New Generation, Great Expectations: A Field Study of the Millennial Generation

Ng, Eddy S.; Schweitzer, Linda; Lyons, Seán

doi:10.1007/s10869-010-9159-4

Cited by 703 publications

(641 citation statements)

References 30 publications

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“…Contrary to the claim of Ng et al (2010) that the generation-Y workforce strives for rapid advancement, prestigious jobs and more authority at the workplace, which in reality may not be provided by the employers that soon, this study found that perceived status work-values fit is irrelevant in influencing the decision to quit for generation-Y employees. Such findings are consistent with the explanation of Weyland (2011) On the other hand, normative organisational commitment was found to be irrelevant to decision to quit for generation-Y employees.…”

Section: Discussioncontrasting

confidence: 99%

“…In response to Weyland (2011), the empirical study of Ng et al (2010) found significant preferences towards status-related work-values, and such preferences were explained in light of the personal traits of the generation-Y workforce, as this generation has a high sense of entitlement, which indicates that generation-Y searches for a rapid advancement in organisations. This high senses of entitlement propels them to claim for advancements in www.ccsenet.org/ass Asian Social Science Vol.…”

Section: Perceived Status Work-values Fitmentioning

confidence: 99%

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Explaining Generation-Y Employees’ Turnover in Malaysian Context

Queiri¹,

Yusoff²,

Dwaikat³

2015

ASS

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Among the various speculation published in media reports about the reasons why generation-Y workforce in Malaysia changes job frequently include dissatisfaction with pay and fringe benefits, seeking work-life balance, perceived status work-values fit, normative commitment, perceived availability of alternative job and job hopping, This study aims to empirically justify or refute some of the anecdotal information about generation-Y employees' decision to leave an organisation in the context of Malaysia. Using structural equation modelling with a sample size of 150 respondents, this study revealed that satisfaction with payment and fringe, perceived availability of alternative job and job hopping are significant to generation-Y employees' intention to quit. Additionally, normative commitment as part of employees' loyalty is insignificant to generation-Y employees' intention to quit. This study provides implication to human resource (HR) managers that generation-Y employees' intention to quit may not be entirely due to HR strategies. Instead, cultural and economic factors play an important role in such decisions. However, there are other reasons that are widely held about generation-Y employees' intention to quit, which may not be held true or empirically validated. Lastly, normative commitment does not influence their intention to stay or to leave an organisation, as their loyalty is to their personal lives.

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Section: Discussioncontrasting

confidence: 99%

Section: Perceived Status Work-values Fitmentioning

confidence: 99%

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Queiri¹,

Yusoff²,

Dwaikat³

2015

ASS

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“…Among the members of this generation, personal and ethical values are intrinsically linked to the type of work that they want to carry out and the characteristics of the organization and its purposes (Ng, Schweitzer, & Lyons, 2010). Angelo clearly wishes to participate with his own subjectivity in the construction of a collective, intellectual and not repetitive kind of work.…”

