Millennials at Work: What We Know and What We Need to Do (If Anything)

Deal, Jennifer J.; Altman, David; Rogelberg, Steven G.

doi:10.1007/s10869-010-9177-2

Cited by 371 publications

(305 citation statements)

References 21 publications

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“…This can be strategic for companies, since human capital acquisition risks pose threats to productivity, as well as turnover and replacement costs (Brymer, Molloy, & Gilbert, 2014), particularly in industries in which competition to hire professionals and specialized technical workers is tougher (Somaya, Williamson, & Lorinkova, 2008). It also becomes more critical as new generations enter the market with inflated expectations regarding work-life balance, personal development programs and career growth opportunities (Deal, Altman, & Rogelberg, 2010).…”

Section: Hypothesesmentioning

confidence: 99%

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Cavazotte¹,

Chang²

2016

BAR, Braz. Adm. Rev.

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Research on the relationship between social responsibility and the financial performance of companies has yielded ambivalent results. Since investments on different areas of social responsibility can promote distinct outcomes, in this study we focus on internal corporate social responsibility (I-CSR), that is, investments on employees. The objective of the study is to verify if outlays on I-CSR affect organizational performance. We analyzed financial information from companies listed in the São Paulo Stock Exchange, and their social balance sheets filled with the Brazilian Institute of Social and Economic Analysis between 2001 and 2007, applying Two-Stage Least Squares (2SLS) equation model to minimize endogeneity and reverse causality problems. The results indicate that overall I-CSR was associated with revenue contemporarily, one and two years after the investments. Corporate outlays on healthcare, pension plans, employee education and profit-sharing all had positive effects on revenue in the years that followed such investments.

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Section: Hypothesesmentioning

confidence: 99%

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Cavazotte¹,

Chang²

2016

BAR, Braz. Adm. Rev.

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“…Several studies indicate Gen Yers highly value leisure time and are more family-oriented than Boomers and Gen Xers (Deal, Altman, & Rogelberg, 2010;De Hauw & De Vos, 2010;Kowske, Rasch, & Wiley, 2010;Ng, Schweitzer, & Lyons, 2010;Twenge & Campbell, 2010). Millennial fathers want a more active role in their families and a different relationship with their children than what they may have experienced with their own fathers (Aumann, Galinsky, & Matos, 2010;Harrington, Van Deusen, Fraone, & Eddy, 2014).…”

Section: Generational Comparisons Of Work-life Integrationmentioning

confidence: 99%

Organizational Leadership and Work-Life Integration: Insights from Three Generations of Men

Smith¹,

Roebuck²,

Elhaddaoui³

2016

CJIL

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Abstract. The literature has traditionally portrayed work-life balance as a women's issue. However, working men, specifically those classified as Generation X and Generation Y, are starting to speak up and share that they too are struggling with integrating all aspects of their lives. Workers, as well as organizations can benefit when employees have a healthy work-life balance; however, the specific role of organizational leadership must be examined to determine the influence leaders play in assisting employees achieve work-life balance. In addition, further insight is needed to understand how employees in the three generations (Millennials/Gen Y, Gen X, and Baby Boomers), which predominantly comprise the current workplace, view organizational leadership in relationship to work-life balance. Since the voices of women have been studied extensively (Eagly & Carli, 2007;Favero & Heath, 2012;Guillaume & Pochic, 2009;Jyothi & Jyothi, 2012;Roebuck, Smith, & Elhaddaoui, 2013;Schueller-Weidekamm & Kautzky-Willer, 2012), this exploratory study examines the perspectives of working men by asking how different generations of men view organizational leadership in light of work-life balance. The researchers used a convenience sample to invite men to participate in an online survey about organizational leadership, work-life balance and generational factors. One hundred one participants provided data, which the authors analyzed using qualitative data analysis techniques. Three major themes emerged. First, Generation Xers and Millennials, in particular, feel more pressure than Baby Boomers to be at home, in the community; and if they are fathers, to be present in their children's lives. Second, technology both helps and hinders men in integrating their personal and professional lives. Third, organizations are generally more supportive of men's multiple life roles than they were previously. However, most of the study participants still perceived that putting work first was tantamount to receiving a leadership position. A general conclusion from this exploratory study is work-life balance greatly influences men's decisions to pursue organizational leadership opportunities. Consequently, the results suggest that organizations, in their effort to acquire and retain talented leaders, should explore and embrace new strategies that support employees in their endeavor to achieve work-life balance.

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“…According to ten quick-service restaurant executives, their industry requires multi-unit managers to have leadership and organization/time management skills; attainment of these skills is often challenging for managers transitioning from management of a single unit to multiple units (Umbreit, 2001). The importance of understanding generational differences as well as the impact of them on the workplace has been investigated (Chen & Choi, 2008;Deal, Altman, & Rogelberg, 2010;Glass, 2007;Hershatter & Epstein, 2010).…”

Section: Roles Of Supervisors and Managersmentioning

confidence: 99%

Motivating Foodservice Employees to Follow Safe Food Handling Practices: Perspectives From a Multigenerational Workforce

Arendt

Roberts

Strohbehn

et al. 2014

Journal of Human Resources in Hospitality & Tourism

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Enter or paste the title of the article here. Use sentence capitalization, i.e., capitalize the first letter of the first word and the first letter of any proper nouns.Susan W. Arendta, Kevin R. Roberts, Catherine Strohbehn, Paola Paez Arroyo, Jason Ellis & Janell Meyer How to cite this manuscriptIf you make reference to this version of the manuscript, use the following information:Arendt, S. W., Roberts, K. R., Strohbehn, C., Arroyo, P. P., Ellis, J., & Meyer, J. (2014). Motivating foodservice employees to follow safe food handling practices: Perspectives from a multigenerational workforce. Published Version InformationCitation: Arendt, S. W., Roberts, K. R., Strohbehn, C., Arroyo, P. P., Ellis, J., & Meyer, J. (2014) ABSTRACT: Hospitality managers deal with a very diverse workforce, employing workers from up to four different generations, which poses a challenge for managers as they attempt to train and motivate employees. Food safety is of particular concern in foodservice organizations. This study assessed the generational differences related to foodservice employees' perceptions of their supervisors' roles in food safety and how supervisors could improve their effectiveness. A mixed methods approach (survey and focus groups) was used. Qualitative data analysis revealed four themes: consistency, training, managers' behaviors, and employees' behaviors. Based on these, best practices are suggested for motivating a multigenerational workforce.

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Millennials at Work: What We Know and What We Need to Do (If Anything)

Cited by 371 publications

References 21 publications

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Organizational Leadership and Work-Life Integration: Insights from Three Generations of Men

Motivating Foodservice Employees to Follow Safe Food Handling Practices: Perspectives From a Multigenerational Workforce

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