The chapter critically examines generational research in Italy, shedding light on challenges and criticisms. It underscores how the notion of generational differences has gained popularity in HRM practice, yet empirical evidence supporting these claims in Italy remains scarce. Moreover, it emphasizes that relying on generational categories may not only be misleading but also perpetuate ageism. Consequently, the validity of such categories in HRM research warrants scrutiny due to the associated risk of perpetuating stereotypes and related methodological challenges. In conclusion, the chapter advocates for a nuanced understanding of age-related dynamics in HRM, proposing exploration of alternative constructs such as psychosocial age. It calls for the adoption of inclusive HRM practices tailored to individual needs, rather than depending on broad generational categorizations. This approach would foster a more equitable and effective management of human resources in Italy’s diverse workplace landscape.