1. Ronak Moradi
This presentation is provided as an assignment for the Course
“Capstone Seminar in Public administration”.
The University of Akron
Department of Public Administration and Urban Studies
Spring 2016

2. Significance of the Study
 The number of members of the Millennial generation suggests that these
individuals are making their way into the workplace in large numbers (Council
of Economic Advisers, 2014; National Chamber Foundation, 2012; Winograd &
Hais, 2014).
 Toossi (2013) projected that the size of the workforce will reach 163.5
million by 2022. While in 2000 Baby Boomers had the highest participation
rates of 80% in the workplace, by 2022 they will have shifted to rates below
40% which “will exert heavy pressure on the overall participation rate”
(Toossi, 2013, p. 12).
 During the first quarter of 2015, according to Fry (2015), the total Millennials
in the workforce was 53.5 million, which surpassed the participation of Baby
Boomers (p. 1).

3. Studying The Subject:
Motivation
 Problem definition
 Literature review
 Data Analysis
 Conclusion: interpret all of the possible outcomes
Moving from Theory to Practice

4.  Characteristics of Four Generations
 Social-Service Orientations of Millennials
 Work Preferences of Millennials
 Organizational culture of Millennials
 Work Motivation
Strategic Thinking about the
subject's content

5.  Four generations: Pre-Boomers, Boomers, Gen-Xers and
Millennials in the workplace
 The U.S. Department of Labor (2009) has estimated that the
share of the Millennial generation in the workforce will
increase by 75% between 2010 and 2020 (Ertas, 2015).
 Civically involved, socially conscious, and interested in
helping others and solving the problems of the world.

6.  Greenberg and Weber (2008): “Generation We,”
 The members of this group “believe in the value of
political engagement and are convinced that
government can be a powerful force for good”
(Greenberg & Weber , 2008, p. 17)
 Millennials value “meaningful work” the most, as
opposed to “freedom” (associated with Gen Xers), or
“money, title and recognition” (associated with
Boomers).
 Comparing Millennials with the young generations of the
past demonstrated that the “importance of having a job
worthwhile to society” and the “importance of hard
work” were both declining over the years. (Ertas, 2015,
p. 405)

7. Tolbize, A. (2008). Generational differences in the workplace. Research and training center of community living, 19, P 12.
Elements on which members of each generation are mostly similar

8. Theoretical Foundation
Content Theories
Maslow: Needs Hierarchy
McGregor: Theory X and Theory Y
Herzberg: Two - Factor Theory
McClelland: Need for Achievement, Power, and Affiliation
Adams: Equity Theory
Process Theories
Vroom: Expectancy Theory
Skinner: Operant Conditioning Theory and Behavior
Modification
Bandura: Social Learning Theory
Locke: Goal - Setting Theory
Exhibit 10.1 (Rainey, 2009, p. 275)

9. Measuring and Assessing
Motivation
 Job Motivation Scale (Patchen, Pelz, and Allen, 1965)
 Work Motivation Scale (Wright, 2004)
 Intrinsic Motivation Scale (Lawler and Hall, 1970)
 Reward Expectancies (Rainey, 1983)
 Peer Evaluations of an Individual’s Work Motivation (Guion
and Landy, 1972; Landy and Guion, 1970)

10. Herzberg: Two - Factor Theory
 Herzberg’s two-factor theory: A motivational theory that addresses
the question “what do people want at work?” by examining the
attitudes of workers and their job satisfaction and dissatisfaction
(Herzberg, Mausner, & Snyderman, 1959).
 Motivation: “A range or
psychological process
that guides an
individual toward a goal
and causes that person
to keep pursuing that
goal” (Sandri & Bowen, 2011,
p. 45).
 Hygiene: Factors extrinsic
to work, such as flexible
working arrangements,
physical workplace, onsite
gym. Millennials, Gen Y, or
Generation Y: Those born
between the years of 1980
and 2000 (Council of Economic
Advisors, 2014).

11. Motivation Practice and Techniques
 Motivation - Related Variables in Public Organizations
 Role Ambiguity, Role Conflict, and Organizational Goal Clarity
 Work Satisfaction
 Organizational Commitment and Job Involvement
Self-Ascribed Characteristics of Millennials Mallory,
Lisa Maria. "Factors That Motivate Millennial Public Servants in the Workplace." (2015). Page 74

12. Herzberg’s classic profile of factors in an organization
Lisa Maria. "Factors That Motivate Millennial Public Servants in the Workplace." (2015). Page 105
Millennial's are motivated to make just “enough money” so that they can
“enjoy the lifestyle that they seek”. “They do not see loyalty to employers as
a wise strategy”, and they are likely to stay with their employer as long as the
“work is interesting, is educational, and serves their needs”. “They have
loyalty to people, rather than to employers” (Berman, West, & Wart, 2015, p.
185).

13. Recommendations
 Improving policy for diversity
 ensure that all workers feel that they are understood and that
their preferences and contributions matter
 urged leaders to “suspend” any bias they may have towards
Millennials to become effective managers
 Transformational leaders with an interest in understanding the
needs of their workers as individuals are key to gaining the trust
and support of Millennial workers (Thompson & Gregory, 2012, p.
243).
 Increasing accountability and taking away barriers or impediments
to excel and do more are important strategies to engage Millennial
workers.
 providing acknowledgment (even via e-mail) is important to these
public servants

14. References
 Berman, E., West, J., & Wart, M. V. (2015). Human resource management in public service: Paradoxes, processes, and problems.
Sage Publications.
 Ertas, N. (2015). Turnover intentions and work motivations of millennial employees in federal service. Public Personnel
Management.
 Greenberg, E., & Weber , K. (2008). Generation we: How millennial youth are taking over America and changing our world forever.
Pachatusan.
 Mann, J. (2006). Generations in the workplace. The bulletin, 74(1).
 Rothe, P., & Rasila, H. (2012). A problem is a problem is a benefit? Generation Y perceptions of open-plan offices. Property
Management, 30(4), 362-375.
 Sumer, A. (2015). Short Communication Millennial Motivations and the Impact on the Organizational Culture Arlouwe Sumer and
Toni DiDona Carlos Albizu University. Nova Explore Publications.
 Rainey, H. G. (2009). Understanding and managing public organizations. New York: John Wiley & Sons.
 Maciag, M. (2015). Where Police Don't Mirror Communities and Why It Matters. Retrieved from Governing:
http://www.governing.com/topics/public-justice-safety/gov-police-department-diversity.html
 Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work. New York, NY: John Wiley & Sons.
 Council on Economic Advisers. (2014). 15 Economic facts about Millennials. October, 1-49.
 Sandri, G. & Bowen, C. (2011). Meeting employee requirements: Maslow’s hierarchy of needs is still a reliable guide to motivating
staff. Industrial Engineer, 43(10), 43- 48.
 Tolbize, A. (2008). Generational differences in the workplace. Research and training center of community living, 19, 1-13.
 Thompson, C., & Gregory, J.B. (2012). Managing Mille n nials: A framework for improving attraction, motivation, and retention.
The Psychologist - Manager Journal, 15(4), 237 - 246.