving work productivity within the Medan City Manpower Office environment.
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Copyright (c) 2026 Patricia Mariono, Dhita Adriani Rangkuti, Ribka Adelina Sinaga, Cyndi Aryati Sihombing, Steven Sinaga, Veramika Sembiring
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