Rewrite the Prospectus

1

Prospectus

Exploring Human Resource Management Strategies to Retain Millennials

Latashia Reid

Doctor of Management

Walden University

A00529481

2

Exploring Human Resource Management Strategies to Retain Millennials

Problem Statement

Managers have often found it difficult to retain millennial employees in the workforce

(Chaudhuri & Ghosh, 2012). The general problem is more millennials are dissatisfied with their

present employer. They are quitting their current positions resulting in high turnover rates

(Campione, (2015). Managers held approximately 2% of all workforce positions in 2014 and

90% of them believe an engagement strategy will impact businesses successfully, though only

20% help and sustained a platform or strategy to influence their employees (U.S. Department of

Labor, 2016). According to Christensen Hughes and Rog (2008), the cost of recruiting new

employees can be expensive and if managers are not able to provide HR management strategies

to retain millennials in the workforce, they will continue to experience a high turnover rate.

The specific problem is that some managers lack effective HR management strategies to

retain employees in the fast food industry (Ruiz, 2017). Employee turnover in the fast food

industry has an adverse impact on the companies outcomes but if managers implement employee

HR strategies employees are less likely to leave the organization. Creating impactful jobs is

essential and many studies have documented that generational differences, especially in relation

to retaining millennial employees (Great Expectation, 2016). A study was conducted on 40,000

millennials and only 17% were highly engaged in their work and these were also the employees

who remained in their positions (Nolan, 2015). According to a report conducted by Global HR,

out of 3,000 HR professionals, 73% indicated that turnovers had been and may continue to be

prevalent in the workplace (Barack, 2012).

3

Purpose Statement

The purpose of this qualitative exploratory multiple case study is to gain an

understanding of HR management strategies to retain millennial, in the fast food industry in

Charlotte NC metro area. In this study, data will be collected through open-ended questions to 20

managers. The managers will participate in semi-structured interviews to identify effective and

failed HR strategies for millennials. The interviews will allow the participants the opportunity to

answer questions related to the effective and failed HR strategies to retain millennials. The

participants will be sampled using purposive sampling technique (Rankin & Brown, 2016).

Observation of managers will enable the exploration as an outsider to record events, behavior

and impressions that can be used in the interviews (Janesick, 2011). The primary method of data

collection is to seek multiple sources of data such as interviewing and recorded artifacts, called

field notes. The secondary method of data collection will consist of participating industry public

training documents. According to Frankel (2016) managers have been trying to retain millennial

employees for the past several years and there is an undoubtedly need to find the correct

solutions to retain millennials. The information generated from this research may reveal what

strategies managers could use to retain millennials.

Significance

Effective and failed strategies can influence employees to quit or be retained in

organizations. This study may have a significant impact on business practices because it may

provide managers with effective strategies to retain millennial employees. Business leaders may

have to understand how different generations has a unique experience that has contributed to

their way of approaching employment and long-term decisions. According to Campione, (2015)

4 one of the major challenges facing businesses today is the retention of millennials and some

businesses practices and industry standards must be critically examined to find out why.

Millennials are considered to be the largest group of individuals in the workplace by 2020, so

there is a great need for managers to learn how to retain millennials (Chenkovich & Cates, 2016).

A lack of effort may cost companies a lot of money and loss of productivity (Dejesus, 2017). If

managers can understand the different ways millennials think and communicate perhaps they

could significantly reduce high turnover rates in the workplace. The social impact of this study

may help business to retain millennials and raise employment in the communities for millennials.

Background

1. Nolan, (2015) examined the projection of the high cost of employee turnover amongst

companies and dissatisfaction millennial employees. The author discussed how managers often

stereotype millennials employees into groups, portraying them as unmanageable employees. The

author stated different substitutions and changes to manage millennials employees. When

millennials needs are addressed and developed through perks, it would encourage them.

2. Campione, (2015) information regarding millennials and the importance of job satisfaction

is considered a core indicator of workers evaluation and retaining them to avoid high cost

turnovers. The author also discussed findings on millennials work attitudes, values, personality

traits, and behavior in the workplace.

3. Cameron and Quinn, (2006) felt motivated about competing values framework (CVF) based

on the different businesses who had already adopted the framework as a key part of their

services. The authors examined a set of tools and procedures that was their own empirical

5 research and consulting experiences in assisting with cultural and personal changes in

organizations.

4. Meuse and Mlodzik, (2010) discussed the difference in generations and rapid changes in the

workplace. The authors also examined how managers who possess stereotypes may consciously

or unconsciously adapt attitudes, behaviors, or decisions based on sweeping generalization rather

than reality. The authors provide literature that was grounded from empirical studies and most

was focused on specific work related variables.

Framework

Conceptual frameworks help reflective researchers link scholarly literature to observe an

issue such as exploring HR management strategies (Fleet, Burton, Reeves, & DasGupta, 2016).

Competing values framework (CVF) is the primary conceptual framework for this study.

According to Cameron and Quinn, (2006) CVF can also be used as a conceptual model to do

qualitative research to explore the reason and process of organizational culture change. In 1983,

Quinn and Rohrbaugh created the CVF to provide a broader framework for managers to become

effective leading others and making organizational decisions (Cameron & Quinn, 2006). CVF

identifies indicators of organizational effectiveness and examines the relationships between

organizational culture and other key organizational variables, such as job satisfaction (DeJesus,

(2017).

Research Question(s)

RQ1: What HR management strategies do managers use to retain millennials in the fast

food industry in Charlotte NC metro area?

6

Nature of the Study

The nature of this qualitative study would be to explore effective and failed HR

management strategies. Gog (2015) stated in a qualitative study the researcher will attempt to

understand relationships between the phenomenon, process and experiences with a sample.

Researchers may use qualitative research method to reflect on and challenge assumptions

regarding challenges that exist in roles and creating emancipatory potential in the study design

(Tinkler, Smith, Yiannakou, & Robinson, 2018). Another research method that researchers use

is called quantitative study. Quantitative research involves analyzing statistical data and

examining a theory (Hossain, 2017). The intent will be to explore HR managers with in-depth

questioning to understand millennials quitting their job in the fast food industry. Quantitative

research is not appropriate for this study. Quantitative methods are considered more rigorous

than qualitative methods which randomized controlled trails and systemic reviews (Hoe &

Hoare, 2012). Researchers use quantitative research to provide information on the amount of

data collected and the outcome of the statistical analyses performed (Barnham, 2015).

The research design that was chosen for this study is multiple case study. Case study

investigates a real life phenomenon in depth and within an environmental context. Researcher’s

uses case study to explore multiple or single phenomena in a study (Gog, 2015). A qualitative

multiple case study design would be the most appropriate method because would help

understand effective HR management strategies to retain millennials employees in the fast food

industry (Ridder, 2017). A case study will triangulate data as part of the data collection strategy,

resulting in detailed case description (Hollweck, 2015).

7

Other designs that were not appropriate for this study were ethnography and

phenomenological research. Phenomenological research studies the human experiences (Petty,

Thomson & Stew, 2012). Ethnography study a cultural group of people in their natural settings

(Grossoehme, 2014). Both studies are used to collect data from groups or individuals through

interviews over a period of time (Mol, Silva, Rocha, & Ishitani, 2017). Due to time constraints

and different techniques to collect data, these studies were not approached for this study.

Secondary Data Types and Sources of Information

1. I will conduct interviews with 20 managers by recording and taking field notes.

2. There will be personal observation during the interview and observation from their

working environment.

3. I will use purposive sampling to elaborate and provide insight about HR management

strategies to retain millennials.

4. Multiple sources of data such as interviewing and recorded artifacts, called field notes

and data collection of participating industry public training documents.

8

References

Barnham, C. (2015). Quantitative and Qualitative Research. International Journal of Market

Research, 57(6), 837-854.doi:10.2501/070

Barack, J. (2012). Maximizing millennials in the workplace. UNC Executive Development, 1-14.

Retrieved from https://www.henan-flagler.unc.edu/executive-

development/customprograms/~/media/DFCC056874DDA8097271A1ED8665.ashx

Cahill, Terrence F, E.D.D., F.A.C.H.E., & Sedrak, Mona, P.H.D., P.A. (2012). Leading a

multigenerational workforce: Strategies for attracting and retaining millennials. Frontiers

of Health Services Management, 29(1), 3-15. Retrieved from

http://search.proquest.com.ezp.waldenulibrary.org/docview/1039642817?accountid=1487

2

Cameron, K.S. & Quinn, R.E. (2006). Diagnosing and changing organizational culture: Based on

the competing values framework. San Francisco, CA: Josey-Bass

Campione, W. A. (2015). Corporate offerings: Why aren't millennials staying? The Journal of

Applied Business and Economics, 17(4), 60-75. Retrieved from

http://ezp.waldenulibrary.org/login?url=https://search-proquest-

com.ezp.waldenulibrary.org/docview/1764139218?accountid=14872

Cindy, K. G. (2013). A balancing act: Keeping millennial workers happy is smart business. The

Daily Camera Retrieved from https://search-proquest-

com.ezp.waldenulibrary.org/docview/1436252239?accountid=14872

9 Chaudhuri, S., & Ghosh, R. (2012). Reverse mentoring a social exchange tool for keeping

the boomers engaged and millennials committed. Human resource development review,

11(1), 55-76. Chicago.doi.org/10.1177/1534484311417562

Chenkovich, K, & Cates, S. (2016). Welcome to the Millennials Generation: Should This

Generation Be Attracted, Managed and Retained By Corporations Differently?.

International Journal of Management & Human Resources, 4(1), 79-93.

Christensen Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving

employee recruitment, retention and engagement within hospitality

organizations. International Journal of Contemporary Hospitality Management, 20(7),

743-757.

Cross, D. (2017). Employee Retention Strategies in the Fast Food Industry. ScholarWorks.

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. doi:10.5296/ijhrs.v2i2.1568

Dannar, P. R. (2013). Millennials: What they offer our organizations and how leaders can make

sure they deliver. The Journal of Values-Based Leadership, 6(1), 3. Retrieved from

http://scholar.valpo.edu/cgi/viewcontent.cgi?article=1073&context=jvbl

DeJesus, X. (2017). Strategies for reducing voluntary employee turnover (Order No. 10680603).

Available from Dissertations & Theses @ Walden University. (1972605663). Retrieved

from http://ezp.waldenulibrary.org/login?url=https://search-proquest-

com.ezp.waldenulibrary.org/docview/1972605663?accountid=14872

10 Fiordelisi, F., & Ricci, O. (2013). Corporate culture and CEO turnover. Journal of Corporate

Finance, 28, 66-82. doi:10.1016/j.jcorpfin.2013.11.009

Fleet, D., Burton, A., Reeves, A., & DasGupta, M. P. (2016). A case for taking the dual role

counellor-researcher in qualitative research. Qualitative Research in 95 Psychology, 13,

328-346. doi:10.1080/14780887.2016.1205694

Frankel, L. P. (2016). Employee Retention: Seven Common-Sense Ways to Keep Your Star

Millennials. Employment Relations Today (Wiley), 42(4), 49-56.doi:10.1002/ert.21539

Great expectations. (2016). Human Resource Management International Digest, 24(2), 32-35.

Retrieved from http://ezp.waldenulibrary.org/login?url=https://search-proquest-

com.ezp.waldenulibrary.org/docview/1765294985?accountid=14872

Grossoehme, D. H. (2014). Overview of Qualitative Research. Journal of Health Care

Chaplainy, 20(3), 109-122.doi:10.1080/08854726.2014.925660

Gog, M. (2015). Case Study Research. International Journal of Sales, Retailing & Marketing,

4(9), 33-41

Haibin, L, & Shanshi, L. (2014). Effect of Situational Leadership and Employee Readiness

Match on Organizational Citizenship Behavior in China. Social Behavior & Personality:

An International Journal, 42(10), 1725-1732.doi:10.2224/sbp.2014.42.40.1725

Henstra, D., & Mcgown, R.A. (2016). Millennials and Public Service: An Exploratory Analysis

of Graduate Student Career Motivations and Expectations. Public Administration

Quarterly (40)3, 490-519. Retrieved from

11

http://eds.a.ebscohost.com.ezp.waldenulibrary.org/eds/pdfviewer/pdfviewer?vid=4&sid=

3cbfb1e6-9bea-4080-bb7e-9b6066eb8d34%40sessionmgr4010

Hoe, J., & Hoare, Z. (2012). Understanding Quantitative Research: Part 1. Nursing Standard,

27(15)52-57. doi:10.7748/ns2012.12.27.15.52.c9485

Hollweck, T. (2015). Review of Case Study Research Design and Methods (5th ed.) Canadian

Journal of Program Evaluation, 30(1), 108-110.

Hossain, D. M. (2017). Discourse Analysis: An Emerging Trend in Corporate Narrative

Research. Middle East Journal of Business, 12(4), 3-9.doi:10.5742/MEJB.2017.93084

Janesick, V. (2011) Stretching Exercise for Qualitative Researchers (3rd ed.) Thousand Oaks,

CA: Sage Publications.

Lynch, A. (2008). ROI on generation Y employees. Bottom Line Conversations, LLC. Retrieved

from

https://webcache.googleusercontent.com/search?q=cache:IMtFOirWcVkJ:https://www.k

noxvillechamber.com/pdf/workforce/ROIonGenYWhitePaper.pdf+&cd=1&hl=en&ct=cl

nk&gl=us

Meuse, K.D., & Mlodzik, K.J. (2010). A Second Look at Generational Differences in the

Workplace: Implications for HR and Talent Management. People & Strategy, 33(2), 50-

58 doi.org/10.1037/e518392013-223

12 Mol, A. M., Silva, R.S., Rocha, A. A., & Ishitani, L. (2017). Ethnography and Phenomenology

Applied to Game Research: A Systematic Literature Review. Revista De Sistemas E

Computacao (RSC), 7(2), 110-127

Nolan, L. S. (2015). The Roar of Millennials: Retaining Top Talent In the Workplace. Journal of

Leadership, Accountability & Ethics, 12(5), 69-75.

Petty, N. J., Thomson, O. P., & Stew, G. (2012). Masterclass: Ready for a Paradigm Shift? Part

2: Introducing Qualitative Research Methodologies and Methods. Manual Therapy,

17378-384.doi:10.1016/j.math.2012.03.004

Rankin, J., & Brown, V. (2016). Creative Teaching Method as a Learning Strategy for Students

Midwives: A qualitative study. Nurse Education Today, 3893-

100.doi:10.1016/j.nedt.2015.12.009

Ridder, H. (2017) The Theory Contribution of Case Study Research Design, 10(2), 281-305.doi:

10.1007/s40685-017-0045-z

Ruiz, C. A. (2017). Strategies to Retain Millennial Employees at Full-Service Restaurants.

Scholarworks.

Salehzadel, R. R. (2017). Which Types of Leadership styles do followers prefer? A decision tree

approach. International Journal of Education Management, 31(7), 865-877.

doi:10.1108/JEM-04-2016-0079

13 Solnet, D. J., Ford, R.C., Robinson, R.N., Ritchie, B. W., & Olsen, M. (2014). Modeling

Locations factors for tourism employment. Annals of Tourism Research, 45, 30-45.

doi:10.1016/j.annals.2013.11.005

(Tinkler, L., Smith, V., Yiannakou, Y., & Robinson, L. (2018). Professional Identity and The

Clinical Research Nurse: A Qualitative Study Exploring Issues having an Impact on

Participant Recruitment in Research. Journal of Advanced Nursing, 74(2), 318-328-

doi:10.111/jan.13409

U.S. Department of Labor, Bureau of Labor Statistics (2016). Economic new release: Employee

Tenure Summary. Retrieved from https://www.bls.gov/opub/mlr/2014/beyond-

bls/millennials-after-the-great-recession.htm