From its inception the student affairs profession has had a rich tradition of fostering students' holistic development, and of assisting faculty colleagues do the same (Evans & Reason, 2001). Of late, the roles of religion and faith have come to be considered as legitimate areas of inquiry for student affairs researchers (Love, 2001, 2002; Love & Talbot, 1999).

Purpose Demographic data indicate that the Millennial generation (those born between 1982 and the early 2000s) are entering the workforce and will become an increasingly significant component of the workforce in the near future. The Millennial generation appears to have significant differences in values, attitudes and expectations regarding work than prior generations. Design/methodology/approach The authors reviewed the literature on the “Millennial” generation (those born between 1982 and the early 2000s) and the research on giving negative feedback to identify issues that are significant with respect to the manner in which managers give negative information to this new generation of workers. Findings To be effective, negative feedback to Millennials needs to be consistent and ongoing. The feedback must be perceived by Millennials as benefitting them now or in the future. Managers must be assertive enough to make sure the employee understands the concerns, but sensitive to the fact that many Millennials have difficulty accepting such feedback. Research limitations/implications These findings offer suggestions for future research that needs to explicitly examine the differences in the new generation of workers and how these persons respond to current managerial practices. Practical implications Millennials are now entering the workforce in significant numbers. Managers will find increasing opportunities to address the organizational and individual needs of these workers. Managers must learn how to effectively direct and motivate this generation of workers, including how to provide constructive negative feedback. Social implications Demographic data indicate that the so-called “Baby Boom” generation will be leaving the workforce in large numbers over the next few years, and will be replaced by the Millennial generation. Originality/value To date, there has been little attempt by management researchers to address the organizational implications of the generational shift that is occurring. We seek to draw attention to one specific area of management practice – delivering negative feedback – and explore how the knowledge may be changing as a new generation of workers enter the workplace.

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This article presents a three-phase model that can guide sport psychologists assisting in crisis intervention with athletes in the weeks following a major trauma. The model employs a systems theory framework within which therapeutic tasks that facilitate recovery from trauma are offered. The unique role of the sport psychologist in post-traumatic care of athletes is discussed. The model’s utility is illustrated via retrospective application to the author’s work with a team that experienced the suicide of one of its veteran members.

This study examined the relationship between God-image and religious behaviors. Participants were 344 undergraduate students at a private midwestern university. Analysis showed strong correlations among three aspects of God-image (presence, acceptance, and challenge) and six items that measured religious practices and religiously motivated volitional behaviors. The findings held when data were controlled for racial and religious diversity. As such, these results differed from an earlier study indicating religious practices to be independent of God-image.