Workplaces represent crucial arenas in which individuals not only perform tasks but also negotiate meanings, identities, and personal, cultural, and organisational values. Within multicultural organisations, these processes often unfold amid power asymmetries and subtle exclusionary dynamics affecting ethnic minorities. This study examines how the transmission and negotiation of work values intersect with experiences of negative acts and power relations among first- and second-generation migrant workers in Italy. Drawing on theories of work socialisation and organisational justice, the study conceptualises the workplace as a site of secondary socialisation where values inherited within the family context (such as morality, religion, loyalty, or respect for hierarchy) may conflict with organisational norms typical of cultures different from one's own (e.g., Italian culture), which tend to emphasise autonomy, self-expression, and meritocracy. Such discrepancies can create fertile ground for misunderstanding, marginalisation, or microaggressions within the workplace, particularly when the values of minority groups are unacknowledged or delegitimised. In light of these premises, an exploratory mixed-methods study is presented. The quantitative phase employs standardised measures of work values, perceived organisational justice, and exposure to negative acts in a sample of migrant and non-migrant employees from the Italian service sector. The qualitative phase includes semi-structured interviews designed to capture intergenerational narratives of work value transmission and personal experiences of microaggressions in the workplace. Preliminary findings suggest that greater perceived discrepancies between personal and organisational values are associated with higher exposure to negative acts and a lower sense of belonging. However, second-generation migrants appear to exhibit more flexible and integrative value orientations, which buffer the impact of power asymmetries. The study underscores the importance of recognising diverse systems of work values within organisations as a strategy to mitigate power imbalances and to promote inclusive and equitable workplaces.