1
\nProspectus
\nExploring Human Resource Management Strategies to Retain Millennials
\nLatashia Reid
\nDoctor of Management
\nWalden University
\nA00529481<\/p>\n
2
\nExploring Human Resource Management Strategies to Retain Millennials
\nProblem Statement
\nManagers have often found it difficult to retain millennial employees in the workforce
\n(Chaudhuri & Ghosh, 2012). The general problem is more millennials are dissatisfied with their
\npresent employer. They are quitting their current positions resulting in high turnover rates
\n(Campione, (2015). Managers held approximately 2% of all workforce positions in 2014 and
\n90% of them believe an engagement strategy will impact businesses successfully, though only
\n20% help and sustained a platform or strategy to influence their employees (U.S. Department of
\nLabor, 2016). According to Christensen Hughes and Rog (2008), the cost of recruiting new
\nemployees can be expensive and if managers are not able to provide HR management strategies
\nto retain millennials in the workforce, they will continue to experience a high turnover rate.
\nThe specific problem is that some managers lack effective HR management strategies to
\nretain employees in the fast food industry (Ruiz, 2017). Employee turnover in the fast food
\nindustry has an adverse impact on the companies outcomes but if managers implement employee
\nHR strategies employees are less likely to leave the organization. Creating impactful jobs is
\nessential and many studies have documented that generational differences, especially in relation
\nto retaining millennial employees (Great Expectation, 2016). A study was conducted on 40,000
\nmillennials and only 17% were highly engaged in their work and these were also the employees
\nwho remained in their positions (Nolan, 2015). According to a report conducted by Global HR,
\nout of 3,000 HR professionals, 73% indicated that turnovers had been and may continue to be
\nprevalent in the workplace (Barack, 2012).
\n3
\nPurpose Statement
\nThe purpose of this qualitative exploratory multiple case study is to gain an
\nunderstanding of HR management strategies to retain millennial, in the fast food industry in
\nCharlotte NC metro area. In this study, data will be collected through open-ended questions to 20
\nmanagers. The managers will participate in semi-structured interviews to identify effective and
\nfailed HR strategies for millennials. The interviews will allow the participants the opportunity to
\nanswer questions related to the effective and failed HR strategies to retain millennials. The
\nparticipants will be sampled using purposive sampling technique (Rankin & Brown, 2016).
\nObservation of managers will enable the exploration as an outsider to record events, behavior
\nand impressions that can be used in the interviews (Janesick, 2011). The primary method of data
\ncollection is to seek multiple sources of data such as interviewing and recorded artifacts, called
\nfield notes. The secondary method of data collection will consist of participating industry public
\ntraining documents. According to Frankel (2016) managers have been trying to retain millennial
\nemployees for the past several years and there is an undoubtedly need to find the correct
\nsolutions to retain millennials. The information generated from this research may reveal what
\nstrategies managers could use to retain millennials.
\nSignificance
\nEffective and failed strategies can influence employees to quit or be retained in
\norganizations. This study may have a significant impact on business practices because it may
\nprovide managers with effective strategies to retain millennial employees. Business leaders may
\nhave to understand how different generations has a unique experience that has contributed to
\ntheir way of approaching employment and long-term decisions. According to Campione, (2015)
\n4
\none of the major challenges facing businesses today is the retention of millennials and some
\nbusinesses practices and industry standards must be critically examined to find out why.
\nMillennials are considered to be the largest group of individuals in the workplace by 2020, so
\nthere is a great need for managers to learn how to retain millennials (Chenkovich & Cates, 2016).
\nA lack of effort may cost companies a lot of money and loss of productivity (Dejesus, 2017). If
\nmanagers can understand the different ways millennials think and communicate perhaps they
\ncould significantly reduce high turnover rates in the workplace. The social impact of this study
\nmay help business to retain millennials and raise employment in the communities for millennials.
\n Background
\n1. Nolan, (2015) examined the project ( help with nursing paper writing from experts with MSN & DNP degrees)ion of the high cost of employee turnover amongst
\ncompanies and dissatisfaction millennial employees. The author discussed how managers often
\nstereotype millennials employees into groups, portraying them as unmanageable employees. The
\nauthor stated different substitutions and changes to manage millennials employees. When
\nmillennials needs are addressed and developed through perks, it would encourage them.
\n2. Campione, (2015) information regarding millennials and the importance of job satisfaction
\nis considered a core indicator of workers Assessment and retaining them to avoid high cost
\nturnovers. The author also discussed findings on millennials work attitudes, values, personality
\ntraits, and behavior in the workplace.
\n3. Cameron and Quinn, (2006) felt motivated about competing values framework (CVF) based
\non the different businesses who had already adopted the framework as a key part of their
\nservices. The authors examined a set of tools and procedures that was their own empirical
\n5
\nresearch and consulting experiences in Helping with cultural and personal changes in
\norganizations.
