LITERARTURE REVIEW
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. Over the past sixty years, there have been three generations, the Baby Boomer Generation, Generation X, and most currently Generation Y also known as millennials. As these various generations work side-by-side in the workplace, organizational behavior has changed to adapt to each generation.
Millennials have grown up in the digital age. They show greater familiarity than previous generations with communication, media, and digital technologies. Because they are more ‘wired,’ this gives Millennials a competitive advantage and makes them an asset when it comes to working with new technologies.
They’re the hottest commodity on the job market since Rosie the Riveter. They’re sociable, optimistic, talented, well-educated, collaborative, open-minded, influential, and achievement-oriented. They’ve always felt sought after, needed, indispensable. They are arriving in the workplace with higher expectations than any generation before them’and they’re so well connected that, if an employer doesn’t match those expectations, they can tell thousands of their cohorts with one click of the mouse. They’re the Millennial Generation. Born between 1980 and 2000, they’re a generation nearly as large as the Baby Boom, and they’re charged with potential. They’re variously called the Internet Generation, Echo Boomers, the Boomlet, Nexters, Generation Y, the Nintendo Generation, the Digital Generation, and, in Canada, the Sunshine Generation. But several thousand of them sent suggestions about what they want to be called to Peter Jennings at abcnews.com, and ‘Millennials’ was the clear winner
Members of this generation are described as preferring collective action, working in teams, wanting work that really matters to them, and being civic-minded, eco-aware, confident, conventional, optimistic, and socially conscious (Hewlett et al., 2009). One research study described millennials as ‘opinionated’ and they ‘[expect] to be heard’ (Hartman & McCambridge, 2011, p. 24). Millennials are less impressed by the sheer scale of a business, its age, or the general buzz that surrounds it. Based on a stereotypical view of Millennials, the profile or ‘positive energy’ around a business might be thought of as being highly important to them.
Millennials have been characterized as being technologically sophisticated and capable of multitasking, they are deficient in oral, written, and interpersonal communication skills. Thus, it becomes imperative to understand more about this generation who will be leading organizations of the future.
It cannot be denied that the millennial generation is different than previous generations. As the millennial generation begins to enter the workforce in greater numbers it becomes increasingly essential that current members of the workforce understand the fundamental aspects of this generation.
Characteristics of Millennial Generation Author(s)
——————————————————— Characteristics of Millennial Generation (summary)
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Feiertag & Berge (2008) Hypertext mindset, multi-tasking, lack of communication skills, graphically-oriented, expect immediacy, don’t respond well to lecture, require tailored information, require technology.
Shaw & Fairhurst (2008) Most are technology literate, educated, most ethnically diverse generation, confident, independent, individualistic, self-reliant, entrepreneurial, socially active, collaborative, team-oriented, emotionally needy, seek praise and approval, results oriented, desire work and pressure, high external locus of control, high maintenance, value institutional learning, rapidly assimilate information, active learners.
Meister & Willyerd
(2010) Attention sponges, need constant feedback, in a hurry for success, view work as a key part of life, want a personally fulfilling life, have high expectations of themselves and others, committed to community service, academic overachievers, live a mobile, collaborative, and immediate lifestyle.
Bohl (2008) Passive relationship to information, want instant gratification, expert multi-taskers, will block out information not seen as immediately relevant, not concerned with order or hierarchy, want mutual respect, strongly reject authoritarian teaching styles, self-perceived expert information gatherers.
Twenge, Campbell, Hoffman, & Lance
(2010) Technologically savvy, like informality, learn quickly, embrace diversity, need
Skiba & Barton (2006) Digital natives, fiercely independent, open about emotions and intelligence, inclusive, express views freely (often strong views), innovative, preoccupied with maturity, investigative, desire immediacy, sensitive to interests of others (especially employers), authenticate before trusting, close to parents, value intelligence, need group activities, multi-taskers, first person learners.
