Research Handbook on Employee Turnover
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Research Handbook on Employee Turnover

Edited by George Saridakis and Cary L. Cooper

Covering the period of the financial crisis, this Research Handbook discusses the degree of importance of different driving forces on employee turnover. The discussions contribute to policy agendas on productivity, firm performance and economic growth. The contributors provide a selection of theoretical and empirical research papers that deal with aspects of employee turnover, as well as its effects on workers and firms within the current socio-economic environment. It draws on theories and evidence from economics, management, social sciences and other related disciplines.
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Chapter 10: Turnover amongst Generation Y

Linda Holbeche


Discussion about Generation Y and its impact on the workplace has been a growing theme in popular management and human resource management literature since the early 2000s. Much of the discussion has centred on generational differences and how these may impact on the design of workforce strategies; in particular, on how to attract and retain Generation Y. This generation, broadly recognized as having been born in or after 1980, is also variously known as Millennials (Howe and Strauss, 2000), the Global Generation, Generation Next and the Net Generation (Shapira, 2008). I use the terms ‘Millennials’ and ‘Generation Y’ interchangeably throughout this chapter. As Jorgensen (2003) points out, there are significant limitations in the research available on the subject of Millennials. Much of the discussion about Millennials is to be found in popular generational literature (in blogs, articles in the management press, consultancy-based research reports) and appears to be largely based on observation and subjective data rather than on large-scale empirical work. In contrast, academic literature tends not to draw arbitrary lines between generations and scholarly research pertaining to Generation Y is relatively scant.

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