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Running head: Millennial Motivation 1 Millennial Motivation Student’s Name: Institution’s Name: Date of Submission Millennial motivation 2 Contents Introduction ..................................................................................................................................... 3 Study Background ........................................................................................................................... 4 Service Industry/Organization ........................................................................................................ 6 Problem Statement .......................................................................................................................... 7 Purpose of the Study ....................................................................................................................... 8 Research Questions for the Study ................................................................................................... 9 Scope and Delimitations of the Study ........................................................................................... 10 Limitations of the Study................................................................................................................ 11 Significance of the Study .............................................................................................................. 12 Research Methodology ................................................................................................................. 13 Participant Selection Logic ........................................................................................................... 13 Sampling Strategy and Setting ...................................................................................................... 14 Millennial motivation 3 Introduction The millennial generation is also referred has Generation Y. According to Bhave & Jain (2003), millennials are individuals who born from the 1980s to 2000. This study is concentrated on how motivational strategies improved the retention of millennial employees and how it leads to increased satisfaction. In the beginning of the study, we have the background of the study and the statement problem then in the preceding topics, we have the limitations, study significance and the effects on the social change. From the study conducted, leaders in any service or organization were found to have a minimum of six individuals or juniors reporting to them. In the study, service organizations are classified as the organizations that get revenue by providing services or products that are not tangible. These organizations include those that provide transportation services, distribution services and any other within the same category .It is very important, in research development, to understand the motivation and retention of such services. According to Islam & Ali (2013), motivation can make individual workers respond positively or negatively to situations at work. Work motivation can be theoretically described as giving actions to the workers while directing and elaborating to them the time and repercussion of their behavior (Acar, 2014) .Since there is a need to concentrate on the ability of achieving corporate results, it is becoming very crucial to look for means of motivating those in the leadership levels with respect to workers satisfaction in their areas of work. In this study, I have given an extra section about how using the motivation strategies can raise the satisfaction level and reduce the erosion of the millennial generation leaders in the work place. In this study, the words millennial generation and Generation Y are used exchangeable. According to Anitha & Aruna (2015), some of the common motivators that play a big part in the work place and helps in the retention of millennial generations are development of Millennial motivation 4 careers, satisfaction of the job, management styles, nature of the working style and the work environment. From the study, it is evident that knowledge that comes from Generation Y is missing. A survey done by the Deloitte in 2016 shows that about 57 percent of the Generation Y leaders are possibly going to resign in their current role by the year 2020.This outcome can be a matter of concern to executive leaders who supervise the millennial generation leaders because of the great cost of erosion in the industry. The study findings summarized the social change mission by giving a means of reducing the millennial leaders’ erosion rate through motivation strategies that will maximize on job satisfaction. Missing the millennial generation’s leaders is a concern because of the capital used in the attrition, and this means that retaining them can have a positive impact on the organization service. Using motivation strategies to impact satisfaction levels positively will possibly reduce the attrition for millennial generation leaders. Motivation strategies will assist social change in reducing attrition in millennial generation while positively impacting the executive management’s awareness of this concern. Study Background We have variety of views from the researchers about the job motivation strategies that are relevant in the organization. The issue about job motivation lies with the type of individuals and the unwillingness to work (Herzberg ,1974). According to Sterling & Boxall (2013), motivators are aspects that meet the requirements of a person for recognition, opportunity, psychological growth ,advancements of careers and achievements. There is a positive correlation between work motivation among the individuals who are satisfied and increase in employee rate of retention. In the research, there was a gap which showed that motivation affects information on the millennial Millennial motivation 5 generation leaders and the specific effects of attrition rate among the millennial leaders are not enough. The main focus of this study, therefore, is to assist in identifying the main attributes of millennial