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This study aims to examine the level of intention to pursue formal nursing leadership roles among millennial nurses and to identify the different factors that may play a role in their intentions to pursue such roles.

This study used a multi-center, cross-sectional research design. Registered nurses born between 1980 and 2000 (n = 1,377) who worked in 23 acute care hospitals in Oman were included in this study. Data were analyzed using descriptive statistics and multiple linear regression. Data were collected between July 2019 and January 2020.

Nearly 70% of millennial nurses researched their intention for career advancement to assume nursing leadership responsibility. Factors associated with nurses’ intention to pursue formal nursing leadership roles were the type of nursing degree held (having a bachelor of science in nursing degree), type of hospital facility affiliation (teaching hospital), previous leadership experience, structural empowerment (access to support, opportunity and resources), work satisfaction and job burnout.

Millennial nurses, who represent the largest segment of the nursing workforce, have begun assuming nursing management and leadership roles; however, little is known about the factors affecting their intentions to pursue these roles. The findings of this study revealed different factors (both modifiable and nonmodifiable) influencing millennial nurses’ intentions to pursue formal leadership roles.

Although extensive research exists regarding job satisfaction, many previous studies used a more restrictive, quantitative methodology. The purpose of this qualitative study is to capture the perceptions of hospital nurses within generational cohorts regarding their work satisfaction.

A preliminary qualitative, phenomenological study design explored hospital nurses’ work satisfaction within generational cohorts – Baby Boomers (1946-1964), Generation X (1965-1980) and Millennials (1981-2000). A South Florida hospital provided the venue for the research. In all, 15 full-time staff nurses, segmented into generational cohorts, participated in personal interviews to determine themes related to seven established factors of work satisfaction: pay, autonomy, task requirements, administration, doctor–nurse relationship, interaction and professional status.

An analysis of the transcribed interviews confirmed the importance of the seven factors of job satisfaction. Similarities and differences between the generational cohorts related to a combination of stages of life and generational attributes.

The results of any qualitative research relate only to the specific venue studied and are not generalizable. However, the information gleaned from this study is transferable and other organizations are encouraged to conduct their own research and compare the results.

This study is unique, as the seven factors from an extensively used and highly respected quantitative research instrument were applied as the basis for this qualitative inquiry into generational cohort job satisfaction in a hospital setting.

The broader challenges of youth employment and ageing population have collectively received global attention in the Sustainable Development Goals. Under the assumption that there are fertile opportunities to judiciously address the youth unemployment and labour shortages within the aged care sector, the purpose of this paper is to draw on the experiences of millennial aged care workers (MACWs) in Western Australia (WA).

The paper makes use of an exploratory research approach which involved three aged care facilities in WA. A total of 19 semi-structured interviews with MACWs (n=14), human resources managers of aged care facilities (n=3), government official (n=1), and a union representative (n=1) were carried out.

The results revealed that millennials prefer positive working relationships with managers, co-workers and residents, flexible work schedules and value the altruistic nature of the profession. In addition, unsupportive work environment and workplace pressure to satisfy the needs of elderly residents reduced millennials’ desire to remain in the industry.

These findings have the potential to inform human resources managers, aged care service providers and policy makers to formulate strategies to retain the millennials, especially the unemployed, considered vital to the vitality of the Australian aged care industry.

This qualitative study used a phenomenological approach to investigate the perspectives of 11 leaders in higher education. Specifically, we addressed the following research question: How do millennial leaders approach leadership in higher education? The study framework included adaptive leadership as a guide to understand the perspectives of newer leaders within higher education institutions. Our results support a relationship between adaptive leadership and millennial leaders in higher education. They also highlight the importance of leadership mentoring in developing a person’s capacity to adapt to constantly changing environments.

This paper aims to provide readers with a comprehensive overview of the current state of the millennial literature, highlighting the significance and challenges of millennial professionals, their reported high turnover and the various recommendations designed to engage and retain them.

An integrated review approach was applied to synthesise contemporary peer-reviewed articles, supplemented by legacy and grey literature and relevant book chapters, to comprehensively explore and construct a cohesive overview of the current research on the millennial workforce.

Within the wealth of available information, examining the various studies on millennial turnover reveals diverse theories, evidence and opportunities for advancement, underscoring the necessity for more robust empirical studies. The investigation identified three overarching retention strategy themes: (1) intergenerational conflict management, (2) workplace adaptations and (3) solutions rooted in a protean career orientation. In alignment with protean career concepts, coaching shows promise as an underexplored option.

