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The purpose of this research was to explore managers' perceptions related to the emerging needs, roles, values, responsibilities and commitments of millennials in the multi-generational workplace, and to determine how managers may effectively recognize and use millennial contributions to enhance the organizational culture and infrastructure.

This qualitative, narrative inquiry study utilized semi-structured interviews to capture collective insights of managers who lead millennials within multi-generational teams. All researchers used an interview protocol with each participant to maintain integrity. Data analysis included the creation of a code manual which was developed utilizing the first five interviews. The code manual included definitions, descriptions and exemplar text and was then used to code all remaining interviews.

Data are presented through three key areas of exploration: The contributions of millennials in multi-generational workplaces, the evolution of managerial views of millennials and the tactics managers use for millennial management in multi-generational teams.

Scholarly literature has clearly presented perceived qualities millennials bring to the workplace, including poor communication, advanced technology skills, overconfidence, and a need for work–life balance. This study seeks to provide an understanding of the generation, through the lens of their managers.

This paper's aim is to explore the benefits accruing from a multi generational workforce.

The paper is an evaluation of employer experiences.

Workplaces benefit from a multi generational workforce; and employers have yet to systematically harness and leverage these benefits.

As employers begin to think of workforces in generational terms, they will need to understand the benefits arising from a comprehensive understanding of the relationships between employee generations.

This paper aims to advocate the need for educational leadership to understand and consider the immediate role and challenges associated with the unique values and characteristics of an age-diverse population and their impact on teaching and the facilitation of learning.

The paper draws on the review of the generational and diversity literatures and related organizational best practices to identify key definitions and empirical findings and to develop recommendations which can be deployed in future research and practice in different types of organizational settings.

This paper provides insights into how organizational leaders can promote a multicultural environment that leverages multi-generational differences. Also, the present study offers innovative pedagogical approaches that can help better prepare future business leaders for these challenges.

The study attempts to reignite the debate through a detailed review that describes the current understanding of generational differences among four generational cohorts. Given the research approach, the recommendations may lack generalizability.

This paper advocates the need to understand generational differences to manage the challenges associated with differences in attitudes, values and preferences regarding leadership, human resource practices and organizational change initiatives.

Organizations which create environments that are value-based and that support divergent views and values of each of the cohorts, create a positive outcome for both the organization and its employees.

This paper enhances knowledge and understanding at the theoretical and practical levels, enabling business leaders and faculty to gain insight regarding the generational differences and unique characteristics of four organizational workgroups – Veterans, Baby Boomers, Generation X and Generation Y.

The purpose of this study is to present strategies that hospitality and tourism organisations might adopt as a means of encouraging employee engagement, thus enabling the more effective management of an increasingly multi-generational workforce. This paper evaluates current strategies being adopted that might encourage employee engagement by a selection of hospitality and tourism organisations and develop recommendations for organisations wishing to more effectively engage the multi-generational workforce.

This study adopts a mixed methods approach and presents findings based on a series of semi-structured interviews with management and self-completion questionnaires aimed at employees.

The relationship between the supervisor and the employee remains a key enhancer regarding engagement and employees are increasingly demanding more contemporary methods of communication. Employers should take note of generational characteristics and adopt flexible policies attractive to all employees.

This paper contributes no t only to the debate regarding generational differences in the workplace but it also identifies that the various generations evident in tourism organisations are desirous of similar working conditions and benefits. Organisations should consider the development of a range of packages that focus on linking employees with their purpose, their colleagues and their resources as a means of encouraging employee engagement.

This study contributes to the debate regarding employee engagement and compares and contrasts initiatives that various tourism and hospitality organisations are adopting as a means of encouraging employee engagement. The study also elicits the views of the organisations employees to understand the extent of the effectiveness of such initiatives and makes recommendations regarding the most effective initiatives from both a management and employee perspective.

Focuses on the potential advantages and pitfalls of a multi-generational workforce.

Focuses on the potential advantages and pitfalls of a multi-generational workforce.

Argues that younger people are often more technologically “savvy” than older employees and more at ease with open communication but that older employees also have a wealth of experience they can pass on to their younger colleagues.

Demonstrates how organizations can use communication technology itself to bring the generations together.

Highlights how demographic factors are changing the nature of the workforce and moving the emphasis towards life satisfaction rather than simply career success.

Reveals how new technology can help to solve some of the problems that the technology itself creates.

The purpose of this paper is to evaluate the impact the workplace can have on knowledge working for a multi‐generational workforce.

