Impact of Millennials on Changing Workplace Culture: Research

This research proposal investigates the significant influence of Millennials on contemporary workplace culture. It begins by outlining the research questions, which explore the cultural changes brought about by Millennials and the associated challenges and advantages. A comprehensive literature review is conducted, examining the performance of Millennials, theoretical perspectives on their impact on organizational culture, and the specific cultural changes they have introduced, including flexibility, technology integration, and work-life balance. The proposal outlines a positivism research philosophy, employing a deductive approach and a descriptive research design. Data will be collected through quantitative surveys distributed to employees in the UK, utilizing close-ended questions and Likert scales, and analyzed using quantitative data analysis techniques. The proposal also addresses research ethics and provides a timeline for completion.

Running head: RESEARCH PROPOSAL
Research Proposal
Topic: Influence of Millennials in changing workplace culture
Student’s name:
Name of the university:
Author’s note:

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Table of Contents
1. Research title:..............................................................................................................................2
2. Research Questions......................................................................................................................2
3. Literature Review........................................................................................................................2
3.1 Performance of Millennials at the workplace........................................................................2
3.2 Theoretical perspectives of Millennials and organisational culture......................................3
3.3 Cultural changes brought by millennials at the workplace....................................................4
3.4 Benefits and challenges are given by millennials at the workplace......................................5
4. Research methodology.................................................................................................................6
4.1 Methodology..........................................................................................................................6
4.2 Data collection methods........................................................................................................8
4.3 Sampling technique...............................................................................................................8
5. Research ethics..........................................................................................................................10
6. Timeline.....................................................................................................................................10
Reference List................................................................................................................................12

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1. Research title:
Influence of Millennials in changing workplace culture
2. Research Questions
1. What are the cultural changes brought by Millennials in the workplace?
2. What are the challenges and advantages brought by Millennials in the workplace?
3. Literature Review
3.1 Performance of Millennials at the workplace
Baby boomers and Gen X are the largest generations that have been working in the
workplace. Gen X can identify the organisational memory and strengths, they love to work on
long hours and believe in optimism (Chou, 2012). As found out in his article by Chou (2012),
leader-member relationship, organizations and managers lead to improvement of leadership
effectiveness by matching right leadership style to Millennials’ followership style. In the
workplace, Millennials are dependent the internet and their communication channels are based
on it. In performance wise, Millennials do not believe in performance appraisal, however, they
like to get recognition. Pinzaru (2016), supported this by giving the statistical figure of
workforce on 2014 when 34% was millennials and 66% was older generation and this figure may
touch 47% would be millennials and 53% would be older generation. Millennials believe in
regular and effective communication and they want quality and frequent feedback with rating
from the management. On the contrary, Stewart et al., (2017), pointed out that millennials have
an egocentric conflict with the older generations as they think older generations do not want to

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assimilate with them. By doing the interviews of millennials, Dimitriou & Blum (2015), stated
that in the workplace, millennials are socially minded and they are creative. Their performance
depends on team-oriented culture, mentoring and create a collegial environment. Chou (2012),
opined that older generations believe in office working and they are not family-centric. The
authors also argued that millennials love to work in a flexible schedule and this cannot be seen as
a narcissistic point of view. It could be stated that this is a gap in literature that gives room for
further research as millennials do not want to work in an organisation for a long time as they like
to hop different jobs after a certain period of time. Employers in this respect can link a between
friendly approach and supervisor role to motivate Millennials.
3.2 Theoretical perspectives of Millennials and organisational culture
Generation theory describes that the era in which an individual was born affects how they
see the world. Generations in the developed countries' workplace can divided into four
categories. The Millennials are the group of population in the current society who were young
adults or at an comprehendible age at the turn of 21st century. Felix (2013), defined the
millennials as millennials are the persons who were born after the 1980s and they are also called
Gen Y. This generation is marked by the increasing use of media, communication and digital
technologies. Gen Y has a liberal approach and they try to make a connection to other
generations as well. A large organisation can have different minded workers who belong from
different generations. On the other side, as stated by (Stewart et al., 2017), older generations
want to have instructions for the works, whereas, millennials want to have a guide for their work.
Tension is resulted from generational differences that exist because of contrasting values
(Kowske, Rasch & Wiley, 2010).