leaders. The study helped to bridge the gap and come up with knowledge of how organization leadership can use motivation strategies to impact job satisfaction of the millennial leaders positively thereby reducing the attrition level of the Generation Y leadership. The knowledge between the involved company leaders is increased level of attrition in the millennial individuals will be a weighty burden on the organizations expenses, especially on the human capital. In some years to come, the millennial generation group will be the biggest group after the generation of baby boom. Due to the incorporation of an increased number of Generation Y individuals in the workforce, there is an increased concern regarding millennial group attrition. The cost involved with the millennial generation leaders resigning from the respective company’s positions is high. There are a lot of variances in managing the millennial generation groups compared to other generations. In regards to communications frequency, quality expectations have reformed (Twenge & Freeman, 2012).In the study, I recognized differences among the Generation Y satisfaction and motivation leaders. However, this data/information is not enough because members of millennial groups have not assumed the leadership roles for a long period. Generation Y groups have encountered challenges which are not similar from the past generations, as stressed in the research which used technology consumption as the influence of the capacity-building process from childhood to adult. Millennial motivation 6 Service Industry/Organization In this study, understanding the service organization concept was a very crucial as it defines the activities (economic) given to people. The services are actions done for people and can be tangible or intangible, such as rent, labor and services, when they need the expertise and then the customers pay according to the level of satisfaction(Onat, Anitsal, & Anitsal, 2014). Organizations for service may vary from one environment to the other. Examples are health care services and fast food services. The recruitment and retaining of employee process is very costly and millennial generations are not an exception. The millennial group losses are costing the organizations an approximate of $16,000 to $24,000 (Schawbel, 2013). At least 45 percent of the organizations will have increased their turnover rate among the millennial employee. Approximately 60 percent of the Generation Y individuals are look looking for jobs while they are still working for other organizations. This will continuously increase the retention cost because Generation Y persons will keep on looking for other jobs. As noted previously from the research by Deloitte, 50 percent of the Generation Y will resign from their present positions by 2021. Scholars have studied the means by which the persons show the traits of millennial groups and their weaknesses and strengths in the jobs. According to Nikravan (2014), millennial members wish to get new assignments or jobs after one to two years. From the previous research done, it is evident that the millennial members leave the jobs sooner compared to other generations. This is because millennial generations are in need of work balance, continuous learning, and high flexibility and still have high expectations from their employers. Additionally, the study shows that millennial members will be difficult to retain, manage, recruit and motivate than other generations in the workforce. Though this also shows that the Generation Y workforce is the best performing workforce compared to them any generations in Millennial motivation 7 the past, and they are also the best when it comes to leading a group of employees. The concepts of motivation have a noteworthy role in the capacity of engaging millennial generation leaders when nurturing an effective leadership which is mostly through knowing the culture of the organization. If the millennial generation is motivated adequately by having enough tools and capacity, then this will make the work fun for this generation (Choi & Kim, 2013). Motivation value is very important to the companies within the millennial members since the generation is looking for chances to escalate their involvement by understanding the culture of their organization. Problem Statement The attrition associated with Generation Y leaders is a matter of concern for the executive management in many organizations. At least 60 percent of the Generation Y groups of people resign from the organization within a period of 2-4 years after joining an organization in comparison to other generations in the employment market (Schawbel, 2013). On mean the Generation Y will have an estimate of 50 percent lesser years of service that their colleagues in other generations. The universal or overall challenge is the increasing rate of the present and predicted attrition of the next millennial leaders in the sector. The unique challenge or problem discussed in this study was missing the understanding and knowledge in research relating to scholarly work. This is also pertaining to how the millennial leader’s motivation impacts the employee satisfaction while improving the workers factors of retention (Luscombe et al., 2013). The study is phenomenological qualitative and I dealt with factors such satisfaction and motivation which can be used to maintain the Generation Y leaders because of the likelihood of reducing the cost and energy of substituting them in the sector of service (Hokanson & Vinaja, 2011). Millennial motivation 8 In general, the purpose of the study was to understand how Generation Y experience job motivation and view trust as a portion of career progress. I chose this issue because I have worked in companies and organizations where I have seen the needs of millennial groups being ignored. It is very important for the organization to understand that the millennials are the future leaders and they should nurture them. Purpose of the Study The purpose of this study was to understand the rate of retention for the millennial generation leaders in