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dc.contributor.authorDarby, Vannesia
dc.contributor.authorMorrell, Daniel L.
dc.date.accessioned2020-02-27T21:14:28Z
dc.date.available2020-02-27T21:14:28Z
dc.date.issued2019-04
dc.identifier.urihttps://escholarshare.drake.edu/handle/2092/2194
dc.descriptionEditorially-Reviewed Journal Article. 13 pagesen_US
dc.description.abstractThere are currently five generations operating in today’s workforce, yet only one that is causing a disturbance amongst traditional managerial practices: Millennials. Commonly referred to as Generation Y, Millennials are generally representative of those persons born between 1985 and 1999 (Alsop, 2008). Growing up in the technology bubble and experiencing unique cultural events has greatly impacted the perception of work, motivation, and satisfaction for this generation compared to their counterparts from former eras. The paradigm shift surrounding Millennial motivation in the workplace leaves employers presuming the generation is entitled, selfish, and disloyal. This paper seeks to refute and add context to those assumptions, highlight shared tendencies and habits, examine the motivational theories applicable to Millennials, and offer practical recommendations for managers to create a culture cultivating exemplary employee performance and desired outcomes.en_US
dc.language.isoen_USen_US
dc.publisherDrake Management Reviewen_US
dc.relation.ispartofseriesDrake Management Review;Volume 8, Issues 1&2, April 2019
dc.subjectHuman Resource Managementen_US
dc.titleGenerations at Work: A Review of Generational Traits and Motivational Practices Impacting Millennial Employeesen_US
dc.typeArticleen_US


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