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Organisations cannot adopt a culture in a single day. However, it needs to form with the
course of time as the employee continues to work and gradually acculture themselves with the
organizational changes. The organisation needs to adapt to the external environment in order to
solve the organizational problems (Kultalahti & Liisa Viitala, 2014). Edgar Schein
conceptualised a theory of organisational culture and it has three levels in a firm. The first level
is about artefacts and it is the characteristics of the organisation that can be easily seen, felt and
heard. This level is associated with the employees’ dress, behaviour and facilities. Values of the
employees must constitute organisational culture. The values of the staffs can play an important
role to form the organisational culture as the attitude of the employees has a deep impact on the
culture of the organisation. Core values of Millennials are collaboration, social activism,
diversity and tolerance (Paulin et al., 2014). Lastly, assumed values of the employees cannot be
measured. Employees must have certain facts that stay hidden as the inner perspective of the
employees under the level of organisational culture (Luthans, Luthans & Luthans, 2015). As
defined by Smith & Nichols (2015), organisational culture contributes to the psychological and
social environment of the organisations that represent the collective value, principles and beliefs.
3.3 Cultural changes brought by millennials at the workplace
Older generations have preferences to stay in a single organisation throughout their life as
they believed in job security, whereas, millennials believe in the changing of the jobs after a
certain period. This change gets the fuel from the confidence level of millennials. As discussed
by through surveys Pomarici & Vecchio (2014), in workplace, millennials are trying to maintain
two things simultaneously, technology is influencing culture and culture is influencing the
technology. Millennials expect the close relationship with the supervisors and they change the
workplaces after sometimes. Millennials try to maintain a good balance in personal and

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professional life. On the contrary, older generations provide value for recognition of hard work
and they focus more on work. Baby boomers show apprehensiveness to diversity and they tend
to defend the status quo. Pomarici & Vecchio (2014), stated in this article also discussed that
older generation values workplace rules, procedures and policies whereas; millennials want
flexibility in working process.
As opined by Papavasileiou & Lyons (2015), Millennials look for versatility and
flexibility in workplace culture. The authors examined the positive characteristics in
organisations and explored the importance of job for millennials. Work-life-balance is one of the
most important changes in the workplace and Gen Y loves to work from home instead of coming
home. Gig economy is the new concept for the millennials. Millennials crave for recognition in
the workplace as 85% of the millennials in the USA want recognition for their good works
(Pwc.com, 2018). Millennials bring the social networking, Smartphone culture in the workplace.
It could be stated that this is a gap in literature that gives room for further research as millennials
want career growth if they want to be in the workplace and they want salary boost as well
(Winter & Jackson, 2016). Most importantly, older generations tend to work in long working
hours, millennials know how to make a balance between personal and professional life whereas
older generations value money with lucrative retirement plan.
3.4 Benefits and challenges are given by millennials at the workplace
Millennials want stability in life in the earlier period; employers have to pay less as
millennials are cost effective. Millennials are genuine in their work and they want to be efficient
in their style of working. In the article, as stated by Thompson & Gregory (2012), millennials
face an issue when they have to use the mind numbing software within the organisation and they
face an issue when someone incapable within the organisation manages them. On the other side,

