Introduction
Persons that are born between 1980 and 1994 are classified as generation Y. They are latest members to join a multigenerational workforce, in fact they are the newest and the last members of the workforce. “Generation Y are likely to have high expectations of personal and financial success, feel that hard work pays off, and have a get-it-done result-producing attitude” (Breaux 2003,p52). Managers all over the world have been struggling with the challenge of attracting, managing and retaining Gen Y workers. Gen Y have different values and expectation of the companies they for compared to previous generations. Companies must learn how to manage Generation Y workers and cater to their needs if they want to retain Gen Y works. "Generation Y'ers are like X'ers on steroids. They are the most high-maintenance generation to ever enter the work force" (Breaux 2009,p95). As Gen Y has already started to enter the work force companies cannot afford to ignore the wants and need of Gen Y. Gen Y is just as big in numbers and will keep entering into the workforce at a rapid rate. The companies that don’t figure out how to attract and retain the growing Gen Y workers are likely to find themselves at a distinct disadvantage. After all, Generation Y is the next generation of workers who will ultimately be managing companies and determine if businesses succeed or fail.

Article one
“Understanding and managing generation differences in the workplace”

Database: Emerald Group Publishing Limited
Journal: Worldwide Hospitality and Tourism Themes, 2011, Vol.3(4), p.308-318 [Peer Reviewed Journal]
Written by: Camille Kapoor

Abstract: “ The modern workplace now consists of four different generations for the first time in history. Each generation, Traditionalists, Baby Boomers, Generation X and Generation Y, has been heavily influenced by the events of their time; this creates a new challenge for employers. Companies must make workplace adjustments in order to create a productive environment for all employees, regardless of their generation. This paper aims to address these issues.”
Summary
“Millenials want frequent contact with their managers, although this can be via email or text messaging”(Herbison and Boseman 2009,p65).Gen Y have been brought up with technology and as a result are they communicate via social media websites and text messaging, they expect instant feedback and acknowledgement but are thought to have poor communication and problem solving skills as a result.” Companies should investigate their recruitment and retention strategies, particularly with respect to rewards, promotions and benefits” (Roy 2008,p554 ). Gen Y value development opportunities, managers that they can look up to and more importantly a work/life balance.

Article 2
“Are generational differences in work values fact or fiction? Multi-country evidence and implications”

Database: Taylor & Francis Online
Journal: The International Journal of Human Resource Management, 2012, Vol.23(11), pp.2268-2294 [Peer Reviewed Journal]
Written by: Julie Cogin
Abstract: “Few would disagree that human resource initiatives aimed at enhancing employees' quality of life have universal appeal, but the definition of ‘quality of life’ varies by generation. Workplaces are becoming increasingly age diverse and the likelihood that an older employee will report to a younger manager is increasing. Burke's study for the Society for Human Resource Management found that in organizations with 500 or more employees, 58% of human resource management (HRM) professionals reported conflict between younger and older workers, largely due to their different perceptions of work ethics and work–life balance requirements. While cultural and gender diversity have received significant attention in the literature, little attention has been paid to the impact of age diversity on HRM practices. This study attempts to bridge this gap by examining the work values of four generational cohorts – Traditionalists, Baby Boomers, Generation X, and Generation Y – across five countries. Generational differences were found when the effects of culture and life stage were controlled for. Significant differences were observed with Generation Y in particular, presenting creative challenges in accommodating the needs of this cohort while still watching the bottom line. This study establishes the legitimacy of intergenerational differences as an important social categorization variable.”
Summary
“If workers do not appreciate the reward, then they have no reason to strive for it” (Cogin 2012 p2270).Gen Y are looking for companies that are containing to grow and expand .Gen Y are always looking for the next opportunity, companies need to provide training programs that will allow employees to learn and progress within the company. “understanding the values that younger generations bring to work and adopting more age-oriented decision making will be essential for those who wish to remain competitive in attracting qualified applicants” (Cogin 2012 p2290).Gen Y value caring and responsible managers that have high expectations of themselves. They like managers that continue to be more effective and efficient.
Article 3

“Generation Y at work -- Part 2: a snapshot of emerging leaders.”

Database: EBSCO
Journal: SuperVision 71. 2 (Feb 2010): 9-11
Written by: Mark McCrindle

Abstract:“The article presents the second part of a series of articles on how to attract and retain the new generation of workers called the Generation Y in the workplace as of October 2010. It cites the features of an ideal workplace for the Generation Ys, including flexibility, workplace culture and training. It presents several core elements needed to develop a retention scheme for Generation Y staff, including the work-life balance, workplace culture and varied job roles.”

Summary
Gen Y looks beyond the salary they are seeking effective leadership role models.
“Supervisors and management hierarchy need to manage in an inclusive, participative way” (McCrindle 2010 p566).Gen Y value a manager who communication and creates an environment where there is less command and more creative participation. “training leads to retaining” (McCrindle 2010 p568)Mc Crindles research found that 78.8% of gen Y state development through addition training would keep them at the same employment.