This article holds practical significance by offering researchers a comprehensive and cohesive overview of the millennial literature. Additionally, it gives organisations a novel perspective on the crucial role coaching can play in engaging and retaining millennial employees.

The increased focus on retaining millennial workers in recent decades has spurred a proliferation of articles and books on this subject. However, this body of research remains fragmented, lacking an overview that provides a clear picture of its current state. This review aims to bridge this gap.

Leaders influence individuals to understand and agree upon goals and methods to accomplish shared objectives. However, how leaders motivate others to assume a leadership role is an open question. This paper aims to examine how employee perceptions of their supervisors’ transformational leadership behaviors might affect a millennial and their motivation toward leadership. This paper also investigated the relationship within a spiritually based organizational context since workplace spirituality has become increasingly popular within contemporary corporate cultures.

This conceptual paper offers propositions, which examine two areas: first, the impact of a spiritual work context on a millennial’s motivation to lead and, second, the proposed moderating impact of a transformational leader on these relationships.

These linkages are important for organizational leaders to examine, as millennials will be the largest portion of the workforce by 2025. In addition, the influence of a transformational leader may not be as powerful as previous research has demonstrated. This difference is based on aspects of millennials, which are different from previous generations. Organizations spend thousands of dollars on the development of transformational leaders and spiritual (meaningful) workplaces; however, this may not be useful in the future.

To the best of the authors’ knowledge, to date no research has examined the impact of a transformational leader on a millennial’s motivation toward leadership in a spiritual work context.

This study examines the relationship between HR practices and millennial employee retention in the tourism industry in Bangladesh. It investigates the moderating role of the work environment in the relationship between HR practices and employee retention in the industry.

The researchers used non-probability judgemental sampling to collect 384 questionnaires through a survey of millennial employees. Partial least square-based structural equation model (PLS-SEM) was used to analyse the data.

The results reveal that HR practices included in this paper have significant relationships with millennial employee retention in the tourism industry in Bangladesh, except employee participation in decision-making. In addition, the results show that the work environment only moderates the relationship between two HR practices (compensation, training and development) and millennial employee retention.

The results suggest that managers in tourism organisations must develop HR practices and foster a positive work environment to retain millennials.

This is the only study that examines the moderating role of the work environment on the relationship between five selected HR practices (training and development, job security, performance appraisal, employee participation, compensation) and millennial employee retention. Previous studies used fewer HR variables.

This paper aims to propose that millennials – those born between 1980 and 1995 – are uniquely impacted by the long-term impact of the pandemic, which has accelerated the work from home movement and exacerbated organizational issues associated with working remotely. Millennials, on the cusp of embarking on important leadership roles in this new remote work environment, pose challenges and opportunities for organizations will that will last long after the pandemic.

This paper provides a viewpoint based on a narrative review and on the authors’ professional experiences within organizations. Based upon these findings, this paper has reimagined the Mumford skills model to explore millennial managers in this new remote work, post-pandemic context. The goal of this narrative review was to provide a full picture of the “Millennial manager” and the challenges they face in becoming effective managers, as well as highlight the important strengths they bring to the table.

Managers may have challenges regarding job satisfaction, productivity and organizational commitment. The positive factors are millennials prefer flexibility, teamwork and creating a positive work-life balance. The negative side has to do with isolation and the ability to embrace the organization culture in a remote environment. This model shows positive and limiting factors of millennials related to organization effectiveness. The major propositions and model were that millennium managers in this new environment increase interpersonal communication to maintain trust, effective mentoring, resolve strong organizational culture and ensure effective delegation and conflict resolution.

This study discovered challenges for managers, including developing loyalty and improving employee job satisfaction and organizational commitment. Active listening is necessary for team management to show that all team members are valued irrespective of the work environment. Active listening and empathy will increase social support at work, which improves personal well-being and productivity. Millennials will continue to use their technological skills, their desire for teamwork and their preference for participative management, resulting in becoming an invaluable asset in this era of organizational transformation. The challenge for organizations is to realize the millennial generation possesses many talents and must successfully engage them in the pursuit of organizational goals.

This paper adds to the body of knowledge regarding millennials in organizations with a specific focus on the new work environment created by the global pandemic. The authors hope that their adapted skills model – the millennial manager skills model – becomes an important resource for articulation this new environment that millennial managers are in and that this model can be further refined and expanded through empirical exploration.

