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Do the youngest people in today's work force lack loyalty and a strong work ethic? Or are they simply more focused on results and less on blind loyalty to a company?

As baby boomers approach retirement and are replaced by the latest generation to enter the working world, the millennial, managers are faced with a dynamic mix of age groups working together. Although this can lead to conflict, experts say it's also possible to make the generational differences strengthen the workplace.

Here's a rough overview of the four generations in the work force today -

· Traditionalists: Born in 1945

· Baby Boomers: Born in 1946 to 1964

· Generation X: Born in 1965 to 1979

· Millennials: Born in 1980 and after Workers in their mid-50s and older are less likely than their younger colleagues to be motivated by external incentives like competition, money and opportunities for advancement, said Ilke Inceoglu, a senior research psychologist with SHL Group Ltd.

"For this age group, intrinsic incentives such as having autonomy and stimulating work become more motivating."

These employees "have probably already achieved quite a lot in their jobs," she said, including promotions and pay increases.

According to diversity consultant Simma Lieberman, the youngest workers are more likely to quit if these rewards aren't forthcoming. For example, younger employees are likely to leave a workplace where rewards are based largely on seniority.

"Baby boomers and traditionalists say, `We spent all this money training you and you're leaving after only six months?'" Lieberman said.

Boomers, on the other hand, may believe that younger workers don't respect their years of experience and contributions to the company, she continued. "They have a really hard time when they see a younger person come in and the younger person is a know-it-all."

Many of the things the millennials want at work -a casual environment, flexible hours, respect -would make workers of all ages happy. The difference, according to Lisa Orrell, a speaker and consultant who is an expert on relations among generations, is that millennials are less willing to stick with a company that's not providing such perks.

Experts offer these keys to in r-generational harmony: Respect: This is the most im portant, especially for managers. A younger supervisor needs to listen to older employees and respect their contributions. So does an older manager with younger employees. Comments like, "You're just like my mother" or "You remind me of my son" may be meant as compliments but are not helpful.

Work/life balance: Younger workers may demand flexible schedules, but workers of all ages enjoy them. Such schedules are not always possible, however, "There are some jobs where somebody has to be there at a certain time," Lieberman said. But when employees are able to adjust their hours to fit their lives, it can make workers of all generations happy.

Rewards and recognition: Companies may start out trying to improve their rewards and recognition programmes to give younger workers the incentives they want.

But recognising good work will help motivate staff of all ages.

Communication: Younger workers want more communi cation from their bosses than older ones are used to. "It's causing a very big manage ment shift in corporate cul tures," Orrell said. Although the older workers may not be ask ing to hear from the boss more often, more communication generally leads to a better workplace for everyone.

Mentoring programmes: Younger workers want "some one that they know they can go to for questions and answers and guidance," Orrell said. "If you really want to attract millennials to your company, you need to be telling them you do have a mentorship programme in place."

And experts offer an important caveat: Don't make too much of generational differences.

Better for everybody Finally, remember that improving the workplace for younger employees can benefit everyone. In fact, if the workplace becomes more flexible and fun, Orrell said, it's possible that some baby boomers may delay their retirements for a few years, easing the pressure that compa nies will feel to fill their spots. And when they do retire, a more hospitable place will have younger workers in the pipeline to replace them. These are the future managers and leaders for every corporation. -Margaret Steen