Managing the New Workforce
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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.
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Chapter 2: Public service motivation and work preferences of the Millennials in Australia

Jeannette Taylor

Extract

If government organizations are to fulfill their mission of furthering the public good, then having employees who have strong norms and emotions about performing public service or high levels of public service motivation (PSM) would obviously help. Indeed, scholars from a variety of disciplines agree that PSM is important for an effective public service (Francois, 2000; Gailmard and Patty, 2007; Perry and Hondeghem, 2008). Government employees with high levels of PSM have been reported to display high levels of favorable organizational attitudes, like job satisfaction and organizational commitment (Bright, 2007; Steijn, 2008; Taylor, 2007), and behaviors, such as job performance and organizational citizenship behavior (Brewer, 2008; Kim, 2006). Individuals with higher PSM levels are also likely to be more civic-minded and engage in more pro-social acts than those with lower PSM levels (Brewer, 2003; Taylor, 2010). Given the multiple benefits of PSM to both organizations and societies, it pays for government organizations to recruit individuals with high levels of PSM. If the claims of Baby Boomers retiring in large numbers over the next few years in Australia are true (Australian Commonwealth Treasury, 2010), then targeting the Millennials or GenYs with high PSM levels is a worthwhile recruitment strategy for the Australian public service.

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