HRM Solutions for Retaining Millennials in Western Societies

Cassell, Sandra K.

doi:10.1515/mjss-2017-0032

Cited by 4 publications

(4 citation statements)

References 30 publications

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“…Perhaps the most important factor for millennials is to feel valued and supported by their direct supervisor (Cassell, 2017) revealing that the main elements identified for creating feelings of support are organizational policies that promote development opportunities, flexible options for work and balance between professional and personal life. speaks of an environment for millennials in which they can be and give their best, through processes of feedback and coaching, supported by their supervisors.…”

Section: Resultsmentioning

confidence: 99%

Managing Millennials as Outsourced Information Technology Professionals: A Systematic Review

2020

Proceedings of the International Conferences on ICT, Society and Human Beings (ICT 2020), Connected Smart Cities (CSC 2020) An

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The Information Technology Outsourcing (ITO) model has been a trend in recent decades, becoming the dominant trend in contemporary outsourcing scenario. Millennials will soon, globally, be the majority of the workforce, having a particular way of relating to organizations and to work itself as no previous generation did. Information technologies continue to employ more and more human resources, having an increasing demand and a shortage of competent resources. It is therefore important to rethink current Human Resources Management (HRM) models and design a new strategic and appropriate model to accommodate and anticipate the needs of managers and monitor the development of this generation as Information Technology (IT) professionals. The intersection and analysis of the Information and Communications Technologies (ICT), millennials, Human Resource Management, outsourcing and organizations is the objective of this study, to identify the most relevant articles regarding millennials as outsourced IT professionals.

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Section: Resultsmentioning

confidence: 99%

Managing Millennials as Outsourced Information Technology Professionals: A Systematic Review

2020

Proceedings of the International Conferences on ICT, Society and Human Beings (ICT 2020), Connected Smart Cities (CSC 2020) An

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“…In terms of working life, findings on the values and interests of millennials indicate that, compared to previous generations, who appeared to be motivated in their careers by status, financial reward and promotion and held authority and hierarchies in high esteem (Twenge and Campbell, 2012), millennials value personal growth and freedom, striving for a work–life balance and a strong attachment to family and friends (Cassell, 2017; Deloitte, 2016; Papavasileiou and Lyons, 2015). Millennials demand flexibility in terms of working time and place and they do not necessarily become attached to one single company (Deloitte, 2016; Lub et al , 2016).…”

Section: The Extant Literature On Millennials and What (De)motivates ...mentioning

confidence: 99%

I'm difficult, but not impossible: how millennials view international assignments and the implications for human resource management (HRM)

Kollinger

Koris

2021

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PurposeThe purpose of this study is to identify what (de)motivates millennial students from undertaking mobility upon graduation and whether this depends on gender, region of origin, prior work experience, level of studies, or international mindset and how. The paper provides insights on the preferred length of mobility and the most (un)attractive regions.Design/methodology/approachThe sample consists of 1,001 millennial students from 77 countries. Data from a quantitative self-reported survey were analysed employing exploratory factor analysis and confirmatory data analyses.FindingsFactors that motivate mobility are personal development, learning about foreign cultures and the opportunity to travel and those that demotivate are a preference for short-term assignments, unwillingness of family to move and disruption of home country life. Factors differ by region, gender, level of current studies and the student's international mindset.Research limitations/implicationsThe cohort included only students pursuing a business or technical education. A willingness to accept an international assignment may not necessarily translate into accepting an international assignment due to the effect of the attitude–behaviour gap. The authors do not aim to generalise on the basis of the results since the sample was fairly disproportionate in terms of world regions. We do, however, invite further studies to treat ours as potential input for new and emerging studies of either a quantitative or qualitative nature.Practical implicationsDue to a strong attachment to home, short-term assignments are preferred. Salary and financial benefits remain hygienic factors and motivating factors remain on the “soft” side. Motivating millennials to engage in mobility requires an individualised approach, dependent on region of origin, gender, the level of education, work experience and international mindset.Originality/valueThis study indicates that the factors that (de)motivate millennial students to engage in international assignments differ on the basis of various socio-demographic variables.

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“…Although increasing an employee's hourly wage, allowing for opportunities to rotate jobs and providing lunch were effective ways to retain talent a century ago (Eberle, 1919), the same strategies would not be effective today. Similarly, merely investing in the professional development of employees, creating a positive working climate and creating a clear career path -which are contemporary retention strategies -are not enough to retain talented millennials today (Cassell, 2017). As such, new talent retention approaches are needed to ensure that organisations are equipped to manage the challenges of tomorrow.…”

Section: Introductionmentioning

confidence: 99%