Retention of millennials generation in the 21st century

This research paper focuses on the challenges faced by organizations in retaining millennials in the workplace and provides solutions to improve employee retention.

38
BUSINESS RESEARCH DISSERTATION : UGB 301
YOUR NAME
YOUR REGISTRATION NUMBER
YOUR UNIVERSITY EMAIL ADDRESS
YOUR SUPERVISOR’S NAME
YOUR PROGRAMME [eg BA Business & Marketing]

38
Retention of millennials generation in the 21st century
Declaration
‘No component of the work referred to in this project has been submitted in support of any application for
another qualification for this or any other University or Institute of Learning’ and complies with the University
Infringement of Assessment Regulations.
Signed and Date
……………………………………………………………………………………………………………………..…
WORD COUNT

38
Table of Contents
Acknowledgement...........................................................................................................................7
Abstract............................................................................................................................................8
Chapter 1: Introduction..................................................................................................................11
1.1 Overview..............................................................................................................................11
1.2 Problem statement...............................................................................................................11
1.3 Research aim........................................................................................................................12
1.4 Research objectives.............................................................................................................12
1.5 Research questions...............................................................................................................12
1.6 Research Rationale..............................................................................................................13
1.7 Structure of the paper...........................................................................................................14
Chapter 2: Literature Review.........................................................................................................16
2.1 Introduction..........................................................................................................................16
2.2 Employee retention..............................................................................................................17
2.3 Factors affecting Employee Retention of Millennials in Workplace..................................19
Generation Gap..........................................................................................................................19
Career Development..................................................................................................................20
No Initiatives Taken by the Firm...............................................................................................21
2.4 Theories...............................................................................................................................22
2.5. Conceptual framework........................................................................................................23

38
Chapter 3: Research Methodology................................................................................................25
3.1 Ethical Considerations.........................................................................................................27
Chapter 4: Data Analysis and Findings.........................................................................................30
4.1 Qualitative Analysis.............................................................................................................30
4.1.2 Summary...........................................................................................................................33
4.2 Quantitative Analysis...........................................................................................................34
4.2.1 Reliability and validity test...............................................................................................34
4.2.2 Frequency tables and charts..............................................................................................35
4.3 Descriptive statistics............................................................................................................43
4.3.1 Correlation Matrix............................................................................................................44
4.3.2 Cross tabulation................................................................................................................45
Chapter 5: Conclusion...................................................................................................................48
5.1 Conclusion and Key findings...............................................................................................48
5.2 Recommendations................................................................................................................49
5.3 Future Scope and Limitation...............................................................................................50
References......................................................................................................................................51
Appendix........................................................................................................................................54
The interview notes....................................................................................................................54
Survey........................................................................................................................................58

38

38
Acknowledgement
I would like to express my appreciation to my professor… who has had the essence of
intelligence and continuously convinces me to perform considerably well. Without the guidance,
I would not have been able to complete the dissertation.
In addition to this, I would also like to express my gratitude towards my committee members
who assisted me to gain expert knowledge and were able to guide me accordingly. Moreover, I
would also like to my parents and colleagues as well as my friends for their constant help and
assistance.

38
Abstract
The millennials are a new generational audience who have a different thought process and prefer
doing the procedures in a different mannerism. The study is focused on the reasons why the
millennial retention at the workplace is considerably difficult and why the human resource
department finds it difficult to achieve success in the long run. The paper begins with an
introduction which lays down the overall research aims as well as the objectives along with the
description of the structure of the paper. The literature review has proved to be effective in
analyzing the different kinds of issues which have been faced by the employees in the
organizations. With the help of the Zinger’s Model and Maslow’s Hierarchy Theory, it has been
identified that it will be appropriate for the overall success of the firm. The different kinds of
issues regarding the employee retention can be adopted as it can be helpful in retaining
employees in an effective manner. The third section represents the Research methodology
adopted for the paper. The fourth section of the paper describes the Analysis whereby the
Qualitative and Quantitative section of the report has been presented which reflects that the
generational gap, career development and the initiatives of the firm, have a strong impact on the
overall employment of the millennials in the firm. The last chapter presents the recommendations
and conclusion to improve the scenario.

38
List of figures and Tables
Table 1...........................................................................................................................................27
Table 2...........................................................................................................................................27
Table 3...........................................................................................................................................27
Table 4...........................................................................................................................................28
Table 5...........................................................................................................................................28
Graph 1..........................................................................................................................................28
Table 6...........................................................................................................................................29
Graph 2..........................................................................................................................................29
Table 7...........................................................................................................................................30
Graph 3..........................................................................................................................................30
Table 8...........................................................................................................................................31
Graph 4..........................................................................................................................................31
Table 9...........................................................................................................................................32
Graph 5..........................................................................................................................................32
Table 10.........................................................................................................................................33
Graph 6..........................................................................................................................................33
Table 11.........................................................................................................................................34
Graph 7..........................................................................................................................................34
Table 12.........................................................................................................................................35
Graph 8..........................................................................................................................................35
Table 13.........................................................................................................................................36
Table 14.........................................................................................................................................37

38
Table 15.........................................................................................................................................37

38
Chapter 1: Introduction
1.1 Overview
The modern era of millennials has brought about a huge change in the overall dynamics
of the workplace. These millennials tend to have different demands than the previous generation
of individuals and in line of this, it can also be mentioned that to take a decision in regard to
going to work or not going to work can be considered as one of the most crucial questions which
any millennial tends to ask himself (Özçelik 2015). The main issue related to the millennials in
the workplace can be clearly stated to be the issue of retention. As the human society has
diversed considerably, there have taken place a great variety of challenges like the challenge
related to diversity in gender, the ethnicity, the race of the people involved in the firm and the
generation gap which exists in the firm. The human resource management have found it
considerably difficult to ensure that they are able to retain the particular individuals in the
workplace due to their creativity as well as efficiency. However, irrespective of trying to
undertake various steps, the organizations have not been able to retent the employees and hence,
the overall challenges related to the organization with respect to the cost and other purposes have
increased considerably. For this reason, the primary purpose of the paper can be stated to be to
develop a solution in regard to the retention of the young millennials as present in the workplace
and to find the different methods how a business can incorporate the young and meaningful
relationships and ensure that they are able to entrance a meaningful careers which will then
enable them to close the overall gaps.

38
1.2 Problem statement
The millennials are the target focus of all the companies as present in the business
environment today. With respect to this, it has become considerably important for any business
organization to take into consideration and ensure that they are successfully able to target the
millennials as present in the workplace and in addition to this, are also able to utilize the talent
which exists in the realm of the firm (Özçelik 2015). However, the millennials have different
ideologies at the workplace and it is this ideology which then motivates them to work
accordingly and very often the employee retention rate of the millennials at the workplace can be
understood to be considerably very low. Hence, in regard to this, this paper aims to propose a
research which will provide solutions to the organizations in order to undertake initiatives which
will help them in retaining the different employees as present in the workplace.
1.3 Research aim
The aim of the research can be stated to be to find the appropriate solutions in order to
enable the firm to retain the different millennial employees as present in the workplace and to
ensure considerable efforts to associate them with the firm can be made in order to ensure that
the overall gap between the different members can be overcome.
1.4 Research objectives
 To understand the reason why the different millennials tend to leave the organizations.
 To analyze the reason why the different millennials are not able to retain at a workplace.
 To find the solutions which can be recommended to the different firms through which
they will be able to retain the millennials as present in the organization.