Gorman, Nelson, & Glassman (2004) Strong written communication skills, work collaboratively, gather information quickly, share information readily, respect diversity, value multiculturalism, resilient, easily converse with adults regarding intellectual topics (without reservation), may struggle if unsupervised.
Monaco & Martin (2007) Lack professional boundaries, entitled, lack critical thinking skills, unrealistic expectations, desire a ‘how to’ guide for success, want to invest as little time/effort as possible to achieve success, think of themselves as special & winners, sheltered by parents, team-oriented, confident, highly optimistic, multi-taskers, desire immediacy, pressured, achievers, conventional.
Wesner & Miller (2008) Most educated generation, Equate more education to more opportunities, self-confident, embrace new technology, mobile, multi-taskers, not concerned with loyalty to employer, achievement-minded, want to contribute tangibly, desire meaningful work.
Donnison (2010) Confident, optimistic, self-assured, high self-esteem, informed, knowledgeable, experienced consumers, ambitious, success-oriented, goal-achieving, over confident of employability, skills and abilities, collaborative
Wilson & Gerber (2008) Special, sheltered, confident, team-oriented, achieving, pressured, conventional.
Elam, Stratton, & Gibson (2007) Hard working, extracurricular-focused, generous, practical, structured, goal achievement-minded, assessment-oriented, team-oriented, socially networked, close to parents, stunted interpersonal skills, possible lack of critical thinking skills, respectful, conventionally motivated, responsible, conscientious, structured rule-followers, protected, sheltered, cooperative, mutually inclusive, talented achievers, confident, optimistic.
Glass (2007)
Partridge & Hallam (2006)
Patriotic, benefitted from technology, socially minded, confident, team oriented, structured, high self-esteem, results-oriented, constant feedback.
Achievers, team-oriented, strong emphasis on family, society and community oriented, collaborative attitude, Work to live ‘ don’t live to work, pragmatic but optimistic, involved, tolerant, sheltered, structured, seek support, technologically savvy, desire constant stimulation, valued education, motivated, desire quick answers, multi-taskers, active learners.
It is clear that there are several characteristic themes throughout the reviewed literature; however, but many contradictory statements are found as well. For example, Shaw and Fairhurst (2008) listed ‘self-reliant’ as a trait of the millennial generation, whereas Gorman, Nelson, and Glassman (2004), Partridge and Hallam (2006), and Meister and Willyerd (2010) indicated that millennials need supervision or support to thrive. These contradicting statements may be due to authors evaluating millennials according to varied definitions or within varied settings.
THEORITICAL FRAMEWORK
Born from 1980 through 2000, the most influential years for this generation as a whole are the 90s and the 00s. They’re the first generation to grow up surrounded by digital media.
Just as all generations are programmed from the moment of birth, the Millennials began a series of programming experiences when they were infants.
These experiences created the filters through which they see the world’especially the world of work. Eight key trends of the 90s and 00s have had a profound effect on their generational personality.
Focus on children and family. In the decades right before and after the turn of the Millennium, Americans moved the spotlight back onto kids and their families. That spotlight has swung like a pendulum over the last sixty years. During the post-WWII era, children were all the rage. It was a popular time to be having kids and to be a kid. Then, when the Gen-Xers were growing up, the spotlight had shifted. Latchkey kids, children of divorce, and kids with two working parents found themselves growing up on their own, in the shadow of the Baby Boom. One Gen-Xer told me, ‘The Boomers took so much and left us so dry.’ The early 90s saw the spotlight swinging back. Las Vegas and Club Med went family. Parents and grandparents took the kids along on trips across the country and to destinations all over the globe. Eating out’once an adult thing’became a family matter. Ninety percent of fathers attended the birth of their children. The Federal Forum on Family Statistics reported that national attention to children was at an all-time high (The earlier peak was in the 1960s when the Boomers were kids.). Older parents’the average age for moms was now 27’brought more maturity to their roles as caregivers, teachers, and coaches.
