Ronak Moradi

This presentation is provided as an assignment for the Course

“Capstone Seminar in Public administration”.

The University of Akron

Department of Public Administration and Urban Studies

Spring 2016

Significance of the Study

The number of members of the Millennial generation suggests that these

individuals are making their way into the workplace in large numbers (Council

of Economic Advisers, 2014; National Chamber Foundation, 2012; Winograd &

Hais, 2014).

Toossi (2013) projected that the size of the workforce will reach 163.5

million by 2022. While in 2000 Baby Boomers had the highest participation

rates of 80% in the workplace, by 2022 they will have shifted to rates below

40% which “will exert heavy pressure on the overall participation rate”

(Toossi, 2013, p. 12).

During the first quarter of 2015, according to Fry (2015), the total Millennials

in the workforce was 53.5 million, which surpassed the participation of Baby

Boomers (p. 1).

Studying The Subject:

Motivation

Problem definition

Literature review

Data Analysis

Conclusion: interpret all of the possible outcomes

Moving from Theory to Practice

Characteristics of Four Generations

Social-Service Orientations of Millennials

Work Preferences of Millennials

Organizational culture of Millennials

Work Motivation

Strategic Thinking about the

subject's content

Four generations: Pre-Boomers, Boomers, Gen-Xers and

Millennials in the workplace

The U.S. Department of Labor (2009) has estimated that the

share of the Millennial generation in the workforce will

increase by 75% between 2010 and 2020 (Ertas, 2015).

Civically involved, socially conscious, and interested in

helping others and solving the problems of the world.

Greenberg and Weber (2008): “Generation We,”

The members of this group “believe in the value of

political engagement and are convinced that

government can be a powerful force for good”

(Greenberg & Weber , 2008, p. 17)

Millennials value “meaningful work” the most, as

opposed to “freedom” (associated with Gen Xers), or

“money, title and recognition” (associated with

Boomers).

Comparing Millennials with the young generations of the

past demonstrated that the “importance of having a job

worthwhile to society” and the “importance of hard

work” were both declining over the years. (Ertas, 2015,

p. 405)

Tolbize, A. (2008). Generational differences in the workplace. Research and training center of community living, 19, P 12.

Elements on which members of each generation are mostly similar

Theoretical Foundation

Content Theories

Maslow: Needs Hierarchy

McGregor: Theory X and Theory Y

Herzberg: Two - Factor Theory

McClelland: Need for Achievement, Power, and Affiliation

Adams: Equity Theory

Process Theories

Vroom: Expectancy Theory

Skinner: Operant Conditioning Theory and Behavior

Modification

Bandura: Social Learning Theory

Locke: Goal - Setting Theory

Exhibit 10.1 (Rainey, 2009, p. 275)

Measuring and Assessing

Motivation

Job Motivation Scale (Patchen, Pelz, and Allen, 1965)

Work Motivation Scale (Wright, 2004)

Intrinsic Motivation Scale (Lawler and Hall, 1970)

Reward Expectancies (Rainey, 1983)

Peer Evaluations of an Individual’s Work Motivation (Guion

and Landy, 1972; Landy and Guion, 1970)

Herzberg: Two - Factor Theory

Herzberg’s two-factor theory: A motivational theory that addresses

the question “what do people want at work?” by examining the

attitudes of workers and their job satisfaction and dissatisfaction

(Herzberg, Mausner, & Snyderman, 1959).

Motivation: “A range or psychological process that guides an individual toward a goal and causes that person to keep pursuing that goal” (Sandri & Bowen, 2011, p. 45).

Hygiene: Factors extrinsic to work, such as flexible working arrangements, physical workplace, onsite gym. Millennials, Gen Y, or Generation Y: Those born between the years of 1980 and 2000 (Council of Economic Advisors, 2014).

Motivation Practice and Techniques

Motivation - Related Variables in Public Organizations

Role Ambiguity, Role Conflict, and Organizational Goal Clarity

Work Satisfaction

Organizational Commitment and Job Involvement

Self-Ascribed Characteristics of Millennials Mallory, Lisa Maria. "Factors That Motivate Millennial Public Servants in the Workplace." (2015). Page 74

Herzberg’s classic profile of factors in an organization

Lisa Maria. "Factors That Motivate Millennial Public Servants in the Workplace." (2015). Page 105

Millennial's are motivated to make just “enough money” so that they can

“enjoy the lifestyle that they seek”. “They do not see loyalty to employers as

a wise strategy”, and they are likely to stay with their employer as long as the

“work is interesting, is educational, and serves their needs”. “They have

loyalty to people, rather than to employers” (Berman, West, & Wart, 2015, p.

185).

Recommendations

Improving policy for diversity

ensure that all workers feel that they are understood and that

their preferences and contributions matter

urged leaders to “suspend” any bias they may have towards

Millennials to become effective managers

Transformational leaders with an interest in understanding the

needs of their workers as individuals are key to gaining the trust

and support of Millennial workers (Thompson & Gregory, 2012, p.

243).

Increasing accountability and taking away barriers or impediments

to excel and do more are important strategies to engage Millennial

workers.

providing acknowledgment (even via e-mail) is important to these

public servants

References

Berman, E., West, J., & Wart, M. V. (2015). Human resource management in public service: Paradoxes, processes, and problems. Sage Publications.

Ertas, N. (2015). Turnover intentions and work motivations of millennial employees in federal service. Public Personnel Management.

Greenberg, E., & Weber , K. (2008). Generation we: How millennial youth are taking over America and changing our world forever. Pachatusan.

Mann, J. (2006). Generations in the workplace. The bulletin, 74(1).

Rothe, P., & Rasila, H. (2012). A problem is a problem is a benefit? Generation Y perceptions of open-plan offices. Property Management, 30(4), 362-375.

Sumer, A. (2015). Short Communication Millennial Motivations and the Impact on the Organizational Culture Arlouwe Sumer and Toni DiDona Carlos Albizu University. Nova Explore Publications.

Rainey, H. G. (2009). Understanding and managing public organizations. New York: John Wiley & Sons.

Maciag, M. (2015). Where Police Don't Mirror Communities and Why It Matters. Retrieved from Governing: http://www.governing.com/topics/public-justice-safety/gov-police-department-diversity.html

Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work. New York, NY: John Wiley & Sons.

Council on Economic Advisers. (2014). 15 Economic facts about Millennials. October, 1-49.

Sandri, G. & Bowen, C. (2011). Meeting employee requirements: Maslow’s hierarchy of needs is still a reliable guide to motivating staff. Industrial Engineer, 43(10), 43- 48.

Tolbize, A. (2008). Generational differences in the workplace. Research and training center of community living, 19, 1-13.

Thompson, C., & Gregory, J.B. (2012). Managing Mille n nials: A framework for improving attraction, motivation, and retention. The Psychologist - Manager Journal, 15(4), 237 - 246.