38
 To provide recommendations to the different organizations based on which they will
successfully be able to find adequate success while employing the different millennials at
the workplace.
1.5 Research questions
1. Why do the different millennials tend to leave the organizations?
2. What are the reasons why the different millennials are not able to retain at a workplace?
3. What are the solutions which can be recommended to the different firms through which
they will be able to retain the millennials as present in the organization?
4. What recommendations can be made to the different organizations based using which
they will successfully be able to find adequate success while employing the different
millennials at the workplace?
1.6 Research Rationale
Hence, from the given analysis it can be rightfully understood that the different
organizations have been facing considerable issues with respect to the retention of the employees
at the workplace and it is with respect to this that the human resource departments of the
different organizations are finding it increasingly difficult to ensure success in the long run.
Moreover, even when these employees are present in the organization, they are not being able to
gel with the different employees and have a considerably new set of demands which will enable
them to perform well. In addition to this, when these employees are unable to retain themselves
in the firm, they create a poor impression in the eyes of the other employees as well. In line of
this, the human resource department of the organization has been facing considerable problems
which has then enabled them to search certain ways and device certain strategies, using which

38
they can undertake considerable measures to see to it that, they are able to maintain long term
relationship with the different employees in the long run (Crowley-Henry and Collins 2017).
Moreover, very often the firms are not successfully able to come up with the retain
measures which will influence the employees in a positive manner. Hence, through this research,
the aim lies to come up with various solutions for the overall welfare of the organization and to
assist the different members of the human resource department to come up with various
measures which will not only help them to retain the different employees as present in the
workplace but will also allow them to use initiatives to continuously motivate the different
millennials involved in the workplace. There lies a huge research gap pertaining to the particular
topic in the general academia and through this research, a new line in the domain of research will
be largely understood and the solutions to retain the millennials in the workplace shall be
identified.
1.7 Structure of the paper
The paper as mentioned, aims to find solutions to ensure that, the different members of
the human resource team will be successfully able to come up with various measures which will
help them to come up with new ways using which they will be able to satisfy the different
employees. In addition to this, the use of primary research will also be done. The paper will
follow a simple format with respect to which, the first chapter will throw light on the overview of
the paper, which will comprise of the problem statement, the research aim, the overall research
objectives as well as the Research questions which are present. In line of this, it will also lay
down the overall research rationale and in addition to this, the structure of the paper will also be
defined.

38
The second chapter, which can be stated to be the Review of Literature which will focus
on the review of literature pertaining to the theories related to Employee retention. The different
theories underlying the issue of employee retention will be identified which will then be
followed by the factors influencing the retention of the employees. Additionally, a conceptual
framework for the same will also be provided.
The third chapter is the Research methodology chapter which will lay down the different
research procedures which will be adopted for the particular purpose of the research which will
then be followed by the fourth chapter which is Data analysis chapter where the primary research
method has been undertaken using the quantitative as well as qualitative analysis.
In line with this, it can be mentioned that, the last chapter is the Conclusion chapter
which will focus on the summary of the research.

38
Chapter 2: Literature Review
2.1 Introduction
In the present scenario, it can be analyzed that the millennials have brought in the huge
change in the dynamics of the workplace. The different millennials in the organizations tend to
have different kinds of demands and opinions related to the work environment and the other
aspects related to the work culture. The millennial generation is defined as the individuals who
have been born within the years 1982 to 2004 and these are the different individuals who are the
demographic cohort following Generation Y.
The main problem which has been described in the respective aspect is the issue related
to retention of the different millennials in the workplace. From the different surveys, it has been
analyzed that more than 91% of the millennials expect to stay in the job for less than three years
and historically the younger workers have lower tenure rates and they are willing to bounce more
from one job to the other in the market.
As commented by Ahammad et al. (2016), many of the millennials are unmarried and do
not have kids and it frees them up for trying the different things and live in the new kinds of
places as well. Moreover, the other challenge which is being faced by the organizations in
retaining the millennials in the workforce is relating to their job hop nature. They tend to job hop
more in comparison to the other employees who are the older in the organization as they prefer
the quicker career advancement in their career and gain more competitiveness.
Furthermore, as commented by Aruna and Anitha (2015), in the current complex business
environment, the different millennial in the workforce are technology savvy and it is easier for
them in instantly find the jobs and apply for the different new opportunities related to job as well.
In such scenario, it is affecting the business of the companies and it will be helpful for them to

38
hop into new jobs within a spur of time. As stated by Bode, Singh and Rogan (2015), the
different millennials are surrounded by the overbearing success stories of the different peers,
therefore such kinds of attitudes of the different millennials wants to start their lives in such
manner with the implementation of right tools which will be appropriate for their success in the
market. In the later sections, the different kinds of aspects are required to be analyzed that helps
in understanding the issues caused to the organizations relating to the retention of the employees
and the impact of the same on the workplace. With the implementation of the respective theories,
the issues can be identified and solved which will be a huge success for the company.
2.2 Employee retention
As commented by Campione (2015), it can be identified that millennials in the workplace
are the prominent topic in the present scenario. In the corporate culture of the business
environment, as commented by Cloutier et al. (2017), the retention of employees refers to the
overall ability of the different organizations to retain the employees. The employee retention can
be represented through creation of the environment which makes the employees feel that they are
the assets of the company and it will be beneficial for the overall success of the company in the
competitive business environment.
Furthermore, as commented by Ciarimboli et al. (2017), the proper creation of the honest
and open work environment is the other aspect which should be managed by the company which
will be providing the different opportunities to learn and grow which will open a room for
advancement in the organization as it will be proving to be one of the most successful
approaches to retain employees and improve their morale to achieve the competitive advantage
in the business.

38
In addition, Coffey et al. (2018) have stated that the retention of the employees is the
positive and motivated employees is essential for the success of the organization. The high
turnover of the employees increases the different expenses of the company and it creates a
negative impact on the morale of the organization. In such scenario, Crosgrove et al. (2016),
have opined that the retention of employees related practices will be appropriate for supporting
productivity of the company and it will be increasing the rate of profitability in the market. In
case of the millennials, it can be noticed that there is huge rate of turnover among them in
comparison to the older generations of workers. As opined by Crowley-Henry and Collins
(2017), it can be identified that the previous generations centred work on labour workforce and
they tried to make career path for employees that helped them in getting rewarded for the loyalty
programs within one organization.
Furthermore, as commented by Ford and Stunkard (2017), the main consideration is that
the different millennials are switching jobs at a high pace in the present scenario. The millennials
are switching jobs multiple times and in the year 2000, the American millennials surveyed that
the different employees belonging to the age group of 18-34 years of age have already changed
their job more than three times from the start of the career. As commented by Henstra and
McGOWAN (2016), the different companies are trying to increasingly reliant on the different
millennials as the generation continued in saturating the workforce appropriately. In such
scenario, Jones (2017), has stated that the different millennials who are having job with the
flexible hours is one of the most essential aspects.
The millennials prefer to work as per their own terms and conditions as they prefer to
come and leave the company when the workload is less. The respective kind of flexibility is the
main approach which is helpful in managing the different kinds of needs of millennials in an

