There is much enthusiastic debate on the topic of generation gaps in the workplace today; what the generational differences are, how to address the apparent challenges, and if the generations themselves are even real. Despite the frenzy, however, there has been relatively limited empirical research performed on this issue; in particular, no empirical research in the context of an engineering organization seems to have been performed. With that in mind, the main intent of the thesis is to determine the existence of generational differences among engineers in a large, technical organization, and discuss the potential implications of the findings. Extensive literature research and analysis identified communication techniques, leadership preferences, learning styles, and work motivation to be the key hypothesized differences most pertinent to an engineering organization. A questionnaire was put together based on these differences and distributed to a sample that consisted of approximately eighty members from each of the four generations: Traditionalists, Baby Boomers, Generation Xers, Millennials. In general, data analysis revealed that engineers do not exhibit generation gaps to the same extent as described in the literature. In fact, much of the data suggested contrary views, most notable of which was the importance of face-to-face communication, especially amongst the younger engineers. Knowledge transfer across generations remains a challenge, however, and possible approaches to addressing this issue are through physical accommodations, extensive mentorship programs, and salient investments in Information Technology (IT).