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