38
appropriate manner. As commented by Meng, Reber and Rogers (2017), the different
organizations who do not provide the millennials with flexible shift timings are leading to
decrease in the overall productivity that affects the overall effectiveness of the companies
negatively. As stated by Nolan (2017), the companies need to provide the employees to flexible
working hours and not general working hours as it will be limiting the working ability of the
millennials and it will be decreasing the overall productivity negatively.
2.3 Factors affecting Employee Retention of Millennials in Workplace
As commented by Özçelik (2015), there are different factors which affects the retention
of the millennials in the workforce negatively and it affects the overall profitability of the
company negatively as well. The different factors which affects the retention of employees who
are millennials in the workplace includes the following factors such as:
Generation Gap
As commented by Simmons (2016), the generation gap is the first and foremost element
which affects the retention rate of the employees in the organizations. It is one of the serious
problems which have been observed within the young generation and the elder generation and it
affects their morale negatively. Moreover, as commented by Ford and Stunkard (2017), the
generational conflicts are nothing new in the organizations as the young millennials and the elder
generation have various kinds of opinions regarding an issue.
In such scenario, the major problem which is being seen in the workplace is
misunderstanding on how the generation communicates with one another and it affects the
morale of the employees in a negative manner as well. In addition, as commented by Stewart et
al. (2017), there can be differences in the adoption to the changes and the technical skills can be
the other major factor that can affect and create differences between millennials and the elder

38
workers present in the market. Most of the millennials or boomers in the workplace prefers that
the workplace will be considering the personal growth and gratification which is inclusive of
orientation of the team and rewards which includes financial and non-financial rewards that can
affect the overall mindset of the elder people working in the organizations.
Career Development
As commented by Sutanto and Kurniawan (2016), in the different organizations, the
millennials are not provided with career development opportunities at the initial stage and it
affects their morale in performing the different kinds of activities effectively. As opined by
Ukeni and Reynolds (2017), during the stage of exploration, there is no such inclusion of the
opportunities related to career development and it affects the morale of employees negatively. As
stated by Zaharee et al. (2018), there are many millennials who have short attention span when it
is related to job positions.
However, it is not present in the different workplaces in different organizations which is
affecting the motivation aspect among employees and it is not allowing them to stay in one
position for a long span of time. The career development plan is one of the major challenges due
to which the millennials leave jobs and when they do not see a career path for themselves in the
respective company, they tend to leave the company and try to find jobs elsewhere which will be
a strong aspect for the career development aspect.
In addition, there is no such kind of supportive business environment provided to
millennials and it affects their morale in performing the different activities negatively. As
commented by Zaharee et al. (2018), there is no inclusion of the supportive and cultivating
supportive environment which can be a huge problem for the company to retain good talent in
the organizations. Moreover, as commented by Ukeni and Reynolds (2017), the different

38
millennials are not treated in an equal manner like the elder employees who are working in the
organization for last few years. In the present scenario, as opined by Crowley-Henry and Collins
(2017), the millennials want more than a pay check as the main motive of the millennials is to
work for the organizations which are purpose oriented and it will be improving their morale in
managing the different activities in an accurate manner.
No Initiatives Taken by the Firm
According to Simmons (2017), the firms do not take any initiatives for the young
millennials working in the firm as it affects their morale in performing the activities. The
disparity between the reality and expectation is the major reason behind the unhappiness of the
millennials in the workplace which is affecting the productivity of the organization negatively as
well. The millennials are the special generation wherein they are already bombarded with the
own rejections along with the pressure from the peers as their success are the main reasons for
affecting the profitability of the company. As commented by Özçelik (2015), there is no
inclusion of transparency and feedback system available in the workplaces and it affects their
morale in performing the tasks effectively.
Furthermore, the flexible shift hours are not available in various workplaces and it is the
main reason that the employees do not feel like working in the organizations. The millennials
feel that they should be encouraged to opt for the flexible shift hours as it will be helpful in
making societal difference and it will be beneficial in engaging more millennial employees in the
organizations as well. In addition, the millennials work for the companies that’s all talk and no
walk and such organizations do not tend to change as per the different needs of the young
individuals who have been hired in the workplace (Nolan 2015).

38
From the above, it can be analyzed that these are the three major issues which are
affecting the morale of the employees in the workplace who are considered to be the millennials.
In the present work environment, these are the different issues which are affecting the overall
effectiveness of the business environment which causes employees to leave the job and opt for
the other jobs which will be providing them with more flexibility in the business.
2.4 Theories
As commented by Meng, Reber and Rogers (2017), there are different theories on the
retention of the employees in the organizations which will be enhancing the overall success and
productivity of the company appropriately. With the help of Zinger Model, the retention of the
employees is the science and art of engaging people in the authentic and recognition of the
different strategies, performance along with relationships with the customers which will be
helpful in sustaining and transforming the work connections in results. As per the respective
strategy, the most competent employees are being retained through adoption of the different
strategies which will be appropriate for achieving the results of the organization.
As commented by Jones (2017), the central key of the employee’s retention is the proper
connection as in few of the cases, the connection is synonymous to engagement of the employees
in the workplace. The retention of employees can be done through introducing flexibility in the
business environment which will be accurate for contribution towards the dynamics of the
business environment successfully. As per the respective model of the employee engagement, the
employees need to align themselves with the different needs and requirements of the company
which will be helpful in building esteem of the company and there should not be any kind of
disconnection between organization and the employees as well.

38
In case of the retention of the millennials in the workforce in the present scenario, it can
be identified that the proper usage of the Zinger Model can be done as it will be appropriate for
the creation of strong relationship between the millennials in the workforce and the organization.
The respective model comments that there should be introduction of flexibility in the business
environment as it will create a proper and effective business environment through work ranging
from learning and courses to develop the strengths, values and engagement of the employees. In
case of millennials, as commented by Jones (2017), the motivation is the essential component
which should be adopted by the companies as it will improve their morale and gain
competitiveness in the market. In the present and complex business environment, there are
different pressures on the organizations as the retention of employees is one of the toughest jobs
that is affecting the productivity of the organizations negatively.
In such scenario, as stated by Ford and Stunkard (2017), the Maslow’s Hierarchy theory
can be adopted by the companies which will be appropriate for the overall success of the firm.
The respective theory mainly emphasizes on the different needs of the employees which includes
flexibility in the working hours of the different employees as it will be beneficial for improving
their morale in performing the different tasks and it can be assisting them in improving the
scenario appropriately.
With the help of the respective theories, it can be identified that proper implementation of
motivation and flexibility are required to be adopted by the organizations in the present
competitive business environment that will be helpful for managing the different activities
appropriately and it will be helpful for gaining competitive advantage.

38
2.5. Conceptual framework
From the conceptual framework, it can be identified that these are the major factors
which affects the retention of the different employees in the present workplace environment
which is complex in nature and it affects the morale of employees. However, with the help of the
theories of employee retention such as Maslow’s Hierarchy Theory and Zinger’s Theory, it can
be identified that these are the major aspects which can be used in order to improve the overall
morale of the employees and gain competitive advantage.
Factors Affecting Employee
Retention among Millennials in
Workplace
No career Development
No Initiatives have been
taken by the organizations
Generation Gap

38

38
Chapter 3: Research Methodology
For carrying out the research on workplace millennials, the study is going to make use of
the explanatory research design method (Bernard 2017). The use of the explanatory research
design method is quite apt, given that this is meant for use in areas of research or study that have
not been undertaken before, and which involves prioritizing caveats for investigation and sets
operational definitions while providing a better researched model at the same given time. The
explanatory research design method will be used to generate novel findings on the subject of
workplace millennials in the country of Hong Kong, with priority areas of investigation being the
experience that millennials are seen to have at the workplace and the manner in which workplace
operations shape such experience for millennials in Hong Kong. The research study on
workplace millennials in Hong Kong will also include making use of deductive and inductive
approaches, using the lens of pragmatism. The deductive approach is one that aims at testing
existing theories while the inductive approach is more concerned with the generation of a new
theory in order to validate research findings. The lens of pragmatism gives the research that is
being undertaken a valid basis and rational perspective to be analyzed and understood from
(Brannen 2017).
When it comes to the matter of data collection, as many as fifty different respondents
are going to be interviewed in order to acquire answers to the research questions that have been
posed. While it is a survey that will be carried out for the purpose of generating most of the
information pertaining to the research questions, interviews, and in depth personal interviews at
that shall also be conducted for this particular research study (Creswell and Creswell 2016).
Three people will be interviewed for the research, all of whom are in the age group of twenty
two to thirty six years and who are occupied in prestigious job positions in the country of Hong