A case study analysis is undertaken of Leeds City Council (LCC) workplace in the UK.

The findings from the study show that in the context of LCC there are some key differences between the generations regarding knowledge working preferences for formal/informal meeting spaces. In other aspects, such as knowledge sharing, the generations appear to agree on key aspects such as mentoring and team‐based working environments.

Corporate real estate managers can use the research findings to assist them in providing a range of workplace settings to enhance multi‐generational interaction.

This paper fills a gap in current research by evaluating workplace preferences based on generational differences.

The purpose of this paper is twofold: to examine the role of online networks in employee engagement and to analyze the factors influencing leaders’ involvement in online social networking.

The study’s participants included team leaders, managers and directors working in Fortune 500 companies in the USA. Data were collected through structured surveys delivered through LinkedIn, professional online networking platform to randomly selected users with leadership roles. Totally, 194 matched questionnaires were returned.

The results indicate that employee engagement is positively associated with the time leaders spend on internal online networking platforms, the code of online networking conduct, and the presence of an open-organizational culture. Furthermore, the study shows that organizations can influence leaders’ use of online social networking platforms through an open culture and training. Finally, the findings also indicate that leaders, who communicate with a higher percentages of employees through internal and external platforms, also spend more time on online social networking platforms than those who do not. Surprisingly, a hierarchical structure and the code of conduct are not an indicator of the number of hours that leaders spend on online networking platforms.

The study has three main limitations. First, it was conducted among leaders working in companies from the Fortune 500 list, because the majority of these companies have already implemented internal networking platforms, which are not yet popular in small and medium enterprises (SME). In the future, companies from the SME sector are also worth studying. Second, the study was undertaken among leaders from the USA, because most of the online networking platforms were developed there and then adopted in other countries. Online networking trends in other countries are also very interesting topics for study in future research projects. Third, the quality of the time leaders spend on online platforms should also be examined in future studies.

The next generation of leaders should pay increasing attention to online social networking platforms so as to be more effective in fostering employees’ social and emotional well-being. Organizations that seek ways to facilitate involvement among their leaders in internal online networking, need to organize training and support leaders and employees in the use of online networking platforms.

The use of online social networking platforms change the way people communicate with others and how companies can use online social networking for the social well-being of their employees.

This research provides a new look at employee engagement in the current working environment as well as organizational features fostering leaders’ involvement in online networking.

The purpose of this paper is to provide an update of the Special Issue's field of research, give the structure of the Special Issue and introduce the papers in the collection, including management issues.

A review of the Call for Papers and further research and a presentation of papers in the Special Issue paying attention to original contribution, research and management recommendations.

This Special Issue is making a solid contribution to the field in not only addressing ageing and the ageing generation, but focusing strongly on the way both the ageing generation and other generations such as Gen Y and Gen X affect organisational dynamics, structure and career management.

Original research brought together in a multi-faceted way outlining the challenges as well as management agendas for the organisation.

The aim of this paper is to explore workplace implications of the changing workforce demographic.

The author identifies the different generations in today's workforce. The workplace expectations of the different generations are explored.

Corporate real estate (CRE) managers need to establish the different needs of the different generations. In addition, the CRE manager needs to create an environment that allows all generations to coexist in the same workplace.

CRE managers can use the information to assist in alignment of their workplace to the different generational expectations of the workforce.

The paper fills a void by evaluating office occupiers' workplace preferences based on age.

This paper seeks to enhance team performance by intersecting two existing literature streams, generational influences and working teams. This paper aims to boost project objective achievement through the instrumental use of generational competencies despite temporary and provisional project team environments. This supports project team leaders in harnessing diverse generational competencies of contributors to maximize outcomes.

The authors adopt the simultaneous use of social categorization and information processing to connect these diverse literature streams, highlighting the value system and skills of each generation to maximize working benefits.

Project team leader’s tactical deployment of generational competencies may positively contribute to execution and increased goal achievement. The increasingly provisional nature of workforce teams magnifies the need for intentional team management. Embracing generational competencies may elevate team members, increase productivity and decrease turnover.

This paper offers a pathway to couple team execution and generational differences by identifying generational traits which may benefit execution-focused, but provisional teams.

Rather than managing team members to fit into a specific work process, this paper explores the benefits associated with team leader acceptance and strategic use of diverse generational behaviours.

The authors expand upon team diversity by intersecting execution-based and provisional project teams with the intentional use of generational influences to build trust and further positive outcomes.