Scheduled, structured lives. The Millennials were the busiest generation of children we’ve ever seen in the U.S, growing up facing time pressures traditionally reserved for adults. Parents and teachers micromanaged their schedules, planning things out for them, leaving very little unstructured free time. They were signed up for soccer camp, karate club, and ballet lessons’and their parents were called into service, shuttling them from one activity to the next. Some started carrying Daytimers when they were in elementary school.
Multiculturalism. Kids grew up in the 90s and 00s with more daily interaction with other ethnicities and cultures than ever before. The most recent data from UCLA’s Higher Education Research Institute shows that interracial interaction among college freshmen has reached a record high.
Parent advocacy. The Millennials were raised, by and large, by active, involved parents who often interceded on their behalf. Protective Boomer and Xer parents tried to ensure their children would grow up safely and be treated well. Parents challenged poor grades, negotiated with the soccer coach, visited college campuses with their charges, and even went along to Army recruiting centers. Then, too, Millennials actually like their parents. In the Generation 2001 survey, conducted by Lou Harris on behalf of Northwest Mutual Life Insurance, Mom and Dad were most often named when young people were asked whom they admired.
Globalism. With pen pals in Singapore and Senegal, Millennials grew up seeing things as global, connected, and open for business 24/7.
Growing up, Millennials were bombarded with a unique set of consistent and compelling messages’many of them so imbedded in the culture that adults, let alone children, were barely even aware of them. The school system reinforced a distinct set of values. Parenting patterns unique to the era molded a new generational perspective. The era had its own mood that pervaded the developing perspective of youth. These messages had a profound effect on the generation as a whole: To be smart, leave no one behind, connect 24/7, achieve now and to serve the community.
In the workplace set up the millennial employees are valued as a strong asset to the organization in terms of aggressive multi-tasking abilities, a prime focus goal that they are oriented towards, showing a positive attitude, high indulgence in technical aspects and collaborative outlook towards work. Having said so the liabilities that this generation adds up to is at its personal frontal level. A distaste for menial work, lack of skills for dealing with difficult people, impatience and sometimes lack of experience and confidence.
But the workplace expectations of the millennial generation are typically in line with the previously discussed characteristics of the generation. It is apparent that the millennials relationship with technology fuels the majority of the seemingly glaring differences between millennials and previous generations (Hershatter & Epstein, 2010). Much research has been conducted and opinions offered on how to handle the millennial generation in the workplace, insinuating a great difficulty in doing so. Although the millennial generation may operate differently than previous generations, the actions of its members are often predictable and intelligently linked to the fulfillment or accomplishment of well-known characteristics and values of the generation (Hershatter & Epstein, 2010). Understanding these tendencies and preferences is paramount to the successful integration of millennials into an organization.
One of the most often discussed millennial workplace desires is that of acting as a change agent (Hershatter & Epstein, 2010). Epstein (i.e., as cited by Hershatter & Epstein, 2010), found in The National MBA Survey, which surveys more than 5,600 MBA students annually, that only 33% of Generation Xers (those born between 1965-1980) agreed with the statement, ‘I prefer a structured environment with clear rules,’ whereas 72% of millennials agreed with the same statement (Beekman, 2011). These findings support the inclusion of the characteristic ‘desire for structure’ in the synthesized list of characteristics developed through this article.
The desire for a structured environment may first appear counterintuitive to the desire of millennials to act as change agents, but the utility of a structured organization is that the structure creates a clearly defined picture of the organization. This clearly defined picture allows millennials to more quickly recognize reachable areas that could be improved and understand current, and potentially past, procedures.
Millennials desire fulfillment, achievement, and happiness, and believe that these desires are achievable through work (Guillemette, 2009). Achievement is sought through work, whereas fulfillment and happiness are often sought through work-life balance or other off-the-job activities.