38
Kong. The interview questions will be kept concise ad precise so that the respondents are able to
clearly understand what it is that the question demands of them and give their answers
accordingly. Efforts will be made to keep the research questions as limited in number as possible
so as to enable respondents to answer them all without feeling too tired or uncomfortable at the
prospect of being interviewed. An effort will additionally be made to narrow down most of the
interview questions to workplace experiences, to gain an understanding about the perceptions of
respondents about the same, something that is vital for understanding the position of millennials
in the job market in Hong Kong (Bryman 2016).
The reliability test is going to be made use of in order to generate the findings of the
research questions. The reliability test that will be used for this purpose re the Cronbach’s Alpha,
which is one of the most well known, significant and trusted of quantitative research methods
today and which can always be counted on for providing precise and accurate results (McCusker
and Gunaydin 2015). The results of the Cronbach’s alpha are seldom approximate and are for
the most part accurate, depending on of course whether or not the right variables have been used.
In order to establish the legitimacy of the research findings and for the specific purpose of
validity, this research will make use of methods such as Bartlett’s test of sphericity and Kaiser
Meyer Olkin’s test for sampling adequacy. Both tests are devoid of complications and are likely
to generate the most accurate results for this particular research study. The findings that are
generated as a result of using the test of sphericity and the test for sampling adequacy are those
that will be well illustrated for the purpose of clarity through the use of diagrams and tables
(Brannen 2017).
The sampling for the research on workplace millennials in Hong Kong will be done in
two parts. For the survey part, it is a stratified random sample that shall be utilized while for

38
conducting the interview, it is a convenient sampling method that shall be made use of. The first
of the sampling methods is a probabilistic method of sampling while the second one is not
(Walliman 2017). The research will fall back on the use of a convention sample because of
paucity of time. Using a convenient sample is not ideal for a research that is as in depth and as
precise as the subject of workplace millennials in Hong Kong. However, due to the fact that there
is limited time and resources for the study, a convenient sample shall be relied upon to arrive at
answers to the research questions that are posed to the interviewees (Patten and Newhart 2017).
3.1 Ethical Considerations
There are a number of ethical considerations that are going to be made when carrying out
research on the subject of workplace millennials in Hong Kong. For one, there will be
falsification or fabrication of data. All the data that is used for the research study will be
validated and ratified and only the most genuine information acquired in the course of the
surveys and the interviews will be utilized in order to conclude the research findings.
Information that is gained from the interviews in particular will be treated in a subjective light,
given that the answers given by the interviewees may not be entirely true in nature. The
information generated through the answers given to the survey questions will be treated and
analyzed using an objective approach as the survey method is a form of quantitative research and
its findings can be fully relied upon.
Respondents for the surveys and for the interviews will be provided with adequate
background information on the subject of the research and why it is being undertaken. None of
the respondents for the survey or for the interview will be misled in any way whatsoever. They
will have full knowledge of why it is that they are being interviewed or being asked to take part
in a survey and what the answers that they provide are going to be used for. The purpose of the

38
research shall be made very clear to the interviewees and the survey respondents right from the
very beginning.
The questions that are asked as a part of the survey as well as the interview process will
be entirely ethical in nature. The research will also stress upon voluntary participation as far as
methodology is concerned. Respondents will not be compelled to take part in the surveys and the
interviews will also be open to voluntary participation. If any interview does not like the nature
of the questions that are being asked of him or her, and is not alright with the idea of taking part
in such a survey in the first place, then he or she will have the full freedom of opting out of the
interview process.
Prior consent shall be acquired from those who appear for the interview process. The
prospective interviews shall be approached with a request for carrying out these interviews at
least a week or two before the actual interviews take place. Based on the consent that is
provided, a date and time shall be fixed for each of the interviews and at a location that is
convenient for those who are being interviewed. If any of the interviewees are not comfortable
with the idea of being interviewed at their workplace then they shall be interviewed at public
places like a café or a bistro where they are likely to be more comfort. Where consent is
concerned, the interviewees will be requested to sign a consent form where they declare that they
are taking part in the interview process of their volition and that they are not being forced to give
answers to the questions that they are being asked.
Where the interviews are concerned, specific efforts shall be made to keep the questions
of the interviews as easy to answer as possible and as short as possible. This will be done to
ensure that the process of answering the questions in the interview comes across as and flexible
for the interviewee and that he or she does not get entirely intimated by the procedure.

38
Interviewees will also be provided with some time to come up with the answers to the questions
that are asked of them. If some of the interviews require more than ten minutes or even fifteen
minutes to come up with the answers to the questions being asked, they will be given this time to
ponder the questions and answer them as accurately as they are able to or are willing to. None of
the questions that are asked of the interviewees shall be out of context either.
Plagiarism or the duplication of academic content will be avoided all through the
research. Any information that is retrieved from scholarly sources and which are used in order to
ratify or explain the research findings will be cited adequately. In addition to in text citations and
foot notes, a complete list of references or a bibliography shall also be provided at the end of the
research study.

38
Chapter 4: Data Analysis and Findings
4.1 Qualitative Analysis
The qualitative data analysis tends to form an integral part of the qualitative research
procedure. It is important to ensure that the researcher is successfully able to undertake various
measures and initiatives in order to ensure that, they are successfully able to organize the data to
be collected in the right manner and in addition to this, they are also being able to process the
data which has been collected in the right manner. In the given section, the interview which was
undertaken from the different members as present will be analyzed adequately. In addition to
this, the response with respect to the overall retention of the employees in the workplace will be
undertaken.
Young millennials
The young millennials as present in the workplace can be expected to have different
needs and with respect to this, it can also be understood that these employees prefer to ensure
that all the initiatives which are taken by their human resource department are taken in
considerable alignment with the overall needs of the employees who are young (Crowley-Henry
and Collins 2017). The initiatives do matter and if the firm would be willing to operate on behalf
of the firm, then it would become considerably easier for them to undertake interest and
commitment from the work they undertake. In addition to this, they would also be required to
respect these individuals by providing them with an equal status at the workplace and seeing to it
that the employees feel the difference. As stated by one of the interviewees, `` I would like to
function in a flat organizational structure and in the line of this, it becomes easier to say that
all the employees as present in the workplace will be required to have their own space and

38
equal responsibility.``, whereas another employee said that,` I would prefer enjoying a
workplace environment which is supportive of the overall needs of the employees, which has
the capacity to support the different female employees as present in the workplace and in line
of this, also have a good communication link.`` Hence, in line of this, it could be understood
that the needs of the young millennials are required to be understood and considerate actions to
suit their needs need to be made.
Employee retention
The employee retention can be largely understood to be the overall tenure of the different
employees in a workplace. In line of this, it can be mentioned that, it can be considered to be the
overall motive of the firm to ensure that they are successfully able to deploy methods which will
go a long way in seeing to it that, the employees would like to remain in the form for a longer
time frame (Simmons 2016). The employee retention can be stated to be an indicator of the
overall signal of the overall satisfaction of the employees in the workplace. Hence, to ensure
long term success, a firm would be required to engage in the long term retention of the
employees so as to build a good image of the firm and to save the costs of the firm. The second
interviewee mentioned that, ` I believe that the primary reason why the overall retention of the
employees at the workplace can be stated to be comparatively very low is because, they often
face issues like generation gap in the workplace.``. On the other hand, another millennial
employed in a firm in Hong Kong mentioned that, ``In line of this, it also needs to be
understood that the members of the firm would be required to undertake certain initiatives to
understand the employees in a better manner, which they are clearly not willing to undertake.
`` Hence, it can be understood that there exist a variety of reasons why the retention of
employees who are millennials are difficult in the workplace.

