The method of qualitative content analysis by Mayring and Fenzl (2019), an essential part of the literature analysis, was a supportive element to interpret the findings. The research fundamentally bases on literature review. The efficiency of teams with and without retirees and the impact of collaboration on the personality and job satisfaction of young and older colleagues will be outlined. Subgoal is the analysis of the dependency between productivity increase and collaboration of different generations and pointing out the importance of reintegrating pensioners, todayвЂ™s baby boomers, in organizations concerning newly hired and young employees, known as generation Z and Millennials. The review outlined the theoretical framework and methodological considerations in terms of organizations and Human Resource Management with actual empirical findings according working teams of different ages. The main goal of this work is to provide data against the bias of older workers, adjust assumed misconceptions.

The demographic change with shrinking qualified personnel let baby boomers gaining great value and appreciation in Human Resource Management because of their great experience, knowledge, and special employeesвЂ™ skills (HГјbner, KГјhl and Putzing, 2003). Companies challenge is to create harmonious work teams of different generations with different preferences and views and target for high participantsвЂ™ job satisfaction to achieve best cognitive efforts and productivity (Vasconcelos, 2018). Such approaches are one of the most important conditions to face the changing times and competition. One way to achieve is to harness the knowledge and experience of the older generation, a big and complex challenge for the whole business world. They strive to meet the requirements of career development of their employees and to uncover employeesвЂ™ talents through talent management. An essential precondition for companiesвЂ™ high productivity is employeesвЂ™ high performance while companies need to care for employeesвЂ™ welfare, job satisfaction, personal development and promotion. This creates a work environment enriched of an empathic and ethically valuable relationship (Backes-Gellner and Veen, 2019). This situation is beneficial for both parties, and the organization also benefit from higher productivity, higher job satisfaction and higher loyalty of young employees. With their parental charism they transmit not only the confidence to young employees, moreover useful knowledge, their experience and know-how. One proven way is to use the knowledge and experience of the older generation.

Nowadays organizations are using different ways to become more competitive, to increase not only productivity but also the job satisfaction of the young and older generation. Transferring knowledge to the next generations is a basic principle of humanity, moreover a way to make an organization more successful. Retirees, Job Performance, Job Satisfaction, Young Generation However, the fact is that older generations and younger - Y, Z can benefit from each other if they experience an effective leadership approach. The differences are not only in the needs of these generations, in the requirements of the job and managers, but also in the angles of view of the problems that have arisen, in the style of communication, in the preferences, or in their value ladder. The environment of organizations is also characterized by the cooperation of several generations, each with its own specifics. Job satisfaction and ethics of behavior come to the fore. An individual approach, knowledge about the differences of the individuals requires a high level of emotional intelligence. Creating such a positive work environment require high demands on the work of managers - on their approach to their subordinates, on the style of leadership. Job satisfaction of employees of organizations is a determinant of their success, high productivity of employees.

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