In order to be self-assured and reassured that actions will lead to desired results, millennials require support and resources, sometimes more than managers believe is desirable or feasible (Hershatter & Epstein, 2010).
Millennials do not necessarily believe that one must come to work with every necessary skill to be successful on the job. Millennials view work as a continual learning experience in which people collaborate in order to reach desired results. This heavy desire for feedback and attention has led many organizations to create mentor/mentee relationships that enable new employees to: receive the feedback and attention desired, learn from those more knowledgeable, and assist mentors in technology-related tasks that may be less than intuitive (Hershatter & Epstein, 2010).
Although millennials desire structure, variety and flexibility are important workplace preferences of the generation (Beekman, 2011; Conner, 2010; Sujanksy, 2009). Variety in the form of special projects or job responsibilities fulfills both millennial needs of attention and multi-tasking (Sujansky, 2009).
Flexibility in any form, but especially work schedule, can create a sense of autonomy and empowerment in those of the millennial generation (Beekman, 2011). Variety and flexibility both allow for multi-tasking, a synthesized characteristic of the millennial generation.
Survey points to additional organizational traits and behaviors that promote a sense of positivity among Millennials. They are more likely to report high levels of satisfaction where there is a creative, inclusive working culture (76 percent) rather than a more authoritarian, rules-based approach (49 percent). More specifically, in organizations with high levels of employee satisfaction, Millennials have a much greater tendency to report:
Open and free-flowing communication (47 percent versus 26 percent where employee satisfaction is low); A culture of mutual support and tolerance (42 percent
versus 25 percent) A strong sense of purpose beyond financial success
(40 percent versus 22 percent); The active encouragement of ideas among all employees
(38 percent versus 21 percent); A strong commitment to equality and inclusiveness
(36 percent versus 17 percent); and Support and understanding of the ambitions of younger
employees (34 percent versus 15 percent).
Millennials placed more importance on job-specific training, career development opportunities and career advancement opportunities contributing to their job satisfaction compared with older generations.
On the other hand, this research revealed several differences among employees from different job levels in their perceptions of importance of and satisfaction with overall compensation/pay, contribution of work to organization’s business goals, variety of work and other aspects.
Furthermore, these shifts in workplace demographics coincide with a unique time period in the professional world, maintaining ‘business as usual’ is anything but usual and is getting increasingly more difficult. Some believe that the demand for a 24/7 environment is a Millennial characteristic, but isn’t that a universal attitude? Largely on account of access to and speed of the Internet and other evolving technology, we are able to attain vast amounts of information and resources in mere moments. Organizations must adjust to it the changing business landscape, externally and internally. Fulfilling consumers’ expectations and wants in a real-time manner requires revision of systems and policies. Organizations must also strive to be adaptable within their workplace to survive by transitioning to continuous feedback instead of relying on solely a formal performance review process and offering flexible work arrangements to avoid business interruptions. The need to dispose of rigid procedures is a reflection of the changing business world rather than the integration of the growing number of Millennial workers.
Millennials want to contribute to the positive impact they believe business has on society, but in so doing, they wish to stay true to their personal values. Seven in ten (70 percent) Millennials believe their personal values are shared by the organizations they work for. This rises to 80 percent among the most senior Millennials and 82 percent for those intending to stay for at least another five years. This is a strong indication that Millennials choose employers whose values reflect their own’a concept reinforced by the finding that, globally, 56 percent of Millennials have ‘ruled out ever working for a particular organization because of its values or standard of conduct.’ This strong degree of alignment with their employers does not mean Millennials are a benign workforce. Almost half (49 percent) have ‘chosen not to undertake a task at work because it went against their personal values or ethics.’ This increases to 61 percent among those in senior positions. Geographically, the level of ‘refusal’ ranges from 20 percent in Japan to 71 percent in Colombia, and is generally high in Latin America. So, while they may judge the impact of business to be positive, and think business behaves in an ethical manner, most Millennials have no problem standing their ground when asked to do something that conflicts with their personal values. When asked to state the level of influence different factors
have on their decision making at work, ‘my personal values/morals’ ranked first. Over half (55 percent) said this had a very high degree of influence, with ‘personal goals and ambitions and career progression’ (51 percent) ranking second. ‘Meeting the organization’s formal targets or objectives’ ranked only fifth of the seven factors measured.
