Generation Y – challenging clients for HRM?

Purpose – The purpose of this qualitative paper is to seek more understanding of the elements important to the psychological contracts of working Millennials. The study also presents the implications of those findings for human resource management practices. Design/methodology/approach – Empirical data were collected from Facebook using the method of empathy-based stories (MEBS). A sample of working Millennials describes the factors they saw as motivating and desirable in working life. Findings – The findings are in line with previous quantitative studies in western countries, which reveal constant learning and developing at work; interesting, challenging, and varied tasks; social relations and the supervisor’s behaviour; reciprocal flexibility concerning timetables and working hours; and a good work-life balance to be important factors. However, the findings indicate that the desire to develop competences, and factors related to time may be even more significant for Millennials than previous literature o...

[1]  Robert Jan Blomme,et al.  Different or alike?: Exploring the psychological contract and commitment of different generations of hospitality workers , 2012 .

[2]  A. D. Vos,et al.  Millennials’ Career Perspective and Psychological Contract Expectations: Does the Recession Lead to Lowered Expectations? , 2010 .

[3]  Jane Yarnall,et al.  Line managers as career developers: rhetoric or reality? , 1998 .

[4]  Denise M. Rousseau,et al.  New hire perceptions of their own and their employer's obligations: A study of psychological contracts , 1990 .

[5]  Denise M. Rousseau,et al.  Psychological Contracts in the Workplace: Understanding the Ties That Motivate , 2004 .

[6]  J. Paauwe,et al.  HRM and performance: What's next? , 2005 .

[7]  J. Paauwe,et al.  Balancing HRM: the psychological contract of employees , 2011 .

[8]  Neil Conway,et al.  A Longitudinal Study of the Relationship between Career Management and Organizational Commitment among Graduates in the First Ten Years at Work , 2002 .

[9]  Elliroma Gardiner,et al.  Generational differences in personality and motivation: Do they exist and what are the implications for the workplace? , 2008 .

[10]  Jacqueline A-M. Coyle-Shapiro,et al.  A psychological contract perspective on organizational citizenship behavior , 2002 .

[11]  John Paul Macduffie.  Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry , 1995 .

[12]  Adelina M. Broadbridge,et al.  13_2_30: Experiences, perceptions and expectations of retail employment for Generation Y , 2007 .

[13]  J. Hakanen,et al.  Psychological contract and its motivational and health‐enhancing properties , 2010 .

[14]  J. Saarti,et al.  Library as the Student's Cornerstone or Obstacle: Evaluating the Method of Empathy-Based Stories , 2000 .

[15]  Carolyn A. Martin.  From high maintenance to high productivity , 2005 .

[16]  Hao Zhao,et al.  THE IMPACT OF PSYCHOLOGICAL CONTRACT BREACH ON WORK‐RELATED OUTCOMES: A META‐ANALYSIS , 2007 .

[17]  M. V. Riemsdijk,et al.  Managing temporary workers: work identity, diversity and operational HR choices , 2005 .

[18]  John P. Meyer,et al.  A three-component conceptualization of organizational commitment , 1991 .

[19]  M. Tomprou,et al.  A model of psychological contract creation upon organizational entry , 2011 .

[20]  Denise M. Rousseau,et al.  CHANGING OBLIGATIONS AND THE PSYCHOLOGICAL CONTRACT: A LONGITUDINAL STUDY , 1994 .

[21]  N. Hess,et al.  Career stage and generational differences in psychological contracts , 2009 .

[22]  Jessica L. Hurst,et al.  Generation Y and career choice: The impact of retail career perceptions, expectations and entitlement perceptions , 2009 .

[23]  L. Sargent,et al.  Exploring the development of a protean career orientation: values and image violations , 2007 .

[24]  D. Hall,et al.  The new protean career contract: Helping organizations and employees adapt , 1998 .

[25]  M. Mallon,et al.  Managers and professionals in the contingent workforce , 2000 .

[26]  David Solnet,et al.  Generation Y as hospitality employees: Framing a research agenda , 2008 .

[27]  D. Hall.  The protean career: A quarter-century journey , 2004 .

[28]  Monica Adya,et al.  Knowledge sharing and the psychological contract: Managing knowledge workers across different stages of employment , 2007 .

[29]  Dianne Gardner,et al.  Generational differences at work: introduction and overview , 2008 .

[30]  John E. Delery,et al.  Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions , 1996 .

[31]  C. D. Sutton,et al.  Generational differences: revisiting generational work values for the new millennium , 2002 .

[32]  Eero Sormunen,et al.  Learning Information Retrieval through an Educational Game. Is Gaming sufficient for learning? , 2000, Educ. Inf..

[33]  Peter J. Makin,et al.  The psychological contract, organisational commitment and job satisfaction of temporary staff , 2000 .

[34]  Sylvie Guerrero,et al.  The affective underpinnings of psychological contract fulfilment , 2008 .

[35]  P. Urwin,et al.  Generational Differences in Work Values: A Review of Theory and Evidence , 2011 .

[36]  D. Rousseau.  I-deals: Idiosyncratic Deals Employees Bargain for Themselves , 2005 .

[37]  M. Taylor,et al.  Aren't there two parties in an employment relationship? Antecedents and consequences of organization–employee agreement on contract obligations and violations , 2003 .

[38]  Nicky Dries,et al.  Exploring four generations' beliefs about career: Is “satisfied” the new “successful”? , 2008 .

[39]  Judy A. Siguaw,et al.  Best Practices in Human Resources , 2000 .