New Generation, Great Expectations: A Field Study of the Millennial Generation

By Eddy S. Ng, Linda Schweitzer, Sean Lyons. 2010

1,081 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f025858214628b5356fd404a75cfe1cd4d0a6fb6

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Citations in the corpus

Digital or Printed Textbooks: Which do Students Prefer and Why? (2015, neutral): “This group consists of the students in college classrooms today and are typically defined as civic minded, socially conscious, and environmentally aware (e.g., Coates, 2007; Jayson, 2006; Saunderson, 2009); technologically savvy (e.g., Bracy, Bevill, & Roach, 2010; Coates, 2007; Hershatter Sadon (20”
Comparing apples to apples: a qualitative investigation of career mobility patterns across four generations (2012, background): “It is also possible that if developmental opportunities are not perceived by Millennials to be forthcoming, they may seek out such opportunities and advancement externally by changing employers (external-upward mobility, to use Ng et al.’s, (2007) term).”
Millennials at Work: What We Know and What We Need to Do (If Anything) (2010, background): “Another aspect of the context we need to pay close attention to is culture, whether the culture is a result of industry (e.g., Real et al. 2010) or country (Ng et al. 2010).”
Millennials in the Workplace: A Conceptual Analysis of Millennials' Leadership and Followership Styles (2012, background): “Although consistent findings have not been shown in the literature, it has generally been demonstrated that Millennials focus much on the social aspect of work such as having friendly coworkers and interesting work environment (Ng et al., 2010).”
Discovering the Millennials’ Personal Values Orientation: A Comparison to Two Managerial Populations (2015, positive): “Millennials generally expect rapid advancement in their work and demand development of new skills (Hg et al. 2010).”
Drivers of entrepreneurial intentions in sustainable entrepreneurship (2017, background): ““Millennials” (or “Generation Y” – those born between 1979 and 1994) have been proposed as being more entrepreneurial and sustainability-conscious (Hewlett et al., 2009) and have been shown to seek more than merely monetary compensation from work (Ng et al., 2010).”
An exploration of employer perceptions of graduate student employability (2018, background): “This generation has been defined as narcissistic, with a high sense of entitlement (Ng et al., 2010), and this stereotype appears to be manifested in employers qualitative statements about graduate students, thus should be included in future models of employability.”
Managing Millennials: A Framework for Improving Attraction, Motivation, and Retention (2012, background): “Millennials have generally been raised in environments that are rich with feedback, individual attention, praise, guidance, and direction (Hershatter & Epstein, 2010; Ng et al., 2010) and a focus on outcomes over process.”
From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multisample study (2015, background): “Studies have shown that younger generations have a greater preference for work in which they can flexibly combine work and private life, such as time for leisure (Ng et al., 2010; Twenge et al., 2010).”