Not until recently have there been three generational cohorts in the workplace in the Greater China region. The diversified compositions of working populations have attracted attention regarding intergenerational diversity and influences on work values and related issues. Thus, this study investigates the compositions of today’s workplace by looking into the different generations and their work values that may influence both individuals and organizations, especially with regard to work–life issues. Realizing the importance of managing talent, we first illustrate the definitions of main variables including work values and work–life balance. Next, the compositions of generational groups both in general and specifically in the Greater China area are described, followed by an examination of the factors and examples from previous research. The antecedents affecting work–life balance values in different generations are discussed, such as economic development, technology, demographic/family structure changes, and social relations. The outcomes of the intergenerational mixed effects are taken into consideration to investigate the needs and desires and the expectations of multiple groups to shed the light on management practices. By delineating the rationales of intergenerational differences, contemporary management practices and implications for work–life interface and experiencing differences are described for both researchers and practitioners for further understanding of the intergenerational issues concerning work–life balance issues.