The purpose of this study is to investigate factors surrounding low Emirati student recruitment and retention within a nursing programme in the Abu Dhabi Emirate. A sequential explanatory mixed methods research design was used to collect data from 140 Emirati students at different levels of the nursing program. Questionnaires, semi-structured interviews and related document analyses were used to collect information for this study. Quantitative analysis revealed that overall participants perceived the Emirati society as holding a positive image of nursing, though a majority of them indicated that nursing as a profession, would be a third or last choice of career for them. Inferential analysis on the reasons to choose or not choose nursing, revealed an opportunity to work as part of the team; and as a stepping stone to other professions as significant reasons, versus perceived program difficulty level, and perceived unpleasant tasks. Thematic analysis of interviews highlighted: 1) personal interest; 2) parental support; 3) awareness of the profession; 4) perceived barriers; 5) potential benefits, and 6) policies at the local and national levels. The study has several implications for nursing education and policy in the United Arab Emirates and the region.

.يبظوبأ ةرامإ يف ضيرمتلا جمانرب نمض مهب ظافتحﻻاو نييتارامﻹا ةبلطلا ددع ةلقب ةطيحملا لماوعلا ةسارد وه ةساردلا هذه نم ضرغلا نم تانايبلا عيمجتل ةطلتخم قرط يف لسلستم يثحب ميمصت مادختسا مت دقو 140 .ضيرمتلا جمانرب تايوتسم فلتخم ىلع ايتارامإ ابلاط تسﻻا تلمعتسا ةيبلغأ نأ يمكلا ليلحتلا فشك و .ةساردلا هذهل تامولعملا عمجل ةلصلا تاذ قئاثولا تﻼيلحتو ةمظنملا هبش تﻼباقملاو تانايب ضيرمتلا نأ ىلإ تراشأ مهتيبلغأ نأ نم مغرلا ىلع ،ضيرمتلل ةيباجيإ ةروص لمحي هنأ ىلع يتارامﻹا عمتجملا ىلإ نورظني نيكراشملا مهرايخ نوكيس ،ةنهمك ضيرمتلا رايتخا مدع وأ رايتخا بابسﻷ يلﻻدتسﻻا ليلحتلا يف و .مهل ةبسنلاب ةيفيظولا ةايحلا نم ريخﻷا وأ ثلاثلا ةماه ةيباجيإ بابسأك ،ىرخأ نهمل قﻼطنا ةطقنك وأ ؛قيرفلا نم ءزجك لمعلل ةصرف نع جئاتنلا تفشك ،ةيبلسلاو ةيباجيﻹا بابسﻷا لباقم ا يف و،ضيرمتلا رايتخﻻ رايتخا مدعل ةريبك ةيبلس بابسأ اهنأ ىلع ، اهيف بوغرملا ريغ ماهملاو ،جمانربلا ةبوعص ىوتسم ىلإ رظنلا ،لباقمل :تﻼباقملل يعيضاوملا ليلحتلا زربأو .ةنهمك ضيرمتلا 1 ( ؛ةيصخشلا ةحلصملا 2 ( ؛نيدلاولا معد 3 ( ةنهملاب يعولا ؛ 4 ( ؛ةعقوتملا زجاوحلا 5 ( و ،ةلمتحملا دئاوفلا 6 ( ةلود يف هتاسايسو ضيرمتلا ميلعت ىلع تاروصت ةدع ةساردلا هذهلو .ينطولاو يلحملا نييوتسملا ىلع تاسايسلا ةقطنملاو ةدحتملا ةيبرعلا تارامﻹا .

The present research offers insights into the generational stereotypical beliefs that different generations of nurses hold about the own and the other generations and the implications on the work floor.

This cross-sectional, exploratory study employs a cognitive mapping approach known as the repertory grid. The sample consisted of 15 Generation Y, 15 Generation X and 15 Baby Boomer nurses.

Beliefs of nurses about their own and the other generations direct social categorization and generational stereotypes of the in-group and out groups. These stereotypes mold nurses' beliefs and attitudes towards their coworkers and are enacted leading to self-fulfilling prophecies. Especially Generation Y and Baby Boomer nurses are negatively stereotyped and have their ways to deal with these negative stereotypes.

Nurses and their managers who hold generational stereotypes may unknowingly create cliques within an organization and adopt behaviors and expectations based on generational (self-) stereotypes. The author offers noteworthy insights for fostering intergenerational synergies amongst nurses, which are important since the level of interdependent relations amongst nurses required to provide care.

The present study moves away from the research about the typical characteristics of nurses across the generational workforce. Instead, mental models about how different generations of nurses construe their coworkers belonging to different generations including their own generation are drawn. Employing the repertory grid technique (RGT), an established method for uncovering people's personal and collective belief systems, the present study shows how generational stereotyping and self-stereotyping among nurses belonging to varying generational cohorts occurs and debates its implications.