38
Generation gap
The generation gap also tends to play a major role in the realm of the firm. This means
that, when there tends to exist a huge age difference between the different employees as present
in the firm, then in this case, it becomes considerable difficult for them to ensure that, they are
successfully able to gel with one another and in addition to this, they are able to achieve the
overall goals of the organization at large (Meng, Reber and Rogers 2017). Hence, the
generational gap between the different millennial employees and the general employees in the
firm needs to be normalized and efforts should be made to enable a two way conversation and
connection between the different employees as present. Moreover, the senior employees would
be required to communicate effectively with the junior employees and they should corporate
effectively. In response to the reason, why the generation gap tends to affect the employees at the
workplace, an interviewee mentioned that, `` Very often we as millennials feel that, we will not
be adjust with the different employees as present in the workplace and will not be able to
perform accordingly. `` Another employee also mentioned that, `` the generational gap has a
greater role to play within the realm of the firm because it tends to impact the overall
performance of the different employees as present in the workplace. Moreover it can also be
mentioned that, this happens as the senior employees are not willing to support the junior
employees at the workplace. `` Therefore, it can be witnessed that it is not easy to carry out the
overall operations without adequate employee support.
Career development
The career development can be stated to have a considerate impact on the overall
employment of the different millennials as present in the workplace (Meng, Reber and Rogers
2017). This means that, if the firm feels the need to, ensure that they are required to keep the

38
millennials in the workplace, then in such a case, they will be required to see to it that, they
provide adequate opportunities to the different millennials as employed in the workplace, which
would then provide them with an opportunity to work successfully and to see a future for
themselves in the firm. When asked about the career development, the interviewees mentioned
that, ``According to me, the ideal career development path which can be largely adopted by the
different employees can be stated to be as follows:
They need to engage the different employees as present in the workplace.
They will also be required to undertake steps which will enable them to work accordingly
without any burden. ``. Therefore, it can be understood that the firm needs to keep the focus of
the employees at its utmost importance.
4.1.2 Summary
From the quantitative analysis, it can be rightfully witnessed that, the factors like
generational gap, the overall career development as well as the factor relating to the overall
treatment of the employees in a firm has a major impact on the overall performance and retention
of the millennials in the workplace(Simmons 2016). In line of this, it can be mentioned, if the
firm wants to retain the employees, it would be required to fulfill the overall requisites of the
employees. These comprise of the issues related to the unequal treatment of the employees, the
overall generational gap and the lack of career development aspects. Hence, if the firm wants to
ensure that they have to retain the millennials, they have to undertake measures like providing
them with learning opportunities, engagement and equal status to attain the goals.

38
4.2 Quantitative Analysis
4.2.1 Reliability and validity test
Reliability of the collected data has been analyzed using the cronbach’s alpha test which
measures the internal consistency and scale reliability of the data set. The value of cronbach’s
alpha is acceptable at 0.7. In this research, the value of cronbach’s alpha in the research is 0.965,
which is greater than 0.7 so the internal consistency of the collected data is high. The item total
statistics table (table 3) shows the value of cronbach’s alpha when respective items are deleted
from the study. It can be seen that the value of alpha, when any of the items are deleted which
means that all the items effectively contribute to the reliability of the research.
The validity of the collected data has been analyzed using the Kaiser-Meyer-Olkin
Measure of Sampling Adequacy and Bartlett's Test of Sphericity. The Bartlett's Test of
Sphericity is used to check the relatedness of the collected data in the research. The value is
significant at a p value of less than 0.05 and in this research, the value is .000 which is highly
significant. This means that the data collected are highly related to each other. On the other hand,
the Kaiser-Meyer-Olkin Measure of Sampling Adequacy measures the proportional of variance
among the data collected where a value greater than 0.6 is acceptable. In this study, the value of
KMO is .914 which means that the variables have less proportion of variance and can be used for
factor analysis.
Reliability Statistics
Cronbach's Alpha N of Items
.965 5
Table 1
Source: (As created by author)
Item Statistics
Mean Std. Deviation N

38
growth opportunities 2.06 1.219 50
Work life balance 2.04 1.124 50
personal job fit 2.12 1.288 50
generation gap 1.96 1.160 50
lack of initiatives 2.06 1.316 50
Table 2
Source: (As created by author)
Item-Total Statistics
Scale Mean if
Item Deleted
Scale Variance if
Item Deleted
Corrected Item-
Total Correlation
Cronbach's
Alpha if Item
Deleted
growth opportunities 8.18 21.171 .904 .956
Work life balance 8.20 22.327 .867 .962
personal job fit 8.12 20.434 .919 .953
generation gap 8.28 21.798 .892 .958
lack of initiatives 8.18 20.151 .924 .953
Table 3
Source: (As created by author)
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .914
Bartlett's Test of Sphericity Approx. Chi-Square 289.442
df 10
Sig. .000
Table 4
Source: (As created by author)
4.2.2 Frequency tables and charts
Age
Frequency Percent Valid Percent Cumulative Percent
Valid 22-25 18 36.0 36.0 36.0
26-30 17 34.0 34.0 70.0
31-35 15 30.0 30.0 100.0

38
Total 50 100.0 100.0
Table 5
Source: (As created by author)
36%
34%
30%
22-25
26-30
31-35
Graph 1
Source: (As created by author)
The purpose of the question is to examine the age of the respondents in the research and
the findings of the research shows that 36% of the respondents belong to age group of 22-25,
34% belong to the age group of 26-30 and 30% belong to the age group of 31-35. This shows
that there is diversity among the respondents taking part in the survey.
Gender
Frequency Percent Valid Percent Cumulative Percent
Valid Male 26 52.0 52.0 52.0
Female 24 48.0 48.0 100.0
Total 50 100.0 100.0
Table 6
Source: (As created by author)

38
52%
48% Male
Female
Graph 2
Source: (As created by author)
The purpose of this questions to highlight the gender of the respondents taking part in the
study. The findings of the study shows that 52% are male and 48% are female respondents. This
shows that there are almost equal number of respondents from both the gender.
Tenure
Frequency Percent Valid Percent Cumulative Percent
Valid Under
1year
5 10.0 10.0 10.0
1-2
years
6 12.0 12.0 22.0
2-3
years
19 38.0 38.0 60.0
3-5
years
20 40.0 40.0 100.0
Total 50 100.0 100.0
Table 7
Source: (As created by author)

38
10%
12%
38%
40% Under 1year
1-2 years
2-3 years
3-5 years
Graph 3
Source: (As created by author)
This question examines the tenure of the respondents taking part in the survey. The
findings show that 40% of the respondents have been working in their respective organizations
for 3-5 years, 38% have been working for 2-3 years, 12% have been working between 1-2 years
and 10% have been working under 1 year. This shows that majority of the respondents have
atleast worked for more than 2 which is evident from the age group category.
growth opportunities
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
agree
20 40.0 40.0 40.0
Agree 18 36.0 36.0 76.0
Indifferent 5 10.0 10.0 86.0
Disagree 3 6.0 6.0 92.0
Strongly 4 8.0 8.0 100.0

