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Managing Millennials: looking beyond generational stereotypes

Managing Millennials: looking beyond generational stereotypes The purpose of this paper is to examine what managers perceive Millennial employees as doing in organizations to find generalizations rather than relying upon stereotypes.Design/methodology/approachIn total, 25 interviews were conducted with managers in the hospitality industry. The transcribed data were analyzed to learn about identified category-bound activities described.FindingsThree prominent findings are elaborated. First, Millennials express a desire for learning and training, because they see this as fostering advancement. Second, there were mixed evaluations of Millennials effectiveness in teamwork. Specific teamwork problems managers identified involved cliquish behavior. Finally, managers stated that Millennials desire feedback. In order for the Millennial employee to feel satisfied with the feedback, however, it needs to be ample, positive and personal.Research limitations/implicationsThe ability to generalize findings is limited because the objective of qualitative research is not to predict. The study does offer some patterned observations by managers that may be useful to future employees and other managers.Practical implicationsThe analysis revealed that some practical problems managers may face when leading Millennial employees; however, these employees bring their own solution to the workplace: a desire for training.Originality/valueExisting research on Millennials has not acknowledged the desire for training by Millennials. This is an important finding due to its implications for effective management. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Change Management Emerald Publishing

Managing Millennials: looking beyond generational stereotypes

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0953-4814
DOI
10.1108/jocm-10-2015-0193
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to examine what managers perceive Millennial employees as doing in organizations to find generalizations rather than relying upon stereotypes.Design/methodology/approachIn total, 25 interviews were conducted with managers in the hospitality industry. The transcribed data were analyzed to learn about identified category-bound activities described.FindingsThree prominent findings are elaborated. First, Millennials express a desire for learning and training, because they see this as fostering advancement. Second, there were mixed evaluations of Millennials effectiveness in teamwork. Specific teamwork problems managers identified involved cliquish behavior. Finally, managers stated that Millennials desire feedback. In order for the Millennial employee to feel satisfied with the feedback, however, it needs to be ample, positive and personal.Research limitations/implicationsThe ability to generalize findings is limited because the objective of qualitative research is not to predict. The study does offer some patterned observations by managers that may be useful to future employees and other managers.Practical implicationsThe analysis revealed that some practical problems managers may face when leading Millennial employees; however, these employees bring their own solution to the workplace: a desire for training.Originality/valueExisting research on Millennials has not acknowledged the desire for training by Millennials. This is an important finding due to its implications for effective management.

Journal

Journal of Organizational Change ManagementEmerald Publishing

Published: Jul 9, 2018

Keywords: Diversity; Strategic management; Millennials; Generation Y; Membership categorization

References