Leading a Multigenerational Workforce: Strategies for Attracting and Retaining Millennials

Cahill, Terrence; Sedrak, Mona

doi:10.1097/01974520-201207000-00002

Cited by 60 publications

(54 citation statements)

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“…Millennials are generally optimistic, which may reflect being raised by optimistic parents during the prosperous 1990s. They want to know why, and expect quick feedback and constant mentoring (Cahill & Sedrak, 2012;Murray, 2013). Millennials are also well versed in technology and are skilled multitaskers (Cahill & Sedrak, 2012).…”

Section: Behavioursmentioning

confidence: 99%

Can I relate? A review and guide for nurse managers in leading generations

2018

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Section: Behavioursmentioning

confidence: 99%

Can I relate? A review and guide for nurse managers in leading generations

2018

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“…Activities that embroider the interaction process such as listening to customers, understanding what they want, reacting with empathy to their needs, or simply socializing cannot be fulfilled in the way they can be performed by human beings (ibid.). The generations of digital natives, that is, Generation Y (people born between 1980 and1990;Cahill and Sedrak 2011) and Generation Z (people born later than 1999; Sparks and Honey 2014), may, in fact, take interaction via ICT interfaces for granted, whereas other customer groups might hold on to face-to-face or at least "face-to-phone" interaction. Apart from the fact that you are not face to face, although a face-to-face interaction is technically possible, you are not in the same room feeling and recognizing empathy from the person in front of you.…”

Section: Service Encounters and Ict: False Friends?mentioning

confidence: 99%

Service Innovation

2016

Translational Systems Sciences

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In 1956, Kenneth Boulding explained the concept of General Systems Theory as a skeleton of science. He describes that it hopes to develop something like a "spectrum" of theories-a system of systems which may perform the function of a "gestalt" in theoretical construction. Such "gestalts" in special fields have been of great value in directing research towards the gaps which they reveal.There were, at that time, other important conceptual frameworks and theories, such as cybernetics. Additional theories and applications developed later, including synergetics, cognitive science, complex adaptive systems, and many others. Some focused on principles within specific domains of knowledge and others crossed areas of knowledge and practice, along the spectrum described by Boulding.Also in 1956, the Society for General Systems Research (now the International Society for the Systems Sciences) was founded. One of the concerns of the founders, even then, was the state of the human condition, and what science could do about it.The present Translational Systems Sciences book series aims at cultivating a new frontier of systems sciences for contributing to the need for practical applications that benefit people.The concept of translational research originally comes from medical science for enhancing human health and well-being. Translational medical research is often labeled as "Bench to Bedside." It places emphasis on translating the findings in basic research (at bench) more quickly and efficiently into medical practice (at bedside). At the same time, needs and demands from practice drive the development of new and innovative ideas and concepts. In this tightly coupled process it is essential to remove barriers to multi-disciplinary collaboration.The present series attempts to bridge and integrate basic research founded in systems concepts, logic, theories and models with systems practices and methodologies, into a process of systems research. Since both bench and bedside involve diverse stakeholder groups, including researchers, practitioners and users, translational systems science works to create common platforms for language to activate the "bench to bedside" cycle.In order to create a resilient and sustainable society in the twenty-first century, we unquestionably need open social innovation through which we create new social values, and realize them in society by connecting diverse ideas and developing new solutions. We assume three types of social values, namely: (1) values relevant to social infrastructure such as safety, security, and amenity; (2) values created by innovation in business, economics, and management practices; and, (3) values necessary for community sustainability brought about by conflict resolution and consensus building.The series will first approach these social values from a systems science perspective by drawing on a range of disciplines in trans-disciplinary and cross-cultural ways. They may include social systems theory, sociology, business administration, management information science, organi...

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“…Moreover, the baby boomer generation retires at a pace of 10.000 per day (United States Census Bureau, 2015) and organizations struggle to retain millennials (Murphy, 2012, Schwabel, 2013. The need to mentor and develop millennials to counteract is higher than for normal (Cahill & Sedrak, 2012).…”

Section: Introductionmentioning

confidence: 99%

Affective Commitment to Organizations: A Comparison Study of Reverse Mentoring Versus Traditional Mentoring Among Millennials

Hechl

2017

Binus Business Review

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This research addressed the high turnover rates among millennial employees. Specifically, it was unknown if millennials who received reverse mentoring had greater affective commitment to the organization than the millennials who had standard mentoring. Quasi-experimental design with two group post-test was conducted. A total of 90 participants (45 per group) completed the survey. The survey was conducted by Qualtrics, an online survey company. The sample population included male and female individuals, born between 1982 and 1998, employed by all types of organizations in the United States and participating in a mentoring program at the time the survey was taken. Affective commitment is greater in the reverse mentoring group (M = 36,683, SE = 0,959) compared to the traditional mentoring group (M = 34,984, SE = 0,959). However, after adjusting the quality of the relationship between Leader-Member Exchange (LMX) and Length and Frequency of Mentoring (LFM), there is no statistically significant difference (p <0,05) between traditional mentoring and reverse mentoring on affective commitment to the organization indicated by F(1,86) = 1,569, p = 0,214.

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Leading a Multigenerational Workforce: Strategies for Attracting and Retaining Millennials

Cited by 60 publications

References 0 publications

Can I relate? A review and guide for nurse managers in leading generations

Can I relate? A review and guide for nurse managers in leading generations

Service Innovation

Affective Commitment to Organizations: A Comparison Study of Reverse Mentoring Versus Traditional Mentoring Among Millennials

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