Abstract
This qualitative descriptive study explored how employees from different
generational cohorts Baby Boomers, Generation X, Millennials, and Generation Z
experienced collaboration in a facility management company in Taguig City. Semistructured
interviews with twelve participants were analyzed using Braun and Clarke’s
reflexive thematic analysis. Findings revealed that collaboration was viewed as a shared
responsibility within highly interdependent operations, with success hinging on reciprocal
adjustment, communication quality, and openness. Generational differences in time
orientation, seriousness, and emotional reception shaped coordination, while breakdowns
often stemmed from misalignment, communication overload, and sensitivity. Leadership
behaviors and capability-building routines emerged as critical factors influencing the
climate of collaboration.
Ten themes were identified: collaboration as collective responsibility; high-dependency
operations driving frequent cross-department collaboration; intergenerational
collaboration requiring adjustment and reciprocity; openness and goal clarity as enablers;
communication quality determining success; generational differences affecting
coordination; breakdowns from overload, misalignment, and pride; conflict handling
through professionalism and private corrective practices; leadership behaviors setting
standards; and capability-building routines sustaining collaboration.
The study recommended adopting the B.R.I.D.G.E.S. workplace program, designed to
strengthen intergenerational teamwork, reduce conflict, and harness diverse strengths.
These recommendations carry practical implications for facility management operations,
leadership practices, and human resource strategies in the Philippine context. Overall, the
study underscores how generational diversity, when managed effectively, can be
transformed into a source of resilience, innovation, and sustainable organizational
performance.
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