Article 4
“Work Values Across Generations”
Database: Sage Journals
Journal: Journal of Career Assessment, 2012, Vol.20(1), p.34-52 [Peer Reviewed Journal]
Written by: Jo-Ida C Hansen

Abstract:“Mainstream publication discussions of differences in generational cohorts in the workplace suggest that individuals of more recent generations, such as Generation X and Y, have different work values than do individuals of the Silent and Baby Boom generations. Although extant research suggests that age may influence work values, few of the assertions about generation differences have been tested by empirical research. The present study investigated work values, as measured by the Minnesota Importance Questionnaire, across three generations (Silent Generation, N = 371; Baby Boom, N = 1179; and Generation X, N = 139) while accounting for age. Results suggested that workers from the Silent Generation placed more importance on Status and Autonomy than did Baby Boom or Generation X workers. More recent generations (Baby Boom and Generation X) were found to place more importance on Working Conditions, Security, Coworkers, and Compensation. Additional analyses suggest that, while the measured differences among the three generations are small, generation influences work values more so than does age.”
Summary
Gen Y value flexibility with a company, they feel more respected and intern will become loyal and more productive witin the company. “Social work values, such as interacting with others, as well as prestige work values were more important for younger generations” (Hansen 2011 p40)Gen Y likes to be included within all aspect of a company. Gen Y benefit from feedback and guidance from mentoring managers. They value being informed and frequently being praised by managers.

Article 5
“Managing GenY: supervising the person not the generation”

Database: ProQuest
Journal:Supervision, Feb, 2010, Vol.71(2), p.9(3)
Written by: Steve Carlson

Abstract: “Supervisors from all types of organizations are grappling with the influx of new, younger employees into the workforce. While it is laudable that supervisors are looking for new ways to manage young people entering the work force, caution should be applied in managing such employees based predominantly upon when they were born in history. Instead of relying upon ideas of what a stereotypical GenY wants, the manager needs to engage the actual employees she has. This is done by managing performance. The supervisor then works with her employees to determine what their unique motivators are and how as the manager she can express them in a way that fits within their values. No matter how much you want to generalize, young people are still individuals with different motivators. Effective management will always require great effort. That is why good managers continue to be such a great asset to organizations of every kind.”
Summary
“The once yearly annual review is not enough for Gen-Ys. They require and seek constant feedback and more involved management.”(Carlson 2010 p5) Commenting on each individual Gen Y’s progress makes them feel they are working with a purpose. Gen Ys have grown up with a culture of always bettering yourself. Continuing positive feedback and mentoring will so Gen Y that they are interested in their needs.

Article 6

“Managing generational diversity in the 21st century”

Database: ProQuest
Journal: Competition Forum, June, 2011, Vol.9(2), p.255(6) [Peer Reviewed Journal
Written by: Stephen Knouse

Abstract “I examine the three prominent generations in the workforce in the 21st century: Baby Boomers (born 1946 to 1964), Generation X (born 1965 to 1980), and Generation Y (born after 1980). I first summarize differences among the generations and then describe how to manage the three generations on common themes, such as communication, training, and leadership. I examine suggested areas of research within generational diversity.”
Summary
Gen Yers want immediate response from their leaders. “39% of Gen Yers would quit, if their organization cut off access to the Internet (Knouse 2011 p256).” Gen Y where brought up with messaging and social networks, so they are always in quick response with their social groups, they expect that from their managers. "We were brought up to reach for the stars" (Knouse 2011 p260). Gen Y worker is happy to put in the time and effort, as long as managers are willing to acknowledge it. They expect fast to be promoted and congratulated from their managers on a regular basis, regular positive evaluations will encourage Gen Yers to put more productivity into their work.

Article 7
“Analysis of generation y workforce motivation using multiattribute utility theory”

Database: ProQuest
Journal: Defense A R Journal, Jan, 2011, Vol.18(1), p.63(18) [Peer Reviewed Journal]
Written by: Ian Barford
Abstract: “This article explores the difference in assigned levels of workplace motivation and happiness between federal government workforce members of Generation Y versus Generation X and Baby Boomers. Thirty hypotheses were tested, and 11 were found to be statistically significant. Generation Y does assign different levels of importance and partially assigns different levels of happiness to the five motivational factors examined in this study: responsibilities, compensation, work environment, advancement potential, and free time. Advancement potential and free time were rated the highest factors when compared to Generation X and Baby Boomers. Sample size was small due to limited availability of workforce members. This study represents the first attempt to explore motivational factors for the Generation Y workforce within the federal government.”
Summary
“Generation Y aspires for a work/life balance” (Barford2011 p70)Work/life balance is critical to Gen-Y individuals they would rather spend time socializing then receiving a bigger salary. Companies need to create a flexible work/life balance that caters for Gen Y social needs but also suits the company. “In business, Generation Y exhibits the propensity for working in teams while being collaborative, results-oriented individuals, and having an ardor for pressure “(Barford 2011p p78). Team work is valued very high within Gen Y, they like to see input and guidance from manages. They also crave feedback and guidance from reassuring managers. They need to be informed about organisaion goal and seek reassurance they are doing a good job.