\n4. Meuse and Mlodzik, (2010) discussed the difference in generations and rapid changes in the
\nworkplace. The authors also examined how managers who possess stereotypes may consciously
\nor unconsciously adapt attitudes, behaviors, or decisions based on sweeping generalization rather
\nthan reality. The authors provide literature that was grounded from empirical studies and most
\nwas focused on specific work related variables.
\nFramework
\nConceptual frameworks help reflective researchers link scholarly literature to observe an
\nissue such as exploring HR management strategies (Fleet, Burton, Reeves, & DasGupta, 2016).
\nCompeting values framework (CVF) is the primary conceptual framework for this study.
\nAccording to Cameron and Quinn, (2006) CVF can also be used as a conceptual model to do
\nqualitative research to explore the reason and process of organizational culture change. In 1983,
\nQuinn and Rohrbaugh created the CVF to provide a broader framework for managers to become
\neffective leading others and making organizational decisions (Cameron & Quinn, 2006). CVF
\nidentifies indicators of organizational effectiveness and examines the relationships between
\norganizational culture and other key organizational variables, such as job satisfaction (DeJesus,
\n(2017).
\nResearch Question(s)
\nRQ1: What HR management strategies do managers use to retain millennials in the fast
\nfood industry in Charlotte NC metro area?
\n6
\nNature of the Study
\nThe nature of this qualitative study would be to explore effective and failed HR
\nmanagement strategies. Gog (2015) stated in a qualitative study the researcher will attempt to
\nunderstand relationships between the phenomenon, process and experiences with a sample.
\nResearchers may use qualitative research method to reflect on and challenge assumptions
\nregarding challenges that exist in roles and creating emancipatory potential in the study design
\n(Tinkler, Smith, Yiannakou, & Robinson, 2018). Another research method that researchers use
\nis called quantitative study. Quantitative research involves analyzing statistical data and
\nexamining a theory (Hossain, 2017). The intent will be to explore HR managers with in-depth
\nquestioning to understand millennials quitting their job in the fast food industry. Quantitative
\nresearch is not appropriate for this study. Quantitative methods are considered more rigorous
\nthan qualitative methods which randomized controlled trails and systemic reviews (Hoe &
\nHoare, 2012). Researchers use quantitative research to provide information on the amount of
\ndata collected and the outcome of the statistical analyses performed (Barnham, 2015).
\nThe research design that was chosen for this study is multiple case study. Case study
\ninvestigates a real life phenomenon in depth and within an environmental context. Researcher\u2019s
\nuses case study to explore multiple or single phenomena in a study (Gog, 2015). A qualitative
\nmultiple case study design would be the most appropriate method because would help
\nunderstand effective HR management strategies to retain millennials employees in the fast food
\nindustry (Ridder, 2017). A case study will triangulate data as part of the data collection strategy,
\nresulting in detailed case description (Hollweck, 2015).
\n7
\nOther designs that were not appropriate for this study were ethnography and
\nphenomenological research. Phenomenological research studies the human experiences (Petty,
\nThomson & Stew, 2012). Ethnography study a cultural group of people in their natural settings
\n(Grossoehme, 2014). Both studies are used to collect data from groups or individuals through
\ninterviews over a period of time (Mol, Silva, Rocha, & Ishitani, 2017). Due to time constraints
\nand different techniques to collect data, these studies were not approached for this study.
\nSecondary Data Types and Sources of Information
\n1. I will conduct interviews with 20 managers by recording and taking field notes.
\n2. There will be personal observation during the interview and observation from their
\nworking environment.
\n3. I will use purposive sampling to elaborate and provide insight about HR management
\nstrategies to retain millennials.
\n4. Multiple sources of data such as interviewing and recorded artifacts, called field notes
\nand data collection of participating industry public training documents.<\/p>\n
8
\nReferences
\nBarnham, C. (2015). Quantitative and Qualitative Research. International Journal of Market
\nResearch, 57(6), 837-854.doi:10.2501\/070
\nBarack, J. (2012). Maximizing millennials in the workplace. UNC Executive Development, 1-14.
