If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -To offer managers insights into Generation Y and practical suggestions on how to turn this high maintenance workforce into a high productivity workforce.Design/methodology/approach -This research is based on RainmakerThinking Inc.'s ongoing workplace interviews with hundreds of Generation Yers and managers.Findings -Like their Gen X siblings, the most talented members of Generation Yers are independent, entrepreneurial thinkers who relish responsibility, demand immediate feedback, and expect a sense of accomplishment hourly. They thrive on challenging work and creative expression, love freedom and flexibility, and hate micromanagement. Guided by managers who are willing to confront their challenges and meet their expectations, they have the potential to become the highest performers in history. They have 14 expectations of managers that can create the type of professional relationships they want to build.Research limitations/implications -Generation Y is just beginning to gain pull in the workplace as full-time workers. Ongoing research is needed to see how our initial conceptions of them as high school and university students plays out as they mature in their professional lives.Practical implications -This paper not only offers managers insights into this highly diverse, contradictory generation, but suggests best practices they can implement to communicate with and motivate this emerging workforce.Originality/value -As organizations compete to attract and retain the best new talent, this paper offers managers a strategic advantage: a practical guide to the characteristics, needs and expectations of Generation Y.

No doubt about it: The newest diversity issue in the workplace is age diversity. Many organizations have finally figured out how to recruit young talent only to watch them drive down a collision course with seasoned employees over issues like work ethic, respect for authority, management style, dress code and every work arrangement imaginable. And they're not sure what to do about it. This paper offers managers and supervisors practical insights and best practices on how to create a collaborative multigenerational team.

Two hundred male and female patients, selected at random from all patients admitted to an inpatient alcoholism treatment facility in 1973-1974, were surveyed 10 years following treatment. Response rate was 80%, and a validity check was done. Of the 158 unstable responses, 61% reported complete or stable remission of their alcoholism for at least 3 years prior to the survey and 84% reported stable psychosocial status. Successful outcome was possible regardless of severity of drinking history or psychosocial status. Seventy-six percent (76%) of those still alive at follow-up reported remission; at most, 23% of the deceased were reported in remission prior to death. Involvement in Alcoholics Anonymous (AA) predicted abstinence, suggesting successful outcome for patients who undergo a treatment regimen, which bridges patients into AA involvement. Of those respondents who continued to sponsor other AA members throughout the follow-up period, 91% were in remission at the time of survey.

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