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Managing Millennials: looking beyond generational stereotypes

Nicole M. Baker Rosa (Division of Continuing Education, University of Central Florida, Orlando, Florida, USA)
Sally O. Hastings (Nicholson School of Communication, University of Central Florida, Orlando, Florida, USA)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 27 June 2018

Issue publication date: 9 July 2018



The purpose of this paper is to examine what managers perceive Millennial employees as doing in organizations to find generalizations rather than relying upon stereotypes.


In total, 25 interviews were conducted with managers in the hospitality industry. The transcribed data were analyzed to learn about identified category-bound activities described.


Three prominent findings are elaborated. First, Millennials express a desire for learning and training, because they see this as fostering advancement. Second, there were mixed evaluations of Millennials effectiveness in teamwork. Specific teamwork problems managers identified involved cliquish behavior. Finally, managers stated that Millennials desire feedback. In order for the Millennial employee to feel satisfied with the feedback, however, it needs to be ample, positive and personal.

Research limitations/implications

The ability to generalize findings is limited because the objective of qualitative research is not to predict. The study does offer some patterned observations by managers that may be useful to future employees and other managers.

Practical implications

The analysis revealed that some practical problems managers may face when leading Millennial employees; however, these employees bring their own solution to the workplace: a desire for training.


Existing research on Millennials has not acknowledged the desire for training by Millennials. This is an important finding due to its implications for effective management.



Baker Rosa, N.M. and Hastings, S.O. (2018), "Managing Millennials: looking beyond generational stereotypes", Journal of Organizational Change Management, Vol. 31 No. 4, pp. 920-930.



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