service industry in the United States especially at the southwest to brighten the patterns of millennial satisfaction level by drawing from the organizations role in retaining and motivating the Generation Y leaders in the industry of service. To be specific, the study determined the relationship between the Generation Y leaders’ retention, satisfaction, and motivation with framework of research explained in the Maslow’s needs hierarchy, theory of Vrooms expectancy, theory of Adams Equity and the theory of Herzberg two factors. The methods suitable for analysis of this study data was Van Kaam. Executives of the organizations will have hard time maximizing the revenues and increasing or expanding the business if they remain to lose the Generation Y leaders and have the obligations to recruit the new leaders. The foundation for doing a study which is phenomenological qualitative was to get the existing experiences of the millennial leaders, to capture the specific challenges and drawbacks with motivating millennial leaders and to examine how motivating them impacts the satisfaction and affect the rates of retention. Scholars have showed through broad research that millennial members diverse values and they have possibility of switching to the organizations if they are not noticed as leaders in their present organizations or recognized as valuable (Kuron,, 2015). Millennial motivation 9 This is regardless of the fact that there was limited data and information accessible concerning the satisfaction and the motivation of the millennial leadership. Research Questions for the Study In the research, I studied how specific motivation strategies increased satisfaction and increased the level of retention in the millennial leaders. In this study, I used one main question which can be subdivided into smaller questions. I then used the outcome of the study to know the experiences of 20 Generation Y leaders who are in the service industry. The main question was Main question research question: How the Generation Y experience job motivation. Sub question one: What are the millennial leaders’ current experiences and the feedbacks when organization leaders in service industry attempt to motivate the groups which are in the United States (Southwestern)? Sub question two: What issues are contributing to the resignation of millennial leaders from service organizations? Sub question three: What role are the organizations playing on motivation to retain millennial leaders in the service industry? Due to the phenomenological qualitative research in the study, I also assisted in developing research that gives a clear understanding of how organization executives can use motivation strategies to grow the satisfaction of millennial leaders hence reducing their attrition. Scope and Delimitations of the Study The research scope comprised of Generation Y leaders who worked in the service industry of purposefully tested the data for United States, especially the south-western. Millennial motivation 10 Delamination is described as the characteristics that hinder the scope and sets the study boundaries (Simon, 2011). A delamination of this research focused on having not less than 20 persons participating, who were in the millennial leadership and had six subordinates who reported to them. The outcome of the study can be generalized to accommodate Generation Y leaders who first work in the service industry. Secondly, there are those who work in the United States (South-western), and thirdly, those who have a minimum of six juniors reporting to them. Additional results showed that there was less concern about office jobs or seasonal employees because of the focus the study had on millennial leaders. Limitations of the Study This refers to the weaknesses in the research which are not controllable by the researcher. This study concentrated on investigating the past experiences of the members with the main aim focusing on retention, generation theory and motivation. The study comprised of four limitations. The primary limitation was the likelihood of unfinished interviews due to the use Skype instead of interviews which were face–to-face due to geographical separation. Face-to-face interviews enabled the interviewer to observe the body language of the participant while having the same presence for each other at the period of semi-structured process of interview. The use of Skype allowed having a broader range of participants in the research because there was no geographical barrier. The other limitation comprised of the size of the sample. The size of the sample was small as is likely in qualitative study. According to Fusch & Ness (2015), data saturation levels usually differ in study. Scholars should describe or define the size of the sample in a clear way which can allow increase or decrease (Henriques, 2014). Researchers should know how many interviewees they will need in the study to avoid repetition. So when in a fix where I was not identifying the new information or data, that meant I had reached my data saturation Millennial motivation 11 point and that the size of the sample was correct. Another limitation of the study was the likelihood of unfinished responses or answers because I was not physically available at the interview location in the scenarios where we used Skype. A reason for concern was that respondent giving standard feedbacks rather than correct feedbacks. Answers which are generalised can be very harmful in an effort to get a past experiences. My main concentration was in developing an atmosphere which was conducive when conducting the semi-structured process of interview where the interviewees could talk honestly without fear. The fourth limitation was the likelihood of biasness within study due to the single data collector and transcriber of data in the process of data collection. Significance of the Study Organizations which employ millennial members can take advantage of understanding the results by using the specific strategies of motivation to increase the level of satisfaction and advance retention of the Generation Y