Generational Differences In The Workplace: Personal Values, Behaviors, And Popular Beliefs

Recruiting millennials: Exploring the impact of CSR involvement and pay signaling on organizational attractiveness

“…Unfortunately, much of the literature on this topic has provided many conflicting and inconsistent results that seem to lead to more questions than answers. For example, members of the millennial cohort were found to place a higher value on friendship than other cohorts (Gibson et al, 2009), but also were found to value social interactions significantly less Twenge & Kasser, 2013). They were found to value loyalty less than other cohorts (Gibson et al, 2009) but also to desire dedication for their supervisors and their employers (Sessa et al, 2007).…”

“…It is often argued that, when compared with baby boomers and Gen Xers, millennials tend to be more self-centered, placing higher value on work-life balance, valuing extrinsic rewards more and intrinsic rewards less, and showing less interest in social interactions than the other cohorts . Moreover, they are said to value autonomy, few close friendships, accomplishment, independence, and ambition more than other cohorts (Gibson, Greenwood, & Murphy, 2009). They expect personalized attention from mentors and are less tolerant of role ambiguity than their predecessors (Bodenhausen & Curtis, 2016).…”

“…Despite the increasing share of team-oriented work, millennials rank teambuilding as the least important managerial skill, favoring more impersonal planning (Taylor & Stein, 2014). As has been long suggested, they have been found to value loyalty less than other cohorts and disengage from positions if opportunities for career advancement are not immediately apparent (Gibson et al, 2009). Not all extant research is supportive of negative stereotypes, however.…”

“…For example, members of the millennial cohort were found to place a higher value on friendship than other cohorts (Gibson et al, 2009), but also were found to value social interactions significantly less Twenge & Kasser, 2013). They were found to value loyalty less than other cohorts (Gibson et al, 2009) but also to desire dedication for their supervisors and their employers (Sessa et al, 2007). Millennials seem to enjoy collaboration and value being on teams (Maier et al, 2015), yet, when put in leadership positions, they rate team building as one of the least important management skills to possess (Taylor & Stein, 2014).…”

“…Millennials seem to enjoy collaboration and value being on teams (Maier et al, 2015), yet, when put in leadership positions, they rate team building as one of the least important management skills to possess (Taylor & Stein, 2014). They have been found to be socially motivated (Gibson et al, 2009) but also more self-centered and materialistic (Twenge & Kasser, 2013). The academic research targeting attraction and retention of millennials has also been mixed, having been described as "confusing at best and contradictory at worst" (Deal, Altman, & Rogelberg, 2010, p. 191), confirming an ongoing need for researchers to look more closely at this phenomenon and the expectations of this cohort.…”