Table of Contents

Managing the New Workforce

Managing the New Workforce

International Perspectives on the Millennial Generation

Edited by Eddy S. Ng, Sean Lyons and Linda Schweitzer

Shifting demographics around the world have created a unique historical phenomenon in which a large cohort of employees (i.e., post-war Baby Boomers) are nearing retirement, and a new cadre of younger workers are being recruited to replace them. These twenty-something year-olds, often referred to as ‘Gen Y’ or Millennials, represent the workforce of the future and come with their own set of expectations, demands, and work habits. The contributors to this volume, drawn from countries around the world, document the cultural, historical, and social context surrounding this phenomenon. The international perspective makes it possible to examine cross-cultural similarities and differences in HRM practices. This timely book provides an understanding of the new workforce in multiple countries and settings and a valuable reference as scholars and employers seek to understand the values, beliefs, and expectations of the next generation of workers.

Chapter 1: Who are the Millennials? Empirical evidence for generational differences in work values, attitudes and personality

Jean M. Twenge and Stacy M. Campbell

Subjects: business and management, human resource management


With a mix of four different generations in today’s workplace, generational differences at work have become a hot topic for both academics and practitioners. Although generational diversity brings a variety of perspectives to the workplace, organizations must also try to understand each generation, their needs, their values and their attitudes to capitalize on their strengths (Lieber, 2010). Managers are especially interested in understanding the Millennials (born roughly 1980–99; also known as GenY and Generation Me; Twenge, 2006), the young workers now beginning or building their careers. While this young generation adds valuable energy and effort to the workforce, it also adds complexity for organizations as they struggle to understand what challenges, inspires and motivates these young workers. Many books, press accounts and consultants have rushed to fill this information gap. Some of these sources report the events and trends experienced by each generation and conclude, often without much empirical support, that the generations have certain traits and attitudes (for example, Howe and Strauss, 2000). Others conduct qualitative interviews–either of managers or young people themselves–to draw conclusions about what the young generation wants at work (for example, Lancaster and Stillman, 2010; Tulgan, 2009). Press accounts take a similar approach, documenting the new programs companies have instituted to attract this group, often without first establishing the existence of the relevant generational difference. For example, Needleman (2008) noted that many companies now off er programs that pay employees to volunteer, based on the idea that Millennials have a greater desire than previous generations to help others and contribute to society. However, it was not clear if that supposition was true or not.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information