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Claiming Significance

This document discusses generational differences in the workplace, focusing on challenges with managing Millennials. Millennials have different expectations than previous generations regarding career progression, work-life balance, and workplace culture. They are more comfortable with technology and expect frequent feedback. Managing Millennials effectively requires understanding and accommodating their traits, such as valuing flexibility, self-development, and meaningful work. The document reviews literature on generational characteristics and practices for engaging Millennials, with a focus on identifying strategies for the healthcare sector where little research has been done.

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28 views4 pages

Claiming Significance

This document discusses generational differences in the workplace, focusing on challenges with managing Millennials. Millennials have different expectations than previous generations regarding career progression, work-life balance, and workplace culture. They are more comfortable with technology and expect frequent feedback. Managing Millennials effectively requires understanding and accommodating their traits, such as valuing flexibility, self-development, and meaningful work. The document reviews literature on generational characteristics and practices for engaging Millennials, with a focus on identifying strategies for the healthcare sector where little research has been done.

Uploaded by

Boudaoud Family
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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CEO’s are increasingly struggling with generational differences in their work

forces. Many complications can be seen from the different ways of thinking and

communication styles of employees born in different eras. There is a growing body

of literature that recognizes the importance of generational issues in the workplace.

Researchers claim that the Millennial generation, born between 1980 and 2000, is

shaping the world of work (Kaifi, Nafei, Khanfar, & Kaifi, 2012; Steward et al.,

2016; Holt, Marques, & Way, 2012; Lewis & Wescott, 2017; Hershatter &

Epstein, 2010; Schulte, 2012; Gerard, 2019; Chou, 2012). Their career ambitions,

attitudes about work, and grasp of new technologies will define the workplace

culture for years to come.

Gen. Y matter because they are not only different to past generations, they are also

more numerous than any since as the Baby Boomers generation is retiring. Their

use of technology obviously makes them unique. Managers find it not easy to

attract, manage, and retain millennials.

One of their special traits is their proficiency with the digital worlds, compared to

elder generations. They expect immediate access of information, and they are

accustomed to digital gadgets and social networking sites. Outrunning their more

senior workers, millennials are the first gen. to join the workplace with a better

understanding of digital tools. Gen Y also behave differently. Their experience of


global economic recessions and terrorism affected their behavior (Messarra,

Karkoulian, & El-Kassar, 2016). Millennials give more emphasis on their personal

needs than on those of the company. They tend to be uncomfortable with the

rigidity of the corporate ladder. They expect fast promotion, an exciting career and

frequent feedback. Gen. Y also want a workplace culture that meet their needs such

as flexibility with scheduling and training opportunities. In other words, Work-life

balance and self-development remain necessary. Thus, it is not a surprise that

Millennials are likely to have several employers in their lifetime. Moreover,

millennial employees also want to feel their work is interesting and their efforts are

being recognized. Thus, the ability to attract and retain millennial talent is vital for

companies’ success.

The literature has provided insights about key features of Millennials and their

predecessors in the workplace in an effort for managers to not only be able to

effectively address and take advantage of the differences in expectations of each

generation, but also to engage and motivate the younger gen. The literature is

generally consistent in describing generational traits (Lewis et al., 2017; Kaifi et

al., 2012; Holt et al., 2012). For example, Baby Boomers are optimistic and

competitive. Gen Xers are more likely to be skeptical and individualistic.

Millennials value technology, feedback, and teamwork. However, it is crucial not

to follow blanket stereotypes. Messarra et al., (2016) describe millennials as self-


centered with different definition of loyalty than their predecessors; whereas,

Stewart et al. (2017) have more favorable arguments. The latter shares with Lewis

at al. (2017); Kaifi et al. (2012); Barron et al. (2014) an acceptance for the idea that

managers should accommodate millennials by taking note of their unique mindsets

and traits. Some scholars claim that Millennials’ loyalty to their employers tend to

be low. That is, they may show willingness to leave the organizations if another

job that better meet their needs was offered. By contrast, Kaifi et al. (2012) show

that managers millennials hires with a Master degree, rather than an undergraduate

one, are less likely to leave with their employers. Furthermore, extensive studies

were conducted on millennials management in general (CITE), while others

focused on particular industries, such as IT and tourism and hospitality (CITE).

However, few studies have explored Millennials management in the healthcare

sector. Thus, this paper attempts to investigate some practices that managers can

practically adopt to effectively manage millennials in the workplace in general and

in the health sector in particular. Respectively, this research will answer one

research question “what are some practices managers can adopt to effectively

manage Millennials in the workplace?” aiming to fill the gap in the literature.

Defining key terms

Baby Boomers are born between 1944 and 1964 (Steward et al., 2017; Lewis et al.,

2017). Gen Xers are born between 1965 and 1980 (Steward et al., 2017; Lewis et
al., 2017). Gen Ys—also known as Millennials—were born in 1981 or later and

like teamwork, feedback and technology. It is also necessary here to clarify what is

meant by Gen. Z. Some scholars have dubbed on those born after 1999 as gen. Z,

rather thang gen. Y (Talmon, 2019). Throughout this paper, the term generation is

abbreviated to “Gen.”

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