38
disagree
Total 50 100.0 100.0
Table 8
Source: (As created by author)
40%
36%
10%
6%
8%
Strongly agree
Agree
Indifferent
Disgaree
Strongly disagree
Graph 4
Source: (As created by author)
The purpose of this questions is to examine whether growth opportunities has significant
impact on turnover intention or not. The result show that 40% of the respondents have strongly
agreed to the research question, 36% have agreed and 10% are indifferent. On the contrary, 6%
of the respondents have disagreed and 8% have strongly disagreed to the question.
Work life balance
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
agree
19 38.0 38.0 38.0
Agree 19 38.0 38.0 76.0
Indifferent 5 10.0 10.0 86.0
Disagree 5 10.0 10.0 96.0
Strongly 2 4.0 4.0 100.0

38
disagree
Total 50 100.0 100.0
Table 9
Source: (As created by author)
38%
38%
10%
10%
4%
Strongly agree
Agree
Indifferent
Disagree
Strongly disagree
Graph 5
Source: (As created by author)
The purpose of this questions is to examine whether work life balance has significant
impact on turnover intention or not. The result show that 38% of the respondents have strongly
agreed to the research question, 38% have agreed and 10% are indifferent. On the contrary, 10%
of the respondents have disagreed and 4% have strongly disagreed to the question.
personal job fit
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
agree
19 38.0 38.0 38.0
Agree 19 38.0 38.0 76.0
Indifferent 5 10.0 10.0 86.0
Disagree 1 2.0 2.0 88.0
Strongly
disagree
6 12.0 12.0 100.0

38
Total 50 100.0 100.0
Table 10
Source: (As created by author)
38%
38%
10%
2%
12%
Strongly agree
Agree
Indifferent
Disagree
Strongly disagree
Graph 6
Source: (As created by author)
The purpose of this questions is to examine whether personal job fit has significant
impact on turnover intention or not. The result show that 38% of the respondents have strongly
agreed to the research question, 38% have agreed and 10% are indifferent. On the contrary, 2%
of the respondents have disagreed and 12% have strongly disagreed to the question.
generation gap
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
agree
23 46.0 46.0 46.0
Agree 15 30.0 30.0 76.0
Indifferent 5 10.0 10.0 86.0
Disagree 5 10.0 10.0 96.0
Strongly
disagree
2 4.0 4.0 100.0

38
Total 50 100.0 100.0
Table 11
Source: (As created by author)
46%
30%
10%
10%
4%
Strongly agree
Agree
Indifferent
Disagree
Strongly disagree
Graph 7
Source: (As created by author)
The purpose of this questions is to examine whether generation gap has significant
impact on turnover intention or not. The result show that 46% of the respondents have strongly
agreed to the research question, 30% have agreed and 10% are indifferent. On the contrary, 10%
of the respondents have disagreed and 4% have strongly disagreed to the question.
lack of initiatives
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
agree
22 44.0 44.0 44.0
Agree 16 32.0 32.0 76.0
Indifferent 5 10.0 10.0 86.0
Disagree 1 2.0 2.0 88.0
Strongly
disagree
6 12.0 12.0 100.0

38
Total 50 100.0 100.0
Table 12
Source: (As created by author)
44%
32%
10%
2%
12%
Strongly agree
Agree
Indifferent
Disagree
Strongly disagree
Graph 8
Source: (As created by author)
The purpose of this questions is to examine whether lack of initiatives have significant
impact on turnover intention or not. The result show that 44% of the respondents have strongly
agreed to the research question, 32% have agreed and 10% are indifferent. On the contrary, 2%
of the respondents have disagreed and 12% have strongly disagreed to the question.
4.3 Descriptive statistics
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation Variance
Age 50 1 3 1.94 .818 .670
Gender 50 1 2 1.48 .505 .255
Tenure 50 1 4 3.08 .966 .932
growth opportunities 50 1 5 2.06 1.219 1.486

38
Work life balance 50 1 5 2.04 1.124 1.264
personal job fit 50 1 5 2.12 1.288 1.659
generation gap 50 1 5 1.96 1.160 1.345
lack of initiatives 50 1 5 2.06 1.316 1.731
Valid N (listwise) 50
Table 13
Source: (As created by author)
4.3.1 Correlation Matrix
Correlation matrix has been developed by using Pearson;s correlation at two tail. The
correlation between all the values is relatively high when it is close to 1 and the values are
significant at two tail. The value of all factors affecting the turnover intention of the millennials
show that the values range within 0.8 to 0.88 which shows that there is positive correlation
among the elements. Similarly, the values are significant at two tail which means that the
relationship is bidirectional in nature. This means that one factor will affect another factors
significantly which overall leads to the turnover of the millennials from the organizations.
Correlations
growth
opportunities
Work life
balance
personal job fit
growth opportunities Pearson Correlation 1 .802** .853**
Sig. (2-tailed) .000 .000
N 50 50 50
Work life balance Pearson Correlation .802** 1 .856**
Sig. (2-tailed) .000 .000
N 50 50 50
personal job fit Pearson Correlation .853** .856** 1
Sig. (2-tailed) .000 .000
N 50 50 50
generation gap Pearson Correlation .853** .800** .850**
Sig. (2-tailed) .000 .000 .000
N 50 50 50

38
lack of initiatives Pearson Correlation .888** .826** .887**
Sig. (2-tailed) .000 .000 .000
N 50 50 50
Table 14
Source: (As created by author)
Correlations
generation gap lack of initiatives
growth opportunities Pearson Correlation .853** .888**
Sig. (2-tailed) .000 .000
N 50 50
Work life balance Pearson Correlation .800** .826**
Sig. (2-tailed) .000 .000
N 50 50
personal job fit Pearson Correlation .850** .887**
Sig. (2-tailed) .000 .000
N 50 50
generation gap Pearson Correlation 1 .858**
Sig. (2-tailed) .000
N 50 50
lack of initiatives Pearson Correlation .858** 1
Sig. (2-tailed) .000
N 50 50
**. Correlation is significant at the 0.01 level (2-tailed).
Table 15
Source: (As created by author)
4.3.2 Cross tabulation
Gender * growth opportunities Crosstabulation
Count
growth opportunities Total
1 2 3 4 5
Gender 1 9 8 3 3 3 26
2 11 10 2 0 1 24

38
Total 20 18 5 3 4 50
Gender * Work life balance Crosstabulation
Count
Work life balance Total
1 2 3 4 5
Gender 1 8 9 3 5 1 26
2 11 10 2 0 1 24
Total 19 19 5 5 2 50
Gender * personal job fit Crosstabulation
Count
personal job fit Total
1 2 3 4 5
Gender 1 9 8 3 1 5 26
2 10 11 2 0 1 24
Total 19 19 5 1 6 50
Gender * generation gap Crosstabulation
Count
generation gap Total
1 2 3 4 5
Gender 1 11 6 3 4 2 26
2 12 9 2 1 0 24
Total 23 15 5 5 2 50
Gender * lack of initiatives Crosstabulation
Count
lack of initiatives Total
1 2 3 4 5
Gender 1 12 5 3 0 6 26
2 10 11 2 1 0 24
Total 22 16 5 1 6 50