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the authors also mentioned that older generations sometimes get apprehensive to the diversity
and they tend to defend the status quo. Unlike the millennials, older generations believe in
continual professional development in productivity and career development. Winter & Jackson
(2016) stated that millennials are new generation and they can think out of the box as they are
creative. As an individual, millennial is super educated as they spend significant time to study.
On the other side, as discussed in the article by Watts et al., (2016), handling Millennials can be
a challenge for the employers as they leave the organisation after sometimes as they always
strive to have a career opportunity. Smith & Nichols (2015), supported the authors by saying that
millennials are ego-centric sometimes as they cannot make a solid bond with the baby boomers
and Gen X. It can be stated that this is a gap in literature that gives room for further research
within the organisation, it can have theoretical knowledge as well practical knowledge of
studying. When working within a team, millennials can collaborate well and they are tenacious.
These people are optimistic and they can work with technologies.
4. Research methodology
4.1 Methodology
Research philosophy
Research philosophy is a concept about the way in which data is collected, used and
analysed. Research philosophy can be differentiated into three different types, positivism,
realism and interpretivism (Taylor, Bogdan & DeVault, 2015).
In this research project, Positivism Philosophy will be selected. As stated by Mackey
& Gass (2015), positivism assumes that reality is external and knowledge is based on
observation. Positivism philosophy deals with the factual knowledge and data collection

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process is facilitated towards research questions on millennials and organisational culture.
Positivism philosophy also helps to collect the data through scientific way and it depends on
the quantifiable operation.
Research approach
The research approach is the process of data is collected and analysed. There are mainly
two types of research approach, deductive approach and inductive approach.
The researcher will use deductive research approach in this research project. Deductive
approach is helpful in tasting the theories and generating the hypothesis (Lewis, 2015). There are
large numbers of literature are already presented on Millennials in the workplace; deductive
approach helps to observe and confirm or reject these. The deductive approach starts with theory
and the researcher leads to the findings and observation.
Research design
The research design is the process of data collection plan and it helps to collect the data
in a systematic way. There are mainly three types of research design, exploratory, explanatory
and descriptive.
The researcher will take descriptive research design method. Descriptive research design
will help the researcher to depict the participants of the research in an accurate way. The
researcher will collect the data in an observational way to view and record the participants'
opinion.

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4.2 Data collection methods
The research method will be quantitative research where the data will be collected from
primary data sources. Primary data are raw data that are collected from first-hand sources. In
addition, the researcher will conduct a survey in order to collect the data. The researcher will
collect the data through survey from the employees of the selected organisation in the UK.
Survey research will be more appropriate to the widespread use of a quantitative survey. Survey
research is cost effective and it is flexible as one can do this through online, email and social
media. The survey is easier than the interviews. The researcher will collect the e-mail ids of the
participants and will ask their permission. The researcher will distribute the survey questionnaire
to the participants through the e-mails and ask them to revert within 15 days. E-mail survey
research will help to collect data from broader population and it will be a convenient way.
Research instrument and Data analysis
The researcher will prepare 15 close-ended questions using Google form in order to
collect the data. The researcher will make 5 demographic questions of the employees and 10
subjective questions. The questions will have options and some of the questions will be on the
Likert scale. The link to Google form will be sent through e-mails to the participants.
The data will be analysed through quantitative data analysis method. Quantitative data
deal with numerical data. The researcher will present the findings of the research using Excel bar
graph, pie-charts and tables.
4.3 Sampling technique
The researcher will collect the responses from UK based company. The sample
population of the research project will be employees of an organisation from 5 chosen

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departments; (Human Resource, Finance, Marketing, IT and Operations). The sample size of the
research project will be 150. The researcher will take email ids from the employees. The
researcher will send the Google form questionnaire through the e-mail. The sampling frame will
be Google forms and e-mails. The researcher will take help of Simple Random sampling in order
to select the respondents. In simple random sampling, each member of the population has an
equal chance of being selected as the subject (Edson, Henning & Sankaran, 2016). Simple
random sampling will be helpful as it provides a fair way of selecting the participants from the
five departments of that organisation and it provides equal opportunity to every member of being
selected.
Sample
population
Sample size Sampling
technique
Sampling frame
Employees of the
chosen 5
departments,
Human
Resource,
Finance,
Marketing, IT
and Operations
150 Simple random
sampling
technique
Google form and
e-mail
Table 1: Sampling technique
(Source: Created by the researcher)