\nRetrieved from https:\/\/www.henan-flagler.unc.edu\/executivedevelopment\/customprograms\/~\/media\/DFCC056874DDA8097271A1ED8665.ashx<\/p>\n
Cahill, Terrence F, E.D.D., F.A.C.H.E., & Sedrak, Mona, P.H.D., P.A. (2012). Leading a
\nmultigenerational workforce: Strategies for attracting and retaining millennials. Frontiers
\nof Health Services Management, 29(1), 3-15. Retrieved from
\nhttp:\/\/search.proquest.com.ezp.waldenulibrary.org\/docview\/1039642817?accountid=1487
\n2
\nCameron, K.S. & Quinn, R.E. (2006). Diagnosing and changing organizational culture: Based on
\nthe competing values framework. San Francisco, CA: Josey-Bass
\nCampione, W. A. (2015). Corporate offerings: Why aren’t millennials staying? The Journal of
\nApplied Business and Economics, 17(4), 60-75. Retrieved from
\nhttp:\/\/ezp.waldenulibrary.org\/login?url=https:\/\/search-proquestcom.ezp.waldenulibrary.org\/docview\/1764139218?accountid=14872<\/p>\n
Cindy, K. G. (2013). A balancing act: Keeping millennial workers happy is smart business. The
\nDaily Camera Retrieved from https:\/\/search-proquestcom.ezp.waldenulibrary.org\/docview\/1436252239?accountid=14872<\/p>\n
9
\nChaudhuri, S., & Ghosh, R. (2012). Reverse mentoring a social exchange tool for keeping
\nthe boomers engaged and millennials committed. Human resource development review,
\n11(1), 55-76. Chicago.doi.org\/10.1177\/1534484311417562
\nChenkovich, K, & Cates, S. (2016). Welcome to the Millennials Generation: Should This
\nGeneration Be Attracted, Managed and Retained By Corporations Differently?.
\nInternational Journal of Management & Human Resources, 4(1), 79-93.
\nChristensen Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving
\nemployee recruitment, retention and engagement within hospitality
\norganizations. International Journal of Contemporary Hospitality Management, 20(7),
\n743-757.
\nCross, D. (2017). Employee Retention Strategies in the Fast Food Industry. ScholarWorks.
\nChou, S. Y. (2012). Millennials in the workplace: A conceptual analysis of millennials’
\nleadership and followership styles. International Journal of Human Resource
\nStudies, 2(2), 71. doi:10.5296\/ijhrs.v2i2.1568
\nDannar, P. R. (2013). Millennials: What they offer our organizations and how leaders can make
\nsure they deliver. The Journal of Values-Based Leadership, 6(1), 3. Retrieved from
\nhttp:\/\/scholar.valpo.edu\/cgi\/viewcontent.cgi?article=1073&context=jvbl
\nDeJesus, X. (2017). Strategies for reducing voluntary employee turnover (Order No. 10680603).
\nAvailable from Dissertations & Theses @ Walden University. (1972605663). Retrieved
\nfrom http:\/\/ezp.waldenulibrary.org\/login?url=https:\/\/search-proquestcom.ezp.waldenulibrary.org\/docview\/1972605663?accountid=14872<\/p>\n
10
\nFiordelisi, F., & Ricci, O. (2013). Corporate culture and CEO turnover. Journal of Corporate
\nFinance, 28, 66-82. doi:10.1016\/j.jcorpfin.2013.11.009
\nFleet, D., Burton, A., Reeves, A., & DasGupta, M. P. (2016). A case for taking the dual role
\ncounellor-researcher in qualitative research. Qualitative Research in 95 Psychology, 13,
\n328-346. doi:10.1080\/14780887.2016.1205694
\nFrankel, L. P. (2016). Employee Retention: Seven Common-Sense Ways to Keep Your Star
\nMillennials. Employment Relations Today (Wiley), 42(4), 49-56.doi:10.1002\/ert.21539
\nGreat expectations. (2016). Human Resource Management International Digest, 24(2), 32-35.
\nRetrieved from http:\/\/ezp.waldenulibrary.org\/login?url=https:\/\/search-proquestcom.ezp.waldenulibrary.org\/docview\/1765294985?accountid=14872<\/p>\n
Grossoehme, D. H. (2014). Overview of Qualitative Research. Journal of Health Care
\nChaplainy, 20(3), 109-122.doi:10.1080\/08854726.2014.925660
\nGog, M. (2015). Case Study Research. International Journal of Sales, Retailing & Marketing,
\n4(9), 33-41
\nHaibin, L, & Shanshi, L. (2014). Effect of Situational Leadership and Employee Readiness
\nMatch on Organizational Citizenship Behavior in China. Social Behavior & Personality:
\nAn International Journal, 42(10), 1725-1732.doi:10.2224\/sbp.2014.42.40.1725
\nHenstra, D., & Mcgown, R.A. (2016). Millennials and Public Service: An Exploratory Analysis
\nof Graduate Student Career Motivations and Expectations. Public Administration
\nQuarterly (40)3, 490-519. Retrieved from
\n11
\nhttp:\/\/eds.a.ebscohost.com.ezp.waldenulibrary.org\/eds\/pdfviewer\/pdfviewer?vid=4&sid=
\n3cbfb1e6-9bea-4080-bb7e-9b6066eb8d34%40sessionmgr4010
\nHoe, J., & Hoare, Z. (2012). Understanding Quantitative Research: Part 1. Nursing Standard,
\n27(15)52-57. doi:10.7748\/ns2012.12.27.15.52.c9485
\nHollweck, T. (2015). Review of Case Study Research Design and Methods (5th ed.) Canadian
\nJournal of Program Assessment, 30(1), 108-110.
