Cultural Transformation
According to Kowske et al. (2010) and Holt, Marques, and Way (2012), cultural transformations for Generation Y came in the form of increased oversight by both parents and the U.S. Government, brought about by safety innovations, changes in family dynamics and new government regulations, and focus on team building exercises in both academia and through extracurricular activities such as sports (p. 266; p. 82). Per Holt et al. (2012), these changes lead to a generation that was “. . . indulged . . . highly scheduled and secluded” and received “. . . better parental attention” (p. 82). Furthermore, according to Bradford et al. (2011), Busch et al. (2008), Deal et al. (2010), Gentry et al. (2011), Holt et al. (2012), and …show more content…
Government affordability initiatives, what action plans can be implemented by my corporate functional departmental task force to retain and motivate Generation Y employees with no monetary impact to the organization? Per Kowske et al. (2010), turnover is not generational dependent (p. 275). Additionally, in accordance with the explanation for the development of emotions presented by Goleman (1998), Deal et al. (2010) identified that the employee’s environment was another factor contributing to behaviors in addition to those events shared by the generation (p. 194). Furthermore, according to Thompson and Gregory (2012), employees, regardless of age, tend to leave their positions due to problems with their manager (p. 239). As such, the first action to be completed by the department leader is to identify the reasons for employee attrition over the last 2 years. Likewise, the department leader should hold a skip-level meeting with the department employees to gauge employee morale. Given the cultural changes which occurred during the birth of the Generation Y cohort and resultant expected increases in attention and feedback, other actions to be implemented within the department include creating formal on-boarding and mid-career training programs which will give the employees the opportunity to learn about the other functions within the department, offer the opportunity for continuous communication between the employee and immediate manager. These programs can be developed by the non-managerial Generation Y employees in the form of a group stretch-assignment, which will allow for collaboration between the Generation Y employees, department functional leaders and Human Resources and will offer the employees
According to Kowske et al. (2010) and Holt, Marques, and Way (2012), cultural transformations for Generation Y came in the form of increased oversight by both parents and the U.S. Government, brought about by safety innovations, changes in family dynamics and new government regulations, and focus on team building exercises in both academia and through extracurricular activities such as sports (p. 266; p. 82). Per Holt et al. (2012), these changes lead to a generation that was “. . . indulged . . . highly scheduled and secluded” and received “. . . better parental attention” (p. 82). Furthermore, according to Bradford et al. (2011), Busch et al. (2008), Deal et al. (2010), Gentry et al. (2011), Holt et al. (2012), and …show more content…
Government affordability initiatives, what action plans can be implemented by my corporate functional departmental task force to retain and motivate Generation Y employees with no monetary impact to the organization? Per Kowske et al. (2010), turnover is not generational dependent (p. 275). Additionally, in accordance with the explanation for the development of emotions presented by Goleman (1998), Deal et al. (2010) identified that the employee’s environment was another factor contributing to behaviors in addition to those events shared by the generation (p. 194). Furthermore, according to Thompson and Gregory (2012), employees, regardless of age, tend to leave their positions due to problems with their manager (p. 239). As such, the first action to be completed by the department leader is to identify the reasons for employee attrition over the last 2 years. Likewise, the department leader should hold a skip-level meeting with the department employees to gauge employee morale. Given the cultural changes which occurred during the birth of the Generation Y cohort and resultant expected increases in attention and feedback, other actions to be implemented within the department include creating formal on-boarding and mid-career training programs which will give the employees the opportunity to learn about the other functions within the department, offer the opportunity for continuous communication between the employee and immediate manager. These programs can be developed by the non-managerial Generation Y employees in the form of a group stretch-assignment, which will allow for collaboration between the Generation Y employees, department functional leaders and Human Resources and will offer the employees