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"Millennial Job Hopping" Ethical Dilemma

The document discusses a chapter about an ethical dilemma regarding millennials frequently changing jobs. It includes responses to questions about whether younger workers differ from older ones in how long they plan to stay at a job, whether employees should feel free to frequently change jobs, and how to combat an interviewer's preconceptions about millennials. The discussion relates this case to generational values and the fit between a person's values and a job or organization.

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Al Mahmud
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200 views2 pages

"Millennial Job Hopping" Ethical Dilemma

The document discusses a chapter about an ethical dilemma regarding millennials frequently changing jobs. It includes responses to questions about whether younger workers differ from older ones in how long they plan to stay at a job, whether employees should feel free to frequently change jobs, and how to combat an interviewer's preconceptions about millennials. The discussion relates this case to generational values and the fit between a person's values and a job or organization.

Uploaded by

Al Mahmud
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Chapter 5 Ethical Dilemma Discussion, "Millennial Job Hopping" (pg 162 of your

text)
Read the "Millennial Job Hopping" Ethical Dilemma on page 162 of your text and
respond to the following Discussion questions below this message:

1) In your experience, do younger individuals differ from older individuals in


terms of how long they plan to remain with a given employer?
Although this may vary, younger individuals are more likely to differ from older
individuals in terms of how long they plan to remain with a given employer. In my
opinion, most young workers expect immediate success and do not have the required
patience it takes to grow with a company. I think the mindset of what makes one
successful is different between the two also. For younger workers, it’s more likely to be
determined by the car they drive or the clothes they wear. While for older workers, it’s
more likely to be determined by their ability to retire or the contribution they’ve made to
a project or organization. Older employees understand the value of building lasting
working relationships in order to succeed. Most young workers are learning themselves
and growing, while also trying to succeed in the workplace. Of course, this doesn’t
apply to all young workers.

2) Do you think you should feel free to "job surf" - purposely move from job to job
as soon as the desire strikes? Do you think employers have the right to ask about
"job surfing" plans when they interview you?

I don’t believe employers should have the right to ask about “job surfing” plans when
they interview a candidate. The organization could possibly protect their investment into
the employee by forcing obligated service based upon the amount they’ve invested into
him/her. Employees should have to right to job surf, however, the organization should
have avenues in place to protect their investment into the employee’s career.

3) If you had an interview with Foster or someone with his views of Millennials,
how might you combat his preconceptions?

I would begin by researching the organization and learning its mission and values. I
would attempt to combat his preconceptions by asking appropriate questions in order to
fully understand the proposed position and its growth potential. Doing so would allow
me to determine if the position itself would put me in a position to obtain career growth
and advancement. I believe showing an invested interest prior to being hired will ease
any fears based on age at the time of consideration. It would allow Mr. Foster to see
that not all young workers are immature or unwilling to work towards something.

4) How does this case relate to generational values (see Exhibit 5-4) as well as
person-job fit and/or person-organization fit?

This case relates to generational values as well as person-job fit and/or person-
organization fit because it shows the concern other generations, such as Boomers,
have for the new generations, the Millennial’s, desire to work hard for their success.
Chapter 7 Case, "The Sleepiness Epidemic" (pg 237 of your text)

Read the "Sleepiness Epidemic" Case on page 237 of your Robbins & Judge (2017)
text and respond to the following Case questions below this message:

1) Should organizations be concerned about the sleepiness of their employees? What


factors influencing sleep might be more or less under the control of an organization?

A study found that the sleepiness would result in depression, job dissatisfaction, heart
disease, accidents and injuries. It will result in lower performance and lower productivity
of the organization.

2) How might sleep deprivation demonstrate aspects of Victor Vroom’s expectancy


theory? How might the incorporation of “nap rooms” for sleep-deprived employees
demonstrate aspects of equity theory?

The theory states that the strength of our tendency to act in a particular way depends on
the strength of the expectation for the outcome and the attractiveness of the outcome.
The physical strength of the individual will fade away when he gets tired because of
sleep deprivation. This will lower the employee’s performance and his or her
expectation on the outcome of the performance.

3) If you were a manager who noticed your employees were sleep-deprived, what steps
might you take to help them? What theories of motivation could you use to help them?
Be specific.

There must be regular counseling sessions with the employees to address their
problems or issues.

Provide flexible working hours or telework options.

Reducing their work hours or schedule.

Maximize potential for breaks.

Using the Case, as well as your text, outside resources, and your own experiences,
respond to the above questions in at least 500 words. What did you find interesting from
the Case and what are your thoughts?

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