Bridging the Perception Gap: Analysing Discrepancies in Organisational Climate and Intergenerational Collaboration Between Managers and Older Workers

An ageing workforce, intergenerational teamwork, collaboration, and diversity present challenges in every workplace, making these issues particularly relevant. This article aims to analyse potential discrepancies in perceptions of organisational climate, growth opportunities, intergenerational collaboration, and practices between managers and older workers, as these can lead to lower work engagement, job dissatisfaction, and reduced employee performance. Using the Czech adaptation of the Later Life Workplace Index, this cross-sectional quantitative study collected data online via Qualtrics from 303 participants aged 40, sampled in the Czech Republic in April 2024. To compare the scores, Welch’s t-test and Cohen’s d were applied, and key differences were identified. Notably, effect sizes reached Cohen’s d=0.53, 95% CI for intergenerational collaboration and d=0.43, 95% CI for institutional knowledge transfer, indicating moderate discrepancies between managers’ and employees’ perceptions. The data shows that employees scored lower than managers on each item. This study highlights the need to address perception gaps between generations (managers and older workers) to foster an inclusive and effective organisational climate. Recognising and bridging these differences can promote mutual understanding, improve communication and create a more cohesive working environment. The study contributes to theoretical frameworks on age-inclusive Human Resource Management by emphasising perception congruence as a predictor of engagement and retention. It reveals how misaligned views can stifle knowledge exchange and organisational adaptability, especially in age-diverse settings. The results confirm earlier findings and have practical implications for Human Research Management and Work and Organisational Psychology. Practical implications include the need for evidence-based interventions, such as targeted mentoring schemes, structured feedback loops, and revised transition planning models.