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5. Research ethics
The research ethics address the moral principles and application. This research deals with
the human participants and the researcher will take permission from the management of the
organisation in order to collect the data for the survey. The researcher will follow all the ethical
norms. The researcher will take voluntary participation and the researcher takes the informed
consent of the participants. Consent will be maintained throughout and it means that participants
can withdraw from the research at any time. It will ensure that the researcher will not harm
anyone’s career as the confidentiality will be maintained. The researcher will follow Data
Protection Act 1998 UK. This act ensures that personal information can be used for research
purposes and the names of the respondents cannot be revealed as the researcher needs to
maintain confidentially (Townend, 2017). In addition, no transaction of money will be done. The
researcher will collect the data only for the research purpose. Once the research process will be
done, the researcher will destroy all the data.
6. Timeline
The research process will be finished within 12 weeks (3 months).
Activities Week 1 Week 3 Week 5 Week 7 Week 9 Week
11
Week
12
Selection of
research topic
✓
Conducting
literature review
✓
Selection of ✓

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research design
and methods
Collection of
primary data
through survey
and interview
✓
Data findings and
analysis
✓
Conclusion and
recommendations
✓
Final submission ✓
Table 2: Gantt chart of proposed Research timeline
(Source: Created by the researcher)

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Reference List
Chou, S. Y. (2012). Millennials in the workplace: A conceptual analysis of millennials’
leadership and followership styles. International Journal of Human Resource
Studies, 2(2), 71-83.
Deal, J.J., Altman, D.G. and Rogelberg, S.G., 2014. Millennials at work: What we know and
what we need to do (if anything). Journal of Business and Psychology, 25(2), 191-199.
DeVaney, S. A. (2015). Understanding the millennial generation. Journal of Financial Service
Professionals, 69(6), 11-14.
Dimitriou, C.K. & Blum, S.C., (2015). An exploratory study of Greek Millennials in the hotel
industry: How do they compare to other generations?. International Journal of Global
Business, 8(1), 34-56
Edson, M. C., Henning, P. B., & Sankaran, S. (Eds.). (2016). A guide to systems research:
Philosophy, processes and practice (Vol. 10). Berlin: Springer.
Felix, D. (2013). The composition of a Successful Management Team: How Much and What
Kind of Experience Makes a Difference? The Journal of Private Equity, Vol.1 (1), 33-36.
Kowske, B.J., Rasch, R. & Wiley, J., (2010). Millennials’(lack of) attitude problem: An
empirical examination of generational effects on work attitudes. Journal of Business and
Psychology, 25(2), 265-279.

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Kultalahti, S. & Liisa Viitala, R., (2014). Sufficient challenges and a weekend ahead–Generation
Y describing motivation at work. Journal of Organizational Change Management, 27(4),
569-582.
Lewis, S. (2015). Qualitative inquiry and research design: Choosing among five
approaches. Health promotion practice, 16(4), 473-475.
Luthans, F., Luthans, B. C., & Luthans, K. W. (2015). Organizational Behavior: An
evidencebased approach. IAP.
Mackey, A., & Gass, S. M. (2015). Second language research: Methodology and design.
Abingdon: Routledge.
Papavasileiou, E.F. & Lyons, S.T., (2015). A comparative analysis of the work values of
Greece's ‘Millennial’generation. The International Journal of Human Resource
Management, 26(17), 2166-2186.
Paulin, M., J. Ferguson, R., Jost, N. & Fallu, J.M., (2014). Motivating Millennials to engage in
charitable causes through social media. Journal of Service Management, 25(3), 334-348.
Payton, F. C. (2015). Workplace design: The Millennials are not coming—They're here. Design
Management Review, 26(1), 54-63.
Pînzaru, F. (2016). Millennials at work. Management Dynamics in the Knowledge Economy,
4(2), 173-192.
Pomarici, E. & Vecchio, R., (2014). Millennial generation attitudes to sustainable wine: an
exploratory study on Italian consumers. Journal of Cleaner Production, 66, 537-545.