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 3: Attracting Generation Y: how work values predict organizational attraction in graduating students in Belgium

Rein De Cooman and Nicky Dries


A new generation of young people is entering the workforce in large numbers (Smola and Sutton, 2002; Twenge and Campbell, 2008). As the Baby Boom generation retires (or at least scales back on their workload), their maturing Generation Y children are assuming a pivotal position in the national and global economy (International Labour Office, 2011). As a result, modern workplaces are increasingly diverse, with up to four generations of employees collaborating. Enormous pressure is thus exerted on organizations to create a workplace that satisfi es the needs of these different generational cohorts. Two findings justify the particular focus of the current study on Generation Y (that is, those born between 1980 and 2000). First, since they started entering the workforce a decade ago at the very earliest, their effects on companies have not yet fully manifested, and there is still a significant need and opportunity for empirical studies to uncover relevant new insights (Lancaster and Stillman, 2010). Second, the literature on Generations, and especially on Generation Y, is typically criticized for being based mainly on stereotypes originating from anecdotal evidence and opinion rather than empirical findings (Wong et al., 2008).

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