Article 8
“Understanding Millennials in the workplace” Database: ProQuest
Journal: The CPA Journal, Nov, 2011, Vol.81(11), p.61(5) [Peer Reviewed Journal]
Written by: Linda Bannon

Abstract “Each generation has characteristics that make it unique. The "Millennial" generation is set to make an impact in the workplace, and CPA firms should be aware of this generation's particular skills and desires in order to incorporate them into the profession successfully. Millennials are often characterized as tech-savvy, a quality observed in many aspects of their lives. Whether in the office or online, Millennials tend to prefer less formal meetings and more open, flexible work environments. Millennials expect to have access to technology and prefer mobile and portable technologies. As a result, Millennials are expected to demand that an employer have a strong technology platform. According to the Pew survey, many of the things that Millennials value in life mirror the values of older generations. To all groups, family matters most, while fame and fortune are much less important. Beyond marriage and family, helping people who are in need represents a top priority for 21% of Millennials, according to Pew data.”

Summary

“Generation Y is the most diverse generation” (Bannon 2011 p63) Each culture has different work priorities and expectations, Managers need to be aware of their employees culture and work to their strengths. “corporations will find Millennials to be in high demand in the job market”(Bannon 2011 p62) .Gen-Y are judging the managers just as much as they are judging their Gen Y worker . Companies will need to be honest about what makes their company appeal to the Gen Y workers. They need to show how their current employees have developed and succeeded. Companies will also need to show what future opportunities are value to them if they have any chance of retaining the Gen Y workers.

Conclusion
Companies have an incredible challenge trying to attract, manage and retain Gen Y workers. Members of Gen Y are talented and well educated, but they also have very high expectation of their work environment. They want to have endless opportunities and rate of advancement. Generation Y also looks at the opportunity of career mobility within the organization as an attracting factor. Offering a large salary to a Gen Y is not an effective way to attract Gen Y. Technology knowledge is what separates Gen Y from other generations, they need technology to perform at their peak. “grew up with technology and rely on it to perform their jobs better” (Hansen 2011 p41). They expect companies they work for to have the latest technology and their managers to communicate via email or text message on a regular basis. "The forty hour workweek doesn't apply. and 'how' meetings become "why' meetings"(McCrindle 2010 p 566). Gen Y value work flexibility, they want to accommodate for family and personal lives. They like to have the ability to work part time or leave the workplace to have children. Gen Y care more about social and family life then a high salary. The Generation Y employee typically wants instant gratification. Receiving regular feedback is not just expected by Gen Y, but it is demanded. This generation of workers is focused on finding solutions and making improvements. In order to get valuable insight and discover resources to do so, they rely heavily on the feedback from their peers, clients, and managers.

Recommendation
In order for companies to be successful at attracting, motivating and retaining the generation Y into the work-force the following are my recommendations.
Praise/Motivation- Gen Y need to be recognized for their work ability. Management should be trained to recognise and offer more reassurance and praise for tasks being carried out correctly. Companies should hold regular meeting where Gen Y can raise their ideas and worries to management. By doing this it will make Gen Y feel more involved within the company. In order to achieve motivation manages should seek to find the strengths for each employee. Each employee has different set of strengths, management should have a wide range of motivation techniques to improve productivity. If management could come up with these actions, they could raise the organization towards its goals.

Flexibility – This can be seen in creating learning opportunities, sponsored learning capabilities, long range career planning, promote employee mobility within organization and cross country training opportunities.

Work Life Balance – Work life balance can be achieved by letting the employee work more hours on one have and work less on another. The work life balance should include aspects such as paid leave to care for dependents, study assistance, eldercare, and time off to attend non work events, job sharing, telecommuting, on-site healthcare, and various other things the Generation Y workers are wanting in a career.
Access to Technology -This strategy is linked to the organization adaptation of new technology in increasing work productivity. This is looked at where the workforce are equipped with state of the art laptops, access to internet, i-phones, PDA, video conferencing, e-learning and many more. This group of people would not live without cable television and access to mobile phones. With the focus on technology, flexible work schedules and spaces are also crucial to Generation Y. Offering the employees the option of coming to work an hour later gives them the flexibly to schedule issues such as daycare, or doctor’s appointments.

Employee growth/Sense of purpose and meaning to the job – Employers need to have management programs to cater for career advancements. This can also be seen in creating learning opportunities, sponsored learning capabilities, long range career planning, promote employee mobility within organization and cross country training opportunities.

By mastering these practices an organization could expect to attract, manage and retain the exclusive Generation Y worker. Further research should be conducted to measure the effectiveness of these factors in employee retention of people who are categorized into generation Y.

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