Section: Resultsmentioning

confidence: 99%

Forms of subjectivation: Generation Y and the contemporaneity

Verzoni

Lisbôa

2016

ATHENEAD

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This empirical article is a result of a qualitative, exploratory and cross-sectional research in which we investigate the forms of subjectivation of the young people of Generation Y. Though the concept that seeks to describe the contemporary youth disregards some specificities, it can be useful and unravel subjectivities. In this exploration, theories of contemporary subjectivity and the psychoanalysis provided a large perspective. To achieve the purpose of the research, semi-structured interviews were performed with six youngsters with the themes: work, interpersonal and virtual relationships, self-image, routine, ethics, idols, violence, consumption, goals and critical opinion about society. The method used to analyze the interviews was the Interpretative Analysis of Frederick Erickson. The main conclusions were that these youngsters want to participate in a project in which they can provide a subjective contribute; present ambivalence, characteristic condition of adolescence; demonstrate conflicts about a cultural requirement that demands a constant individual development. KeywordsForms of subjectivation Generation Y Contemporaneity Youth Resumen Palabras ClaveFormas de subjetivación Generación Y Contemporaneidad Juventud Este artículo empírico es el resultado de un estudio cualitativo, exploratorio y transversal en el cual investigamos las formas de subjetivación de los jóvenes de la Generación Y. Aunque el concepto que pretende describir la juventud contemporánea desconsidere algunas especificidades, esto puede ser útil y revelar subjetividades. En esta exploración, teorías de la subjetividad contemporánea y el psicoanálisis proporcionaran una perspectiva amplia. Para lograr el objetivo de la investigación, se realizaron entrevistas semiestructuradas con seis jóvenes sobre los temas: trabajo, relaciones interpersonales y virtuales, autoimagen, ética, rutina, ído-los, violencia, consumo y opinión crítica sobre la sociedad. El método utilizado para analizar las entrevistas fue el Análisis Interpretativo de Frederick Erickson. Las principales conclusiones fueron que estos jóvenes quieren participar en un proyecto en el cual pueden ofrecer una contribución subjetiva; presentan ambivalencia, condición característica de la adolescencia; demuestran conflictos referentes a la demanda cultural que requiere el desarrollo individual constante.Verzoni, André & Lisboa, Carolina (2016). Forms of subjectivation: Generation Y and the contemporaneity. Athenea Digital, 16(3),

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“…Employee attraction and retention are critical issues for organizations, and a recent field study on the work expectations of the millennial generation suggests that the increasing frequency of employee job-hopping is likely to continue (Ng, Schweitzer, & Lyons, 2010). This suggests that in order to effectively manage human capital, organizations might consider adapting their strategies to accommodate the next generation of employees (Hershatter & Epstein, 2010).…”

Section: Practical Implicationsmentioning

confidence: 99%

“…This suggests that in order to effectively manage human capital, organizations might consider adapting their strategies to accommodate the next generation of employees (Hershatter & Epstein, 2010). Given the value the millennial generation places on work environment (Ng et al, 2010), hiring organizations should be aware not only of how context affected past performance, but also how it may impact these individuals as they enter their new organization.…”

Section: Practical Implicationsmentioning

confidence: 99%

Turning up by Turning Over: The Change of Scenery Effect in Major League Baseball

et al. 2016

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Permanent WRAP URL:http://wrap.warwick.ac.uk/81408 Copyright and reuse:The Warwick Research Archive Portal (WRAP) makes this work by researchers of the University of Warwick available open access under the following conditions. Copyright © and all moral rights to the version of the paper presented here belong to the individual author(s) and/or other copyright owners. To the extent reasonable and practicable the material made available in WRAP has been checked for eligibility before being made available.Copies of full items can be used for personal research or study, educational, or not-for profit purposes without prior permission or charge. Provided that the authors, title and full bibliographic details are credited, a hyperlink and/or URL is given for the original metadata page and the content is not changed in any way. Publisher's statement:The final publication is available at Springer via http://dx.doi.org/10.1007/s10869-016-9468-3 A note on versions:The version presented here may differ from the published version or, version of record, if you wish to cite this item you are advised to consult the publisher's version. Please see the 'permanent WRAP url' above for details on accessing the published version and note that access may require a subscription. Findings Results indicate players with declining performance benefited significantly from a change of scenery. Following a team change, these players experienced a significant increase to their performance that remained stable through a subsequent season. The effect was not different for players who changed teams via trade and free agency, and was modest for those returning to a past organization. Analysis also showed that players leaving while their performance was improving suffered a subsequent performance drop-off in the new organization.Implications As the war for talent escalates and employees change jobs more frequently, extending our understanding of how performance can be influenced by work context may provide new insight into organization staffing policies.Originality/Value Results extend field theory by highlighting how past performance interacts with new work contexts to influence performance. This is one of the few studies evaluating the job change-performance relationship, and perhaps the first to account for the effects of performance trends prior to exit.

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New Generation, Great Expectations: A Field Study of the Millennial Generation

Cited by 703 publications

References 30 publications

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Forms of subjectivation: Generation Y and the contemporaneity

Turning up by Turning Over: The Change of Scenery Effect in Major League Baseball

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