38

38
Chapter 5: Conclusion
5.1 Conclusion and Key findings
This chapter has generated conclusion by linking the objective of the research to the
findings developed from the qualitative and the quantitative analysis. The human resource
management have found it considerably difficult to ensure that they are able to retain the
particular individuals in the workplace due to their creativity as well as efficiency. The diversity
in workforce and addressing the needs of the millennials has become one of the challenging
factors of managing workforce in modern organizational setting. This research as developed
findings based on the research question and they are as follows:
 The qualitative analysis shows that employees prefer working in organizations that have
low level of bureaucracy and the structure is flat. One of the respondent stated that “I
would like to function in a flat organizational structure and in the line of this, it becomes
easier to say that all the employees as present in the workplace will be required to have
their own space and equal responsibility”. This shows that millennials want to gain new
skill and ready to grow within organization. They are willing to use all the available
resources to explore their limitations and try out new job areas.
 Career development opportunities, growth opportunities, generational gap and
organizational reluctance are the few of the major factors affecting the turnover intention
of the millennials. The organizations are focused on monetary benefits as the solution to
retain highly skilled employees but there is big difference between the requirement of the
employees and the opportunities given by the organizations. The organizations are
reluctant to provide effective growth opportunities and one respondent stated that “in line
of this, it also needs to be understood that the members of the firm would be required to

38
undertake certain initiatives to understand the employees in a better manner, which they
are clearly not willing to undertake.” This shows that there is lack of initiatives from the
organizations and they are not doing enough to improve the working conditions for
millennials. Moreover, in emerging countries, there is a significant gap in understanding
the needs of the Y generation employees as companies are unable to address the diversity
in an effective way.
 The correlation matrix clearly showed that all the elements of turnover intentions are
closely linked with other. The correlation between all the values is relatively high when it
is close to 1 and the values are significant at two tail. The value of all factors affecting
the turnover intention of the millennials show that the values range within 0.8 to 0.88
which shows that there is positive correlation among the elements. Similarly, the values
are significant at two tail which means that the relationship is bidirectional in nature.
This means that one factor will affect another factors significantly which overall leads to
the turnover of the millennials from the organizations.
5.2 Recommendations
The research paper has provided the following recommendations based on the findings
and results:
 Organizations should make changes to their organizational structure and restructure the
hierarchy to reduce the level of bureaucracy. This would facilitate in developing effective
organizational processes by reducing the level of hierarchy.
 There is a need to change in the organizational culture where the organizational culture
should promote diversity and the millennials should be given opportunity to grow by
providing them with training and development opportunities. The organizations should

38
make sure that the millennials are facing regular challenges as they thrive to learn new
things. Therefore, the organization should focus on the personal growth of the employees.
5.3 Future Scope and Limitation
The research has used a sample size of 50 while conducting the survey which means that
margin of error is more than 10%. This means that there may be inaccuracy in the data and the
research has not proposed any theoretical frameworks which can be used to improve the
organizational culture and scope for millennial generation. The research has also used general
context and has not conducted any specific study. Therefore, in the future the research has the
opportunity of using higher sample sizes to develop better results. The research also has the
option using a broader questionnaire which results in the deeper analysis of the topic. Moreover,
the research can use specific organization and industry to make the results and findings more
specific to industry which helps in shedding light on a different dimension in the research.

38
References
Ahammad, M.F., Tarba, S.Y., Liu, Y. and Glaister, K.W., 2016. Knowledge transfer and cross-
border acquisition performance: The impact of cultural distance and employee
retention. International business review, 25(1), pp.66-75.
Aruna, M. and Anitha, J., 2015. Employee retention enablers: Generation Y employees. SCMS
Journal of Indian Management, 12(3), p.94.
Bernard, H.R., 2017. Research methods in anthropology: Qualitative and quantitative
approaches. Rowman & Littlefield
Bode, C., Singh, J. and Rogan, M., 2015. Corporate social initiatives and employee
retention. Organization Science, 26(6), pp.1702-1720.
Brannen, J., 2017. Mixing methods: Qualitative and quantitative research. Routledge.
Bryman, A., 2016. Social research methods. Oxford university press.
Campione, W.A., 2015. Corporate Offerings: Why Aren't Millennials Staying?. Journal of
Applied Business & Economics, 17(4).
Ciarimboli, G., Frericks, M., Riemenschneider, T. and O'Neill, M., 2017. Effects of Workplace
Environment on Recruitment and Retention.
Cloutier, O., Felusiak, L., Hill, C. and Pemberton-Jones, E.J., 2015. The Importance of
Developing Strategies for Employee Retention. Journal of Leadership, Accountability &
Ethics, 12(2).
Coffey, L., Compton, J., Elkins, D.M., Gilles, E.E., Herbert, S., Jenkins, J.L., Reese, M.E., Sun,
W., Strawser, M.G., Szczur, S. and Watkins, B., 2018. Recruitment, Retention, and Engagement
of a Millennial Workforce. Rowman & Littlefield.

38
Creswell, J.W. and Creswell, J.D., 2017. Research design: Qualitative, quantitative, and mixed
methods approaches. Sage publications.
Crosgrove, D.M., Ariss, S., Nigem, K. and Wedding, D.K., 2016. Workplace Drug Screening:
How to Prevent it from Driving Away Millennial Employees. Journal of Leadership,
Accountability & Ethics, 13(2).
Crowley-Henry, M. and Collins, M., 2017. 13. Millennial expatriates. Research Handbook of
Expatriates, p.261.
Ford, C. and Stunkard, K.A., 2017. Challenge of the Generations!: How Can We Attract and
Retain the Millennial Nurses?.
Henstra, D. and McGOWAN, R.A., 2016. Millennials and public service: An exploratory
analysis of graduate student career motivations and expectations. Public Administration
Quarterly, pp.490-516.
Jones, W., 2017. Examining the Impact of Leadership Practices on Millennial Retention in a
Multigenerational Workplace within a Traditional Hierarchical Organization(Doctoral
dissertation, North Carolina Agricultural and Technical State University).
McCusker, K. and Gunaydin, S., 2015. Research using qualitative, quantitative or mixed
methods and choice based on the research. Perfusion, 30(7), pp.537-542.
McNabb, D.E., 2015. Research methods for political science: Quantitative and qualitative
methods. Routledge
Meng, J., Reber, B.H. and Rogers, H., 2017. Managing millennial communication professionals:
Connecting generation attributes, leadership development, and employee engagement. Acta
Prosperitatis, 8, pp.68-83.
Nolan, L.S., 2015. The Roar of Millennials: Retaining Top Talent in the Workplace. Journal of
Leadership, Accountability & Ethics, 12(5).

38
Özçelik, G., 2015. Engagement and retention of the millennial generation in the workplace
through internal branding. International Journal of Business and Management, 10(3), p.99.
Patten, M.L. and Newhart, M., 2017. Understanding research methods: An overview of the
essentials. Routledge.
Simmons, A., 2016. Exploring Millennial Retention Strategies and Methods in the Workplace.
Stewart, J.S., Oliver, E.G., Cravens, K.S. and Oishi, S., 2017. Managing millennials: Embracing
generational differences. Business Horizons, 60(1), pp.45-54.
Sutanto, E.M. and Kurniawan, M., 2016. The impact of recruitment, employee retention and
labor relations to employee performance on batik industry in Solo City, Indonesia. International
Journal of Business and Society, 17(2).
Ukeni, I.G. and Reynolds, K., 2017. Mentoring and Retention of Millennials in United Kingdom:
Experiences and Perceptions.
Walliman, N., 2017. Research methods: The basics. Routledge.
Zaharee, M., Lipkie, T., Mehlman, S.K. and Neylon, S.K., 2018. Recruitment and Retention of
Early-Career Technical Talent: What Young Employees Want from Employers A study of the
workplace attributes that attract early-career workers suggests that Millennials may not be so
different from earlier generations. Research-Technology Management, 61(5), pp.51-61.