\nHossain, D. M. (2017). Discourse Analysis: An Emerging Trend in Corporate Narrative
\nResearch. Middle East Journal of Business, 12(4), 3-9.doi:10.5742\/MEJB.2017.93084
\nJanesick, V. (2011) Stretching Exercise for Qualitative Researchers (3rd ed.) Thousand Oaks,
\nCA: Sage Publications.
\nLynch, A. (2008). ROI on generation Y employees. Bottom Line Conversations, LLC. Retrieved
\nfrom
\nhttps:\/\/webcache.googleusercontent.com\/search?q=cache:IMtFOirWcVkJ:https:\/\/www.k
\nnoxvillechamber.com\/pdf\/workforce\/ROIonGenYWhitePaper.pdf+&cd=1&hl=en&ct=cl
\nnk&gl=us
\nMeuse, K.D., & Mlodzik, K.J. (2010). A Second Look at Generational Differences in the
\nWorkplace: Implications for HR and Talent Management. People & Strategy, 33(2), 50-
\n58 doi.org\/10.1037\/e518392013-223
\n12
\nMol, A. M., Silva, R.S., Rocha, A. A., & Ishitani, L. (2017). Ethnography and Phenomenology
\nApplied to Game Research: A Systematic Literature Review. Revista De Sistemas E
\nComputacao (RSC), 7(2), 110-127
\nNolan, L. S. (2015). The Roar of Millennials: Retaining Top Talent In the Workplace. Journal of
\nLeadership, Accountability & Ethics, 12(5), 69-75.
\nPetty, N. J., Thomson, O. P., & Stew, G. (2012). Masterclass: Ready for a Paradigm Shift? Part
\n2: Introducing Qualitative Research Methodologies and Methods. Manual Therapy,
\n17378-384.doi:10.1016\/j.math.2012.03.004
\nRankin, J., & Brown, V. (2016). Creative Teaching Method as a Learning Strategy for Students
\nMidwives: A qualitative study. Nurse Education Today, 3893-
\n100.doi:10.1016\/j.nedt.2015.12.009
\nRidder, H. (2017) The Theory Contribution of Case Study Research Design, 10(2), 281-305.doi:
\n10.1007\/s40685-017-0045-z
\nRuiz, C. A. (2017). Strategies to Retain Millennial Employees at Full-Service Restaurants.
\nScholarworks.
\nSalehzadel, R. R. (2017). Which Types of Leadership styles do followers prefer? A decision tree
\napproach. International Journal of Education Management, 31(7), 865-877.
\ndoi:10.1108\/JEM-04-2016-0079
\n13
\nSolnet, D. J., Ford, R.C., Robinson, R.N., Ritchie, B. W., & Olsen, M. (2014). Modeling
\nLocations factors for tourism employment. Annals of Tourism Research, 45, 30-45.
\ndoi:10.1016\/j.annals.2013.11.005
\n(Tinkler, L., Smith, V., Yiannakou, Y., & Robinson, L. (2018). Professional Identity and The
\nClinical Research Nurse: A Qualitative Study Exploring Issues having an Impact on
\nParticipant Recruitment in Research. Journal of Advanced Nursing, 74(2), 318-328-
\ndoi:10.111\/jan.13409
\nU.S. Department of Labor, Bureau of Labor Statistics (2016). Economic new release: Employee
\nTenure Summary. Retrieved from https:\/\/www.bls.gov\/opub\/mlr\/2014\/beyondbls\/millennials-after-the-great-recession.htm<\/p>\n","protected":false},"excerpt":{"rendered":"
1 Prospectus Exploring Human Resource Management Strategies to Retain Millennials Latashia Reid Doctor of Management Walden University A00529481 2 Exploring Human Resource Management Strategies to\u2026<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[7316,7318,7317,7315,7319,7321],"tags":[441,7323,628,7326,7325,7322,7324],"class_list":["post-48818","post","type-post","status-publish","format-standard","hentry","category-best-dissertation-writers-uk","category-british-dissertation-writers","category-dissertation-help-online","category-dissertation-writing-services-uk","category-help-with-dissertation-writing","category-uk-dissertation-help","tag-cheap-dissertation-writing-services","tag-dissertation-help-london","tag-dissertation-help-online","tag-dissertation-tutor","tag-expert-assignment-help","tag-masters-dissertation-help","tag-university-assignment-help"],"_links":{"self":[{"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/posts\/48818","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/comments?post=48818"}],"version-history":[{"count":0,"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/posts\/48818\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/media?parent=48818"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/categories?post=48818"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.studyproessays.com\/help\/wp-json\/wp\/v2\/tags?post=48818"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}