How Millennials Are Changing Organizations and Business Models – New Values, New Principles, New Culture (original) (raw)

A Multi-Generational Workforce: Managing and Understanding Millennials

International Journal of Business and Management, 2012

Generational diversity has become the norm in many organizations. As baby boomers retire and millennials enter and take over the workforce, it becomes imperative for managers to learn more about their job satisfaction and organizational commitment levels. The authors of this study surveyed 148 millennials who work in the I.T. industry. A total of 74 males and 74 females were surveyed. Results show that males have higher job satisfaction levels than their female counterparts and females have higher organizational commitment levels than their male counterparts. Furthermore, millennials with a graduate degree are more likely to stay at their organization than millennials without a graduate degree. Recommendations and implications are discussed for managers hiring, leading, and managing millennials in the workforce.

The challenge of generation gap within organization

2017

Organizations are facing the retirement of many older workers and the challenge of recruiting and retaining young talent. However, few studies have empirically substantiated generational differences in work values.The differences generation representing Silent, Traditional or Veterans Generation, Baby Boomers, Generation X (Gen X) and Generation Y (Gen Me, also known as gen Y, or Millennials). Each generation is shaped by economic, social, historical and contemporary politics.This will create a conflict of generation gap in an organization that requires immediate action from the management and the workers themselves between which can be done to address this problem is to understand the nature and the characteristics of each generation in order to reduce the existing public perception of every generation and introduce appropriate measures to be taken by the management of the organization. Each generation and their unique perspective should be acknowledged and incorporated through the...

A decade later: exploring managerial insights on millennials

Management Matters

PurposeThe purpose of this research was to explore managers' perceptions related to the emerging needs, roles, values, responsibilities and commitments of millennials in the multi-generational workplace, and to determine how managers may effectively recognize and use millennial contributions to enhance the organizational culture and infrastructure.Design/methodology/approachThis qualitative, narrative inquiry study utilized semi-structured interviews to capture collective insights of managers who lead millennials within multi-generational teams. All researchers used an interview protocol with each participant to maintain integrity. Data analysis included the creation of a code manual which was developed utilizing the first five interviews. The code manual included definitions, descriptions and exemplar text and was then used to code all remaining interviews.FindingsData are presented through three key areas of exploration: The contributions of millennials in multi-generational w...

Millennials in the Workplace : Positioning Companies for Future Success

2015

Today’s workplace is undergoing dramatic shifts due to the growth of Millennials within the workforce and the insertion of their ideals, values, and identity in organizations. This paper explores the workplace profile of Millennials, their use of technology, their workplace engagement, and the ultimate impact they have on organizational success. "Group life is never without change, merely differences in the amount and type of change exist" (Lewin, 1947a, p.308). All groups, systems, and organizations exist in a world that is continuously impacted by circumstances, internal or external, that drive change (Brown & Eisenhardt, 1997; Burnes, 2004; Marshak, 2006). Changes in personnel, resources, leadership, the economy, goals, business models, laws, consumer behavior, environment, and competition can trigger change in an organization. Tomorrow’s success for today’s companies depends on how these companies develop and respond to change on a global scale. Companies that embrace ...

How do organizations create and sustain vitality in a multigenerational workforce

2018

The purpose of this qualitative research study was to examine and identify the best practices and strategies for human resource managers and organizational leaders to utilize to decrease the generational gaps amongst the four generations currently employed in the labor force, and to create and sustain a vital, multigenerational workforce. The four generations currently working side-by-side in the United States are the Traditionalists, the Baby Boomers, Generation X and Generation Y, better known as the Millennials. Each generational cohort brings unique variables to the workplace such as behaviors, expectations, personal values, communication styles, and motivational factors that create challenges for organizations. Learning how to overcome these challenges will assist in creating connectivity among the cohorts, benefiting organizations in numerous ways, including greater operating efficiency and retention of employees. By understanding the different characteristics and needs of the...

Mitigating Multigenerational Conflict and Attracting, Motivating, and Retaining Millennial Employees by Changing the Organizational Culture: A Theoretical Model

Journal of Psychological Issues in Organizational Culture, 2014

For the first time in U.S. history there are five generations in the U.S. workforce, with more than 60 years separating the oldest and youngest employees. Organizations that fail to adjust their culture to meet the challenges of cross-generational workforces face employee retention issues, disruption of knowledge transfer, and a reduced competitive advantage. This qualitative grounded theory study examined how a hierarchical organization leads multigenerational workforce members and how they attract, motivate, and retain Millennials, defined as those born after 1980. The resulting subthemes enabled the development of a theoretical model that highlights the integral nature of executives, managers, and human resource professionals in addressing multigenerational conflict and attracting, motivating, and retaining Millennials while focusing on performance success. The model, which may be generalizable to diverse organizations, depicts specific actions for each of these key stakeholders and also discusses Millennials' responsibilities for their own success in the workplace.

Millennials in the Workplace: A Communication Perspective on Millennials' Organizational Relationships and Performance

to widespread concern about how communication with Millennials will affect organizations and how they will develop relationships with other organizational members. We review these purported characteristics, as well as Millennials' more positive qualities-they work well in teams, are motivated to have an impact on their organizations, favor open and frequent communication with their supervisors, and are at ease with communication technologies. We discuss Millennials' communicated values and expectations and their potential effect on coworkers, as well as how workplace interaction may change Millennials.