One potential consideration for organizations would be to reframe the way human resource strategy is conducted by adopting a holistic lifecycle approach to employee development (Pritchard, 2008). In this approach, employees are not developed at one particular moment in time (i.e. at orientation, during training, annual performance reviews) but rather the entire employee lifecycle is considered as each employee develops; beginning with recruitment and ending with separation. Adopting this general approach to HR strategy could aid in improving not only millennial retention and commitment but also improve the broader organizational climate.
Taking this lifecycle idea one step further, Shah and Hurt (2014) presented a conceptual model for developing a differentiated lifecycle approach to HR strategy based on differences in generation. They argue that in order to holistically improve organizational climate an employee’s generation should be considered when developing HR strategy. They present a conceptual model for how major HR areas might change their strategy based on different generations in the workforce. For instance, where a member of the Baby Boomer generation might be satisfied receiving an annual performance review; a Millennial, needing constant and transparent feedback, would likely not respond well to this length of time. Thus, performance reviews for Millennials would be more climate-conducive if they were offered on a project-by-project basis rather than annually.
Millennials: What They Want from a Job – to work with positive people, to be challenged, to be treated respectfully, to learn new knowledge and skills, to work in friendly environments, to have flexible schedules, to be paid well.
Where Employers Go Wrong with Millennials: not meeting their high expectations, discounting their ideas for lack of experience, allowing negativity, feeling threatened by their technical know-how.
Millennial Learning Preferences: teamwork, technology, structure, entertainment and excitement, experiential activities.
Millennial Communication Preferences: positive, respectful, respectable, motivational, electronic, goal-focused.
What Should Organizations Consider as Millennials Are Integrated into the Workforce?
Stop the stereotypes- Getting rid of any preconceived notions about Millennials can avoid carrying forward inaccurate perceptions about the group. Although Millennials may have slightly different mindsets, on the whole, they tend to place significance on several of the same aspects of job satisfaction that Generation X and Baby Boomers do. Putting excessive focus on generational differences only perpetuates these false impressions. When designing training and development programs or benefits strategies, keep in mind other elements such as career level and life stage, not just age, to build an approach that is appropriate for various groups of employees.
Cultivate culture- Value-centric Millennials typically place high importance on openness, equality, community and purpose. Transparency and fairness generate trust. In addition, building an inclusive feel within the organization will help establish an emotional connection between the employee
and the employer.
Develop and engage your talent- Given that the only generational differences among job satisfaction contributors were within the career development category, it is obvious that Millennials believe managers and employers should nurture and invest in them with the intention of advancing within their profession. Millennials may become impatient with mundane tasks while attempting to pursue their interest, thus it is important to provide opportunities for them to be challenged with new tasks as they have mastered others. Another approach to engage this generation is to implement reverse mentoring: allowing Millennials to be mentors as well as mentees. This strategy may provide this tech-savvy and idealist group of employees an opportunity to display their abilities, especially during a phase of transitioning business conditions. Furthermore, this type of mentoring reinforces the idea that everyone matters.
MILLENNIALS ARE LOOKING TO CREATE OUTCOMES WITHIN MEANINGFUL PROJECTS; DEVELOPING A BOND WITH THESE EMPLOYEES AND SHOWING CONFIDENCE THAT THEY CAN ACCOMPLISH OBJECTIVES WILL HELP KEEP THEM ENGAGED AND HOLD THEM ACCOUNTABLE IN ACHIEVING SET GOALS.
It is because of the above-mentioned importance of millennial employees there is a need to study this topic.
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