Data were that are more likely to engage and retain millennial analyzed using various multivariate techniques to assess workers.
This article has been cited by other articles in PMC. Abstract Stereotypes about Millennials, born between anddepict them as self-centered, unmotivated, disrespectful, and disloyal, contributing to widespread concern about how communication with Millennials will affect organizations and how they will develop relationships with other organizational members.
In particular, communication that reveals shared values and reflects common commitments to organizational goals enables coworkers to forge and sustain productive relationships in organizations Herriot Communication can also have direct and indirect effects on team and organizational performance Greenbaum and Query They also have been depicted as lacking in loyalty and work ethic Marston For example, popular perception that is not supported by substantial evidence is that Millennials are impatient, self-important, and disloyal, among other unattractive qualities from an organizational standpoint Hill ; Howe and Strauss ; Jacobson In addition, popular perceptions of Millennials are not entirely negative.
We explore how people speculate that Millennials are likely to be perceived by supervisors and coworkers and, based on their values and lived experiences, how people think that Millennials may respond to, and be affected by, those and other factors in the contemporary workplace.
In the process, we set an agenda for Millennial-focused workplace interaction research, and call for investigations centered on benefits offered by Millennial participation and opportunities for organizations.
Throughout our discussion, we take a communication perspective and highlight messages, meanings, and interactions likely to be central to the dynamics we describe involving Millennials and other generational cohorts in the workplace.
We reference a variety of sources which we group into three categories including 1 popular press and 2 popular literature—articles and books that are more opinion than evidence-based and have contributed to stereotypes, many without empirical support, about the generation.
When possible, we draw on 3 empiricalstudies—peer-reviewed, data-based research with more rigorous methods—for more credible perspectives on Millennial communication and behaviors.
We include popular literature and reports because there is so little empirical evidence, but inclusion of the references should not necessarily be taken as endorsement of this study or agreement with the ideas described in this study.
Through membership negotiation processes, incumbent members determine who will likely fit in, both functionally and socially, to benefit the organization Slaughter and Zickar Newcomers also engage in evaluations, assessing not merely job-related tasks and responsibilities, but also the organization and whether they will like working with coworkers and supervisors Robinson and Morrison ; Scott and Myers Their differing experiences and values can affect their perspectives, their evaluation of coworkers, and their organizational expectations.
For example, some management-targeted websites forewarn that Millennials may desire more flexible working conditions and hours e.
Full-Text Paper (PDF): New Generation, Great Expectations: A Field Study of the Millennial Generation. Diverse Millennial Students in College: Implications for Faculty and Student Affairs ed. by Fred Bonner II, Aretha F. work, along comes a book that critically examines ters rarely employed (or mentioned) the millennial generation framework in their analyses. Instead, they . They also want a life outside of work—they are not likely to sacriﬁce theirs for the company. The Millennial Generation believes in collective action, with optimism of the future, and trust in centralized authority. work, good relationships with their superiors and peers, Generational differences: An examination of work values and.
According to expectancy violation theory, individuals are judged based on beliefs and contextual norms about appropriate behaviors in given circumstances.
Behaviors that are negatively assayed because they violate expectations cause the violator to be judged more negatively than if he or she had met standard expectations Burgoon Only when the new member is deemed valuable to the workgroup and organization, according to Moreland and Levine, do others reciprocate the relationship with commitment.
This acceptance can be stifled when interaction reveals important differences in attitudes and behaviors.
Boomer workers are depicted as having routinely sacrificed on behalf of the firm, working to h weeks, and they frequently advise young coworkers to work hard, demonstrate their dedication, and patiently wait their turn for promotions Chatman and Flynn Instead, and as touted in popular literature, work is a less significant part of their personal identities, instrumental to supporting the lifestyle they desire Marston Empirical studies demonstrate that throughout their careers, many Boomers have embraced competitiveness, and have focused on climbing organizational ranks Gursoy et al.
They are the original workaholics who, even as young adults, had little notion of work-life balance McGuire et al. In contrast, Millennial workers are likely to communicate an interest in flexible career paths because their priority is work-life balance Carless and Wintle ; Smola and Sutton Their subsequent interactions with Millennial coworkers may reflect a level of discomfort, disrespect, or even distrust.
It is possible that Boomer generation workers will never completely accept new colleagues who do not share their work ethic. While this might be true for any newcomers with significantly different values, many Millennials may remain somewhat marginalized by their older and more senior coworkers, making it more difficult for Millennials to earn workplace respect and credibility.
This is especially problematic because a lack of informal communication in organizations is negatively related to member satisfaction see Pace and Faulesand low levels of communicative support from supervisors in particular is associated with job turnover Clampitt Of course, Millennials who are astute and realize how their coworkers view them may make concerted efforts to demonstrate their value and willingness to contribute—just as employees who experience concertive control from coworkers in team-based organizations endeavor to conform to team norms and expectations Barker and Cheney At the same time, and as part and parcel of the membership negotiation process Scott and MyersMillennials may be a source of change within their organizations in several ways.
First, engagement with Millennial workers who spend more time with their families and friends, and have diverse personal interests outside the workplace, may cause more senior workers to reconsider their own values. Boomers especially, may find themselves asking whether their extensive sacrifices have brought about lasting happiness and other benefits that they had hoped for Collinson and Collinson 1.
Distinctiveness of the Millennial Generation. In an internet post dated May 11, , the Pew Research Center noted that as of the first quarter of , members of the Millennial Generation had surpassed their predecessors (Generation X, or Gen X) as the largest generation in the U.S.
labor force ().The proportion of millennials in the workforce will only continue to increase throughout.
Generational differences: An examination of work values and generational gaps in the hospitality workforce The Millennial Generation believes in collective action, with optimism of the future, and trust in centralized authority.
know their names and acknowledge their good work. This generation believes managers should try to get to know.
Generation Y personal values indicate wanting to enjoy their work along with an appropriate work–life balance, so money alone is not most important. While various characteristics found by Broadbridge, Maxwell, and Ogden ( Broadbridge, A., G.
Maxwell, and S. Ogden. Millennials have a drastically different outlook on what they expect from their employment experience. Millennials are well educated, skilled in technology, very self-confident, able to multi-task, and have plenty of energy.
They have high expectations for themselves, and prefer to . Mar 05, · While engaging potential shortcomings of the Millennial generation, we emphasize how Millennial values and behavioral tendencies can enhance organizations through the quality of Millennials’ relationships in the workplace and their effects on productivity.
Members of a common generation have their own unique reactions to socializing mechanisms, such as parenting styles that were popular when they were children, societal values or trends, and subsequently, perspectives on learning and achievement (Baltes, Reese, and Lipsitt Baltes, P.