leaders. Studying the depth of millennial members’ challenges will assist corporates executives and leaders to communicate the methods that will aid in advancing the satisfaction, retention and motivation of millennial leaders (Olcker & Plessis, 2012). The information gotten from the research will assist the human resources and the executive staff to look for ways to satisfy the needs of Generation Y leaders. These leaders feel disappointed and resign from the organizations earlier than other generations, and this means it is essential to look for extra remedies to conserve the talents of millennial leadership levels. Organization executives can use the outcome of the study to motivate and retain Generation Y leaders, and this may guide the leaders of the organization to direct and guide generations of the future while impacting positive social change. I have documented the past experiences of millennial leaders specifying how retention and motivation have direct correlation Millennial motivation 12 on the companies in the United States. The study about the millennial leaders was exceptional due lack of information showing why the members in this category are resigning early from their positions. Consequently, organization members who hire millennial leadership can benefit from having the knowledge of underlying essentials of maintaining and motivating Generation Y members. The information given can help in encouraging persons and teams on the human resource required to meet the needs of Generation Y leaders while lowering the attrition in their organizations. According to Olckers & Plessis (2012), scholars investigating the challenges of generation may let the executive teams know the means of motivating, retaining and attracting the Generation Y leaders. It is important to look for other ways of keeping the talent of millennial leadership level since these members are resigning earlier than other generations did. I wanted to assist the organizational executives and other leaders motivate and retain the millennial leaders by use of this research and prepare millennial leaders to be the leaders of future while creating a positive change socially. Research Methodology The methodology section includes the details of the criteria for the participants. In addition, the section consists of the justification and description for the sampling strategy, along with participant selection. The section also has a description of the relationship between saturation and sample size as well the instrumentation involved in the data collection. Participant Selection Logic Researchers select participants who have lived the experience, which is the focus of a phenomenological study. Selecting subjects for phenomenological research involves ensuring potential participants have the experience the researcher desires through purposive sampling. The Millennial motivation 13 first task is to find and select participants who have specific and meaningful experiences of a phenomenon (Yuksel & Yildirim, 2015). I selected individuals who met the criteria for overseeing a minimum of five employees, living in the Southwestern United States, and working in the service industry while being available and willing to answer questions openly and honestly. Sampling Strategy and Setting The sampling strategy yielded 20 Generation Y leaders born between 1980 and 1995. These years satisfied a consistent sampling design for a study conducted in 2016, 101 so those who met the criteria were at least 21 years of age. The sample size of 20 participants was suitable because I suspected that I would reach saturation by identifying common themes. Guetterman (2015) posited that some researchers asserted the sample size can depend on the research questions, data collection, data analysis, and availability of resources. Sampling is not just a matter of determining a number, but a matter of reaching information richness (Guetterman, 2015). The determination for the appropriate sample size is contingent on many elements, which means a researcher must find rich information while attempting to reach participant saturation. Millennial motivation 14 References Benson, J. & Brown, M. (2011). Generations at work: Are there differences and do they matter? International Journal of Human Resource Management 22(9), 1843-1865. Cogin, J. (2012). Are generational differences in work values fact or fiction? multi-country evidence and implications. International Journal of Human Resource Management 23(11), 2268-2294. Creswell, J. (1994). Research design: Qualitative & quantitative approaches. California: Thousand Oaks: Sage. Deems, R. S. & Deems, T. A. (2003). Leading in tough times : The manager's guide to responsibility, trust and motivation. Amherst, Mass: Human Resource Development Press. Available at: . Dimitriou, C. K., & Blum, S. C. (2015). An exploratory study of Greek millennials in the hotel industry: How do they compare to other generations. International Journal of Global Business, 8, 62-92. Retrieved from http://www.gsmi-ijgb.com Dumitrescu, L., Cetina, I., & Pentescu, A. (2012). Employee feedback-condition for their retention and loyalty. Romanian Journal of Marketing, 3, 11-19. Retrieved from http://www.revistademarketing.ro/ FerDuffy, R. D., Autin, K. L., & Bott, E. M. (2015). Work volition and job satisfaction: Examining the role of work meaning and person environment. Career Development Quarterly, 63, 126-140. doi:10.1002/cdq.12009 Millennial motivation 15 Freeman, M. (2014). The hermeneutical aesthetics of thick description. Qualitative Inquiry, 20, 827-833. doi:10.177/1077800414530267 Freistadt, J. (2011). Understanding other's experience: Phenomenology and/beyond violence. Journal of Theoretical & Philosophical Criminology, 3, 1-42. Retrieved from http://www.jtpcrim.org Friedell, K., Puskala, K., & Villa, N. (2011). Hiring, promotion, and progress: Millennials' expectations in the workplace (St. Olaf College Working Paper). Retrieved from http://www.kyrafriedell.com/wp-content/uploads/2014/02/SOAN-371-Final-Paper.pdf
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