38
Appendix
The interview notes
Respondent 1 Mr. Stan James
24 year old, Student
As an employee, describe your ideal
workplace?
`As an employee I believe that an appropriate
workplace environment for me will be such
where there takes place no discrimination. I
would like to function in a flat organizational
structure and in the line of this, it becomes
easier to say that all the employees as present
in the workplace will be required to have their
own space and equal responsibility.`
` In addition to this, I would also prefer that
there is only one organizational head and all
the employees respond to him directly. In line
of this, the firm would be able to undertake
considerable measures and be able to assist
the employees in finding long term success in
the workplace easily. `
Why do you think that the retention of the
employees who are millennials at the
workplace is considerably lower
I believe that the reason why the different
employees often tend to leave the workplace
is because, they are not being able to find the
adequate work conditions. In line of this, it
also becomes crucial for the organization to
come up with adequate plans which will go a
long way in ensuring that, the millennials
trust in the overall culture of the workplace
and are able to associate themselves with it.
What according to you can be the initiatives
taken by the firm to attract the millennials?
I believe that firstly, the organization needs to
provide the different millennials with
adequate trust and responsibility. Very often it
is observed that the employers are not being
able to provide the different employees who
are millennials with that trust and status
which then causes them to get detached to the
workplace. In addition to this, they can also
see to it that, they are being able to let them
foster creativity.
Why do you think that the generation gap has
a greater role to play in an organization?
The generational gaps which exist in an
organization can be understood to have a
great role to play in the overall development

38
of the different employees as present in the
workplace. Very often we as millennials feel
that, we will not be adjust with the different
employees as present in the workplace and
will not be able to perform accordingly.
Hence, when the seniors are not encouraging
in nature, the employees often face a
generational gap which has the power to
impact the overall performance of the
members at the workplace.
What is the ideal career development path
which can be adopted by the firm in the long
run?
According to me, the ideal career
development path which can be largely
adopted by the different employees can be
stated to be as follows:
They need to engage the different employees
as present in the workplace.
They will also be required to undertake steps
which will enable them to work accordingly
without any burden.
In line of this, the different employees should
also be allowed to act in a manner such that
they will be able to function independently.
Respondent 2 Ms. Jane Smiths
23 year old, Employee at a local firm in Hong
Kong.
As an employee, describe your ideal
workplace?
As an employee, I would prefer enjoying a
workplace environment which is supportive
of the overall needs of the employees, which
has the capacity to support the different
female employees as present in the workplace
and in line of this, also have a good
communication link. When a firm will be able
to provide these particular facilities to the
different employees as present, then in line of
this, they will successfully be able to ensure
that, they are making them stay within the
realm of the firm for a longer time frame.
Why do you think that the retention of the I believe that the primary reason why the

38
employees who are millennials at the
workplace is considerably lower
overall retention of the employees at the
workplace can be stated to be comparatively
very low is because, they often face issues
like generation gap in the workplace. Having
said this, it becomes considerably important
to mention that, when the employees are not
provided with adequate facilities and when
they are unable to reach their overall
objectives, then in such a case, it becomes
quite difficult for them to continue at the
workplace.
Moreover, for being comparatively younger
than the other employees present, the different
members of the firm would be required to
ensure that, they are given equal respect.
What according to you can be the initiatives
taken by the firm to attract the millennials?
I am under the belief that any millennial
employed in any sector or any workplace
needs to be provided with two things most
importantly. These things can be stated to be
the things like respect and the freedom. The
modern millennial requires adequate respect
in the workplace and in addition to this, they
will also be requiring the creativity freedom
which will then assist them in ensuring that
they are successfully being able to perform
their overall duties.
Once the millennials are provided with these
two components, then the organization would
be required to ensure that they are able to
attain some level of equality in the workplace
and hence, their overall goals will be
achieved.
Other than this, initiatives like higher pay,
quick promotions as well as managerial
positions, can also bring about the required
change.
Why do you think that the generation gap has
a greater role to play in an organization?
I believe that the major reason why the
employees are not being able to retent
themselves in the workplace, can be largely
contributed to the fact that, there exists a
considerable generational gap between the
senior management and the junior
management who is present at the workplace.
As the management is generally very senior to
the junior employees as present in the firm,
they are often not willing to provide an equal

38
managerial position to the junior employees
and are not willing to undertake their views as
well. In line of this, it also becomes crucial
for the firm to ensure that, they need to treat
their employees well.
What is the ideal career development path
which can be adopted by the firm in the long
run?
The ideal career development path which can
be adopted by the firm for its employees can
be stated to be the fact that they should
enable the following:
Treating the employees with adequate
equality
Providing them with health and support
throughout
Ensuring that the employees undergo various
training and related initiatives which will help
them to attain success in the long run.
Respondent 3 Mr. Dem Lee
26 year old, Employee at a local firm in Hong
Kong.
As an employee, describe your ideal
workplace?
As an employee I would always like to work
in an environment which provides me with
adequate opportunities to perform in a better
manner. In addition to this, I would also
require trust and personal space in the firm
with respect to this, it would become rather
convenient for me if my workplace gave me
free meals or better opportunities to undertake
certain outings and other activities. This is
being mentioned because, these initiatives
will assist me to gain considerable trust in the
workplace and will allow me to perform
better.
Why do you think that the retention of the
employees who are millennials at the
workplace is considerably lower
I believe that employee retention can be
considered to be long term problem in the
workplace because, the millennials are not
respected in the workplace. Moreover, they
are not promoted as well because they are
considered to be very young as compared to
the other employees as present in the
workplace. In line of this, it also needs to be
understood that the members of the firm

38
would be required to undertake certain
initiatives to understand the employees in a
better manner, which they are clearly not
willing to undertake.
What according to you can be the initiatives
taken by the firm to attract the millennials?
The different initiatives which can be taken
by the firm to attract the millennials can be
stated to be the different initiatives like
providing with equal opportunities, providing
them with equal importance, giving them
financial initiatives, giving them adequate
long term support.
Why do you think that the generation gap has
a greater role to play in an organization?
The generational gap has a greater role to play
within the realm of the firm because it tends
to impact the overall performance of the
different employees as present in the
workplace. Moreover it can also be mentioned
that, this happens as the senior employees are
not willing to support the junior employees at
the workplace.
What is the ideal career development path
which can be adopted by the firm in the long
run?
The ideal career development path which can
be adopted by the firm in the long run for the
millennials is:
Training and development
Future support
Assistance and education
Survey
1. Age?
a) 22-25 b) 26-30 c) 31-35
2. Gender?
a) Male
b) Female
3. Tenure?
a) Under 1year
b) 1-2 years

38
c) 2-3 years
d) 3-5 years
Question on factors affecting employee retention
4. How far do you agree that millennials leave organizations due to lack of growth
opportunities?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
5. How far do you agree that millennials leave organizations due to lack of work life
balance?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
6. How far do you agree that millennials leave organizations due to lack of personal job fit?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
7. How far do you agree that millennials leave organizations due to generation gap and
unsuitability with organizational culture?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
8. How far do you agree that millennials leave organizations due to lack of initiatives from
the organizations?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree