LITERATURE REVIEW
Managerial relationships paired with coaching to improve retention of the millennial
workforce
Julieanne George
School of Doctor of Strategic Leadership, Liberty University
LITERATURE REVIEW
Abstract
Millennial’s occupy greater then half of an organizations positions within the workforce.
This large majority of a generation places great concern for managers as the focus shifts toward
workforce relationships, coaching and retention. A literature review conducted with a focus on
managerial relationships and retention was completed. The focus within this paper will be to
define how a mangers actions within the employee relationship impacts retention. The literature
review will provide a critique of peer reviewed journal articles through a comparison of the data.
The data reveals common themes to support retention of the millennial worker. These themes
focus on manager characteristics, actions and organizational approaches. The results lead to the
need for management to shift from yearly assessments, inapt orientation, and managing from a
distance to routine feedback, clearly planned on-boarding and building relationships that form
trust. The significance of the research supports the need for managers to adapt strategies that
support high quality actions in real time moments rather then waiting for planned conversation
months down the road.
Keywords: manager, coaching, feedback, millennial, relationships, retention
LITERATURE REVIEW
Introduction
The shift in the workforce has highlighted a need to focus on retention with high volumes
of turnover noted within organizations. The generation defined as the millennial, highlight the
current population of approximately 85 million individuals within the United States who were
born between 1982 and 2001(Michaelson, 2022). The focus of this generation will focus and
change norms within the employment areas as they continue to represent a large majority of the
current workforce. The managerial relationships paired with coaching, mentoring and feedback
can directly improve retention of the millennial workforce. The abilities of managers to
understand the factors that motivate the millennial will support organizational productivity,
decrease turnover, and improve retention (Nilo, 2018). Millennial search for organizations with
management that can align with their purpose and desire for their own benefit, and if the
management or organizations does not align with the millennial meaningful work expectations,
the result will be turnover (Wise & Church, 2022). Aligning with Christianity, millennial’s focus
on their spirituality and belief in Christ, which is why it is imperative, that management build
relationships with the millennial workforce (Baumgartner & Flores, 2017).
LITERATURE REVIEW
Literature Review
Careful review of the incorporated articles supported the following themes to increase
retention of the millennial workforce: trusting leadership, structured pathway for career
development and advancement, supportive balance of work-life, immediate feedback and
coaching. With a growing workforce of millennials’, management must shift focus fiercely
toward retention as the current workforce lack focus on organizational dedication and more on a
healthy work-life balance, trusting management, coaching and growth opportunities (Wise &
Church, 2022; Keith, et al., 2021; Mosca, et al., 2022). Organizational management needs to
remain flexible to create innovative strategies that they can employ to develop the workplace that
is adaptable to a current social environment.
Trusting Leadership
Managers build teams to focus on the organizations mission, vision and values. The
ability of management to build relationships with their workforce supports organizational
commitment, improved retention and improved overall job satisfaction. Managers form
connections within the workforce are established through the experience of fair and just
workforce interactions, equality in accountability, and investment in relationships of the
employees (McClain, et al. 2022). As managers develop relationships with each member of the
workforce, the workers actions shift toward improving performance, positive feelings and
behaviors to increase productivity which all lead to improved retention (Mosca, et al., 2022,
Winarno, et al., 2022).
The millennial worker will be dedicated to a manager and organization that create
visions, are authentic and transparent with communication and build trust through actions (Keith,
et al., 2021). Millennial workforce will continue to mirror opportunities to build trusting
LITERATURE REVIEW
relationships with their manager and team members with integrity and dedication to improve
outcomes (Alegbeleye & Kaufman, 2020). Organizational citizenship and fairness exemplified
through specific management strategies such as leading by example build positive influence for
the millennial workers (Bushardt, et al., 2018). The ability for managers to develop trust depends
on the ability to build relationships with authenticity, conversation, partnerships with talent
management and progressive purposeful guide for development (Arif, et al., 2022).
Structured Pathway for Development
Millennial workers desire structured pathways for development as this workforce value
the ability to grow personally, professionally and continue to develop strengths within their
current role (Wise & Church, 2022). Creating structured pathways to support continued
development and advancement can deflate boredom of the millennial workforce, increase
engagement and improve retention which reflect organizational dedication and investment in the
millennial workforce (McClain, et al., 2022). The professional fatigue that can occur for the
millennial worker creates burnout and turnover, this occurs when an organization doesn’t invest
time and commitment to structure developmental pathways causing a decrease in job satisfaction
and desire to leave the organization (McClain, et al., 2022).
Supportive Balance of Work-Life
Millennial workers have personal goals related to professional and personal boundaries
and balance. As each generation encountered by an organization, millennials desire career
growth, however, the motivation is not based on upward hierarchy but strictly based on the roles
ability to accommodate their lifestyle (Keith, et al., 2021). The millennial workforce have
increased expectations that organizations will have growth opportunities around professional
development available and if the organization fails to meet their expectations, the millennial will
LITERATURE REVIEW
look for another opportunity outside the organizations (Wise & Church, 2022). A strong
indication of a work environment that is undesirable is high turnover and low retention
(McClain, et al., 2022).
Healthy work environments are upcoming organizational retention strategies in which
holistic builds social structures to create relationships, build team cohesiveness and joy within
the workplace. Creating a healthy work life balance through flexible scheduling allows for the
millennials to have control over the intersection of professional and personal lifestyles (McClain,
et al., 2022; Keith, et al., 2021). Managers must exhibit proactive strategies and communication
when discussing healthy work life environments with millennials to mitigate unskilled reactions
that can lead to dissatisfaction and turnover (Reitz & Higgins, 2022). The goal of organizational
management is to place the people in the front before the business (Nabawanuka &
Ekmekcioglu, 2022). Millennials who feel as if their organization and manager supports them,
will reciprocate in the actions to support their organization leading to increased productