Human resources management solutions for attracting and retaining millennial workers

Human Resources Management Solutions for Attracting and Retaining Millennial Workers Meng-Shan Tsai Clouder Technology Inc., Taiwan A volume in the Advances in Human Resources Management and Organizational Development (AHRMOD) Book Series Published in the United States of America by IGI Global Business Science Reference (an imprint of IGI Global) 701 E Chocolate Avenue Hershey PA 17033 Tel: 717-533-8845 Fax: 717-533-8661 E-mail: cust@igi-global.com Web site: http://www.igi-global.com Copyright © 2017 by IGI Global All rights reserved No part of this publication may be reproduced, stored or distributed in any form or by any means, electronic or mechanical, including photocopying, without written permission from the publisher Product or company names used in this set are for identification purposes only Inclusion of the names of the products or companies does not indicate a claim of ownership by IGI Global of the trademark or registered trademark Library of Congress Cataloging-in-Publication Data CIP Data Pending ISBN: 978-1-5225-2044-3 eISBN: 978-1-5225-2045-0 This book is published in the IGI Global book series Advances in Human Resources Management and Organizational Development (AHRMOD) (ISSN: 2327-3372; eISSN: 2327-3380) British Cataloguing in Publication Data A Cataloguing in Publication record for this book is available from the British Library All work contributed to this book is new, previously-unpublished material The views expressed in this book are those of the authors, but not necessarily of the publisher Advances in Human Resources Management and Organizational Development (AHRMOD) Book Series ISSN:2327-3372 EISSN:2327-3380 Editor-in-Chief: Patricia Ordóđez de Pablos, Universidad de Oviedo, Spain Mission A solid foundation is essential to the development and success of any organization and can be accomplished through the effective and careful management of an organization’s human capital Research in human resources management and organizational development is necessary in providing business leaders with the tools and methodologies which will assist in the development and maintenance of their organizational structure The Advances in Human Resources Management and Organizational Development (AHRMOD) Book Series aims to publish the latest research on all aspects of human resources as well as the latest methodologies, tools, and theories regarding organizational development and sustainability The AHRMOD Book Series intends to provide business professionals, managers, researchers, and students with the necessary resources to effectively develop and implement organizational strategies Coverage • Employment and Labor Laws • Workplace Culture • Strategic HRM • Entrepreneurialism • E-Human Resources Management • Organizational Development • Outsourcing HR • Collaborative Method • Personnel Retention • Worker Behavior and Engagement IGI Global is currently accepting manuscripts for publication within this series To submit a proposal for a volume in this series, please contact our Acquisition Editors at Acquisitions@igi-global.com or visit: http://www.igi-global.com/publish/ The Advances in Human Resources Management and Organizational Development (AHRMOD) Book Series (ISSN 2327-3372) is published by IGI Global, 701 E Chocolate Avenue, Hershey, PA 17033-1240, USA, www.igi-global com This series is composed of titles available for purchase individually; each title is edited to be contextually exclusive from any other title within the series For pricing and ordering information please visit http://www.igi-global.com/bookseries/advances-human-resources-management-organizational/73670 Postmaster: Send all address changes to above address ©© 2017 IGI Global All rights, including translation in other languages reserved by the publisher No part of this series may be reproduced or used in any form or by any means – graphics, electronic, or mechanical, including photocopying, recording, taping, or information and retrieval systems – without written permission from the publisher, except for non commercial, educational use, including classroom teaching purposes The views expressed in this series are those of the authors, but not necessarily of IGI Global Titles in this Series For a list of additional titles in this series, please visit: http://www.igi-global.com/book-series/advances-human-resources-management-organizational/73670 Handbook of Research on Human Resources Strategies for the New Milennial Patricia Ordoñez de Pablos (University of Oviedo, Spain) and Robert D Tennyson (University of Minnesota, USA) Business Science Reference â2017 523pp H/C (ISBN: 9781522509486) • US $310.00 Management Education for Global Leadership Neeta Baporikar (HP-GSB, Namibia University of Science and Technology, Namibia) Business Science Reference â2017 321pp H/C (ISBN: 9781522510130) • US $185.00 Innovation and Shifting Perspectives in Management Education Neeta Baporikar (HP-GSB, Namibia University of Science and Technology, Namibia) Business Science Reference â2017 352pp H/C (ISBN: 9781522510192) • US $190.00 Strategic Labor Relations Management in Modern Organizations Ana María Lucia Casademunt (Universidad Loyola Andalucía, Spain) Business Science Reference â2016 313pp H/C (ISBN: 9781522503569) • US $205.00 Bridging the Scholar-Practitioner Gap in Human Resources Development Claretha Hughes (University of Arkansas, USA) and Matthew W Gosney (Hillcrest HealthCare Systems, USA) Business Science Reference â2016 • 267pp • H/C (ISBN: 9781466699984) • US $185.00 Quantitative Multidisciplinary Approaches in Human Capital and Asset Management Meir Russ (University of Wisconsin-Green Bay, USA) Business Science Reference â2016 • 317pp • H/C (ISBN: 9781466696525) • US $205.00 Strategic Information Technology Governance and Organizational Politics in Modern Tiko Iyamu (Cape Peninsula University of Technology, South Africa) Business Science Reference â2015 326pp H/C (ISBN: 9781466685246) US $210.00 Cross-Cultural Collaboration and Leadership in Modern Organizations Nancy D Erbe (California State University Dominguez Hills, California) and Anthony H Normore (California State University Dominguez Hills, California) Business Science Reference â2015 388pp H/C (ISBN: 9781466683761) US $225.00 For an enitre list of titles in this series, please visit: http://www.igi-global.com/book-series/advances-human-resources-management-organizational/73670 701 East Chocolate Avenue, Hershey, PA 17033, USA Tel: 717-533-8845 x100 • Fax: 717-533-8661 E-Mail: cust@igi-global.com • www.igi-global.com Table of Contents Preface vii ; ; Section The Basic Concept ; ; Chapter What Is the Millennial Generation? ; ; ; Chapter The Differences between the Millennial Generation and Other Generations ; ; ; Chapter The Important Issues for Millennial Workers 25 ; ; ; Section Attracting Millennial Workers ; ; Chapter Recruiting 68 ; ; ; Chapter Training and Development 130 ; ; ; Chapter Pay/Salary/Wage and Benefits 170 ; ; ; Section Retaining Millennial Workers ; ; Chapter Promotion 193 ; ; ; Chapter Career Development 223 ; ; ; Section Future Issues ; ; Chapter The Future Challenge of Millennial Workers 254 ; ; ; Appendix 264 ; ; About the Author 267 ; ; Index 268 ; ; vii Preface This book discusses the human resource management issues from Millennial generation individuals This is a special generation; the Millennial individuals have a lot of novel ideas and thoughts Therefore, this book compares Millennial generation with other generations, and finds that there are many differences There are many books discuss the topics about human resource management, and the information about Millennial generation individuals are sufficient However, the main concepts of this book is to explore the approaches to attract and retain Millennial workers This book contains four sections and nine chapters to explore this topic This book is able to explore the characteristics of Millennial generation, as well as assists the employers, managers, and other workers understand this generation At the beginning of each chapter, the objectives are listed This is able to make the readers realize the key points in each chapter At the end of each chapter, several questions are offered, and these questions are able to develop the readers’ thinking This book provides sufficient background knowledge and theory about the topic Furthermore, this book also offers 12 stories which focus on the practical viewpoints, and these stories are able to help readers understand the knowledge and theory Regarding the complex concepts, this book uses tables and figures to explain them, and cites previous studies or books to provide the models Through tables and figures, the readers can easily to understand and establish the right concepts This book describes not only many opinions from Eastern culture and Chinese viewpoints, but also collects a lot of literature and researches from database Hence, this book clearly illustrates the issues, problems, and trends related to the topic, as well as promotes the readers’ international viewpoints Meng-Shan Tsai Clouder Technology Inc., Taiwan October 2016 Section The Basic Concept In this section, the author introduces the basic but important concepts The main objective of this section is for make readers to get to know the Millennial Generation as background for reading the following chapters If you are an employer, you have to know how to manage Millennial Generation workers If you are an employee, but not belong to the Millennial Generation, you have to understand how to communicate with Millennial Generation workers If you are a Millennial Generation worker, you should be able to understand other Millennial Generation workers’ thinking If you are a Millennial Generation individual and you are yet to enter the labor market, you need to understand what negative attitudes you should avoid If you are interested in these issues, this book will provide you with relevant information Chapter What Is the Millennial Generation? ABSTRACT After you read this chapter, you will be able to understand the conceptions of generation and know the definition and attitudes of Millennial The purpose of this book is to explore the new generation—the Millennial Generation—in the workplace This generation has a new way of thinking, so Millennials differ from other generations Therefore, this chapter defines the term “Millennial Generation” and discusses their attitudes WHAT IS THE MILLENNIAL GENERATION? Generations “Generation” refers to a group of people who were born and came of age together over a period of roughly 20 years This is an approximate period, which refers to an individual’s birth to early adulthood To date, current generations can be divided into six periods: The Greatest Generation (G.I.) (1901–1924), Silent (1925–1942), Boom (1943–1960), Gen-X (1961–1981), Millennial (1982–2002), and post-9/11, whom some have termed 20-20 (2003–present) It is worth noting that the Boom Generation refers to “Baby Boomers,” and the Millennial Generation is also called “Generation Y”, “Generation Me,” DOI: 10.4018/978-1-5225-2044-3.ch001 Copyright ©2017, IGI Global Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited The Future Challenge of Millennial Workers INTERNATIONALIZATION AND GLOBALIZATION ENVIRONMENT Internationalization and globalization are important trends for the future Hence, Generation Y individuals have to develop broader viewpoints, and understand that internationalization and globalization are highly valued aspects in relation to their careers Internationalization has more to with the specific policies and programs undertaken by governments, academic systems and institutions, and even individual departments to deal with globalization (Altbach, Reisberg, & Rumbley, 2009) Moreover, innovation is considered as an essential factor in the process of internationalization Internationalization is a gradual and sequential process that relies on the experience and knowledge that businesses acquire through entry into successive new foreign markets Usually, the internationalization of an organization is a process that leads on from the consolidation of the business in the domestic market (Castaño, Méndez, & Galindo, 2016) Globalization typically is able to be defined as the broad economic, technological, and scientific trends that directly affect higher education and are largely inevitable in the contemporary world (Altbach et al., 2009) Furthermore, the American Defense Institute defines globalization as the fast and continuous inter-border flow of goods, services, capital (or money), technology, ideas, information, cultures, and nations According to this Institute, through globalization an unprecedented integration among economies is taking place, an information reform is being experienced, and markets, corporations, organizations, and governance are becoming more international Thus, the term globalization is able to be proposed as having different meanings to different people It can be interpreted differently due to the various dimensions of the term, such as time or location, cause or result cycles, and contrasting perspectives Moreover, there are academic studies on the various meanings by which the term is used In one of these studies it is proposed that the term should be differentiated according to the disciplines involved (Dulupỗu & Demirel, n.d.) The Millennial individuals worldview has been shaped by their shared historical experiences and by the parental attributes of the adults who raised them (Cramer, 2014) Generally, Millennial individuals have a higher educational level than previous generations Furthermore, they are good at using technology products to learn new things, and for this reason they have more probability of developing novel thoughts and ideas Additionally, in order to develop Millennial individuals’ viewpoints on internationalization 255 The Future Challenge of Millennial Workers and globalization, the national educational policy and Millennials’ parents also pay more attention to those issues For example, in Taiwan the Baby Boomer generation and Generation X studied English from when they went to junior high school The Millennial Generation began to learn English from when they started elementary school, or even earlier Therefore, Millennial individuals have a higher level of English than previous generations In addition, the parents of Millennial individuals spend more time and money to facilitate their English skills, as well as letting them attend examinations, such as TOEIC, TOEFL, LCCI, and so on That is to say, they consider that if an individual has better English skills, he or she will have more opportunities to have an internationalized and globalized viewpoint Therefore, there are many universities who ask their professors to use English to give instruction, as well as encouraging students to attend international conferences The Changing of Demographic Structure Altbach et al (2009) have discussed changes in demographic structure, and demonstrate that the world population is estimated to have grown from approximately 5.9 billion in 1998 to more than 6.7 billion in 2008 According to the website Worldmeters (n.d.), the world population will exceed 7.4 billion in 2016 The data on the top 20 largest countries by population shows that the top three largest countries by population are China, India, and the USA China’s population is equivalent to 18.72 percent of the total world population; India’s population is equivalent to 17.84 percent of the total world population; and the US population is equivalent to 4.38 percent of the total world population Although the total population of these three countries displayed increases from 1950 to 2016, the yearly population growth rates decreased The trend figures are shown in Figures to According to Figures 1(a), 2(a), and 3(a), the population in China, India, and the United States showed rises from 1950 to 2016 In China, the total population changed little; that is, although the trend of the Chinese population was increasing, it also exhibited decreases from 1960 to 1970, as well as from 1980 to 1990 In Figures 2(a) and 3(a), the trend of the Indian and US populations is toward growth, and moreover the populations are increasing in stability Figures 1(b) and 2(b) show that the yearly population growth rates in China and India started to decrease, and then did not rise Regarding the United States, in Figure 3(b) the yearly US population growth rates were also low from 1970 to 1990, but the yearly population growth rate rose in 2000, and then decreased thereafter 256 The Future Challenge of Millennial Workers Figure (a) The population trend of China from 1950 to 2016; (b) The yearly population growth rate in China from 1950 to 2016 Source: Worldmeters (n.d.) In addition to birth rate decreases, there has been progress in technology, as well as developments in medicine and therapy, which mean that in society as a whole the population of teenaged and middle-aged people is decreasing, but the population of older people is increasing Therefore, for the Baby Boomers and Generation X, the population of younger individuals is more than older individuals However, for the Millennial Generation, the number of older individuals is increasing, but the number of young people is not increasing very much Thus, Millennial individuals have to take responsibility for taking care of older people It has been said that in the Baby Boomers and Generation X, three younger people take care of one older person However, in Generation Y, one younger person takes care of three older people Although the numbers may not be correct, both statements represent the serious problem of population This problem influences Millennial workers’ employment opportunities In my recruitment experience, several Millennial workers may not be able to get work for a long time Furthermore, they say that they have responsibility 257 The Future Challenge of Millennial Workers Figure (a) The population trend of India from 1950 to 2016; (b) The yearly population growth rate in India from 1950 to 2016 Source: Worldmeters (n.d.) to take care of the older people in their family, so they have to stop work Therefore, the Millennial Generation has to confront the serious problem of employment If Generation Y is capitalized on, it will most likely prove to be one of the greatest assets of companies today Nevertheless, many organizations are failing to develop strategies to recruit and especially to retain the talent in this generation The challenge that lies ahead is to find a balance between a work environment that leverages the benefits of Generation Y and one that does not alienate the rest of the workforce Therefore, companies should establish coaching and mentoring systems to train their employees The reason is that 258 The Future Challenge of Millennial Workers Figure (a) The population trend of United States from 1950 to 2016; (b) the yearly population growth rate in United States from 1950 to 2016 Source: Worldmeters (n.d.) coaching is one of the most successful methods for retaining Generation Y employees, because it allows them to thrive in an environment designed to enable their success Furthermore, mentors should be honest and clear with these young employees, stating the specific behaviors to which they should aspire and why these are good or bad (Spiro, 2006) In fact, it is not difficult to attract and retain Millennial workers, although they would like to obtain more resources from the companies that employ them The Millennial Generation is special: they have new and creative opinions, and they are able to help a company find success and build a competitive 259 The Future Challenge of Millennial Workers advantage When the P–J fit is satisfied, workers are able to develop their career in the direction they desire, and the company is able to grow sustainably The Management Issues for an Employer As noted in previous sections, Generation Y is so much different than other generations Millennial individuals have novel thoughts to their work and leisure In order to assist employers to understand this generation, the SWOT analysis is provided in this section SWOT means strengths, weaknesses, Table The SWOT analysis for Millennial Generation Strengths Weaknesses • Creative • Autonomy • High expectations for job content, training, career development, and financial rewards • High levels of accomplishment, excitement, and self-respect • Warm relationships with other people • Confident • Well-educated • Self-efficient • Tolerant • Socially/politically conscious • Prefer to use electronic media or online social networking for connecting with other people • Increasing productivity through open collaboration and innovation • Use technology and Internet to communicate with others, as well as initiate behavior trends and influence other generations through the world • Ease in using digital and new technologies • Curious: obtaining new information easily • International and global oriented • Adaptable • Multitask • High turnover rate • Weak psychological contract with organization • Low organizational commitment and organizational loyalty • Overuse technology products, such as social networking websites, platforms, and mobile apps • The technology occupies their lives • Impatience • Sometimes claim for too much autonomy • Claim for smooth hierarchy level, and not stand well authority • Do not fit well with administrational framework, and advocate self organization • Need freedom and possibility to express themselves • Need to be stimulated and motivated • Need find justification for what they • Need speed • Highest self-esteem, narcissism, anxiety, and depression, lower in need for social approval among all generations • Rigid organizational structure Opportunities Threats • More and more innovation in technologies • Globalization • More importance given to environment and social causes, and have opportunities of involvement • Economical crisis • Unemployment • Leaving or retiring of previous generations • Damaged society • More and more needs and high expectations from companies • High English level needed due to globalization • Sometimes perceived as lazy people only thinking in leisure Sources: Anderson, Baur, Griffith, and Buckley (in press); Brown, Thomas, and Bosselman (2015); Chatelet (2014); Kim, Knight, and Crutsinger (2009); Maxwell and Broadbridge (2014); North and Fiske (2015); PwC (2011); Shirish, Boughzala, and Srivastava (2016); Sox, Kline, and Crews (2014) 260 The Future Challenge of Millennial Workers opportunities, and threats (Munro, 2014) Although SWOT is a common approach, it is an useful approach SWOT analysis is a tool in strategic planning (Marke, Sloane, & Ryan, 2016), so the main purpose of SWOT is to confirm the strategic to exploit external opportunities, confront threats, build on and protect organizational strengths, and remove weakness (Hill & Jones, 2009) Hence, SWOT analysis is able to assist people to make decisions In this section, SWOT analysis is applied to realize Generation Y workers, as well as make their employers and co-workers accept them and work together Table is the SWOT analysis for Millennial Generation The results of SWOT analysis come from several previous studies However, the results not represent that all Generation Y individuals have all traits and external environment, and this analysis is a trend Because the Generation Y individuals enter the labor market, more and more employers have to employ them, as well as the managers and colleges have to work with them Moreover, other generations are not amazed at their behavior or thoughts One manager told me a management issue about Millennial Generation He told me that the behavior and thoughts of Millennial Generation differ greatly from other generations He said that he cannot accept their behavior and thoughts, and he feels the behavior and thoughts are so strange I asked him: how you deal with this problem? He told me: I only try to understand and accept them, otherwise, I cannot anything And then, the Generation Y obeyed him, and the performance were very high, however; This case does not mean that other generations have to cater to Generation Y individuals Furthermore, other generations may obtain new ideas from them, and even create competitive advantage for companies Table provides the strengths and weakness of Generation Y, and the external environment which they have to confront This is able to assist other generations to understand them REFERENCES Altbach, P G., Reisberg, L., & Rumbley, L E (2009) Global higher education: Tracking an academic revolution United Nations Educational, Scientific and Cultural Organization Anderson, H J., Baur, J E., Griffith, J A., & Buckley, M R (in press) What works for you may not work for (Gen)Me: Limitations of present leadership theories for the new generation The Leadership Quarterly 261 The Future Challenge of Millennial Workers Brown, E A., Thomas, N J., & Bosselman, R H (2015) Are they leaving or staying: A qualitative analysis of turnover issues for Generation Y hospitality employees with a hospitality education International Journal of Hospitality Management, 46, 130–137 doi:10.1016/j.ijhm.2015.01.011 Castaño, M.-S., Méndez, M.-T., & Galindo, M.-Á (2016) Innovation, internationalization and business-growth expectations among entrepreneurs in the services sector Journal of Business Research, 69(5), 1690–1695 doi:10.1016/j.jbusres.2015.10.039 Chatelet, A (2014) Expectations of French Generation Y students regarding the professional life and organizational environment of work (Bachelor’s thesis) Turku University of Applied Sciences Retrieved from http://www.theseus fi/xmlui/bitstream/handle/10024/76548/Chatelet_Amelie.pdf?sequence=1 Cramer, R (2014) Millennials rising: Coming of age in the wake of the great recession New America, 11-19 Dulupỗu, M A., & Demirel, O (n.d.) Globalization and internationalization Retrieved June 18, 2016, from http://www.google.com.tw/url?sa=t& rct=j&q=&esrc=s&source=web&cd=7&ved=0ahUKEwjH0_vElrHNAh UDKJQKHQ0rCC8QFghaMAY&url=http%3A%2F%2Fwww.phil.muni cz%2Fped%2FECOLAB%2Feng%2Fmodules%2Fdocs%2Finternationaliz ation-and-globalization-theory.doc&usg=AFQjCNERgNJy9Rs0rz2kT_cb yoFHIHJAmg&sig2=BfLce1seKPXBgoAQ88pFnw Hill, C., & Jones, G (2009) Strategic management theory: An integrated approach Cengage Learning Kim, H J., Knight, D K., & Crutsinger, C (2009) Generation Y employees retail work experience: The mediating effect of job characteristics Journal of Business Research, 62(5), 548–556 doi:10.1016/j.jbusres.2008.06.014 Marke, J J., Sloane, R., & Ryan, L M (2016) Legal Research and law library management Law Journal Press Maxwell, G A., & Broadbridge, A (2014) Generation Y graduates and career transition: Perspectives by gender European Management Journal, 32(4), 547–553 doi:10.1016/j.emj.2013.12.002 Munro, C R (2014) Managing the new generation Impackt Publishing 262 The Future Challenge of Millennial Workers North, M S., & Fiske, S T (2015) Intergenerational resource tensions in the workplace and beyond: Individual, interpersonal, institutional, international Research in Organizational Behavior, 35, 159–179 doi:10.1016/j riob.2015.10.003 PwC (2011) Millennials at work reshaping the workplace Retrieved from https://www.pwc.com/m1/en/services/consulting/documents/millennials-atwork.pdf Raza, M., & Nangia, S (1986) Atlas of the Child in India Concept Publishing Co Shirish, A., Boughzala, I., & Srivastava, S C (2016) Adaptive use of social networking applications in contemporary organizations: Examining the motivations of Gen Y cohorts International Journal of Information Management, 36(6), 1111–1123 doi:10.1016/j.ijinfomgt.2016.04.002 Sox, C B., Kline, S F., & Crews, T B (2014) Identifying best practices, opportunities and barriers in meeting planning for Generation Y International Journal of Hospitality Management, 36, 244–254 doi:10.1016/j ijhm.2013.09.009 Spiro, C (2006) Generation Y in the Workplace Defense AT, L, 16–19 Worldmeters (n.d.) Current World Population Retrieved June 18, 2016, from http://www.worldometers.info/world-population/ 263 264 Appendix DISCUSSION NOTES Chapter 1: What Is Millennial Generation? Define Millennial Generation What features Millennials have? Chapter 2: The Differences between Millennial Generation and Other Generations In Taiwan, Millennial is called “Strawberry Generation”; this means that Millennial Generation cannot bear pressure from daily life, workplace, or other aspects They like strawberry, when you press it which is rotted Do you agree this viewpoint? What difficulties Millennials confront when they seek jobs? Do you agree that there are many differences between Millennials and other generations? Set up an example to explain your thoughts Chapter 3: The Important Issues for Millennial Workers Do you pay attention to the interpersonal relationships with your families, friends, classmates, or other people? Do you like to communicate with other people? And, what the communication approaches or skills you tend to use? Do you avoid conflict? When you confront conflict, how you deal with? Chapter 4: Recruiting What kind of the recruitment approach(es) can attract the Millennial job seekers? What the difficulties you think which impact recruitment process?  What information should be showed in the recruitment advertisement? If you were a recruiter or HR, how to judge the applicants are appropriate or not? Chapter 5: Training and Development Which educational training method you prefer to? Explain your reasons Do you consider that the educational training is important for an employee? Why? From your viewpoints, what the elements should be included in the educational training process? Try to design a set of educational training process Chapter 6: Pay/Salary/Wage and Benefits What elements should be considered to design a salary structure? If you obtain less salary than your classmates, what is your perception? When you feel negative mood, how you adjust your feelings? If you are an employer, an employee ask you to increase his or her salary, how to deal with this situation? If you are a human resource specialist, how to attract Millennial workers from the salary and benefits viewpoints? Chapter 7: Promotion What disadvantages of glass ceiling? Do you have any approaches to solve it? What characteristics or personal traits are able to assist an individual obtain more promotion chance? Do you consider that Millennial workers have higher expectation to promote than other generations? Describe your reasons Peter Principle is harmful for companies and workers If you were an employer, you know how to avoid it before you decide to promote a certain worker? 265  Chapter 8: Career Development What is your expectation for your career? What is your career goal? How to attain your career goal? If you obtain a job, you find this company system does not suit you, but it is beneficial for your career development, what decision you make? Chapter 9: The Future Challenge of Millennial Workers What challenges of Millennial workers will confront besides external environment and demographic structure? After reading this book, what the characteristics of Millennial individuals and workers? 266 267 About the Author Meng-Shan Tsai is a Ph.D and graduated from Department of Technology Application and Human Resource Development, National Taiwan Normal University, and now she is a project manager of Clouder technology Inc She was an adjunct Assistant Professor, Graduate Institute of Human Resource and Knowledge Management, National Kaohsiung Normal University and served as a human resource specialist in a company Her research interests focus on human resource management, human resource development, organizational theory, and knowledge management She published many papers in journals and conferences about these topics Moreover, she is an editorial board member of Journal of Management and Sustainability as well as Business and Management Horizons 268 Index B E Baby Boomer Generation 1-3, 6, 8-10, 1216, 24, 50, 115-117, 216, 245, 248, 256-257 Balanced Scorecard (BSC) 196, 204-208, 220-221 Barber’s recruitment process 78 benefits 14, 26, 34, 52, 121, 147, 163, 170171, 174, 180-182, 186-188, 195-197, 215, 258 Benefits System Design 180 Breaugh and Starke’s recruitment process 81 educational training 131, 144 employment cycle 69-70 equity theory 170, 182-183, 185-186 C career development 14, 16-21, 87, 115, 201, 215, 223-226, 231, 236, 238, 244-246, 248-250, 252 career planning 221, 223, 225-236, 249252 communication model 34-37, 39-40 competence development 237-244, 249252 conflict management 25, 44-48, 51-56, 65 Conflict Management Scales 65 Cultural Acceptance 10 D Durai’s Recruitment Process 73 F Fundamental Interpersonal Relations Orientation - Behavior (FIRO-B) 27-28, 54, 56, 58 G Generations 1-3, 5-11, 13-16, 19-25, 31-32, 40-41, 48, 50-51, 53, 55, 68, 110-119, 121-122, 130-131, 165-166, 170, 186-188, 215-217, 219, 221-222, 245-246, 248-249, 251-252, 254-263 Generation X 2-3, 6, 9-17, 21, 50, 117, 245, 248, 256-257 Generation Y 1, 7-8, 13-14, 21-24, 31-32, 40-41, 50-51, 55, 68, 115-119, 121, 165-166, 216-217, 219, 221-222, 245-246, 248-249, 251-252, 254-255, 257-263 glass ceiling 213-214, 221 H Human Resource Management (HRM) 7, 22, 44, 53, 69, 92, 99, 113, 118-121, 123, 168, 170-171, 182, 185-186, 189-190, 195, 218-221, 225, 227, 232, 244-245 Index Human resource planning 73, 194, 196 I Interpersonal Communication Skill 110 interpersonal conflict 49-50, 54-55, 57, 65 interpersonal relations 25-27, 31, 33, 52, 54, 58, 112 interview motivation 113-114 K Knowledge, Skills, and Abilities (KSA) 82, 90, 96-98 M Millennial Attitudes Millennial Generation 1-3, 5-17, 19, 21-25, 31, 40-41, 50-53, 68, 110-117, 119122, 130-131, 165-167, 169-170, 186189, 215-216, 219, 222-223, 245-249, 252, 254-263 O On-the-Job Training (OJT) 161, 165-166, 168 P performance appraisal 193, 195-196, 199205, 209-211, 218-219, 221-222, 240 Peter Principle 213-215, 217, 219-221 population 3-5, 11, 82, 110, 159, 254, 256259, 263 procedural conflict 49, 65 promotion 13, 15, 22, 26, 51, 115-117, 182, 189, 193-196, 210-217, 219-221, 226, 231, 236, 245 R recruiting 68, 71-73, 78, 80, 82, 94, 102, 108, 119, 121, 166, 171, 182, 221 Remuneration 13-15, 31, 68-69, 71, 85, 8788, 90-91, 95, 97, 100, 113, 115-116, 118, 134, 141, 166, 170-176, 178-182, 184-190, 193-194, 196, 215, 219, 231, 237, 244-245, 249, 256 role theory 30-31, 54 S Schmitt’s Recruitment Process 76 seniority 12, 212 social exchange theory 30, 53, 56-57 T task conflict 49-52, 55, 65 technology 10, 13-15, 31-32, 40, 50, 56, 110-112, 122, 131-132, 218, 255, 257 tenure 211-212, 216 training cycle 132-133 training methods 132, 134, 140, 151, 166, 169 269 .. .Human Resources Management Solutions for Attracting and Retaining Millennial Workers Meng-Shan Tsai Clouder Technology Inc., Taiwan A volume in the Advances in Human Resources Management and. .. development and success of any organization and can be accomplished through the effective and careful management of an organization’s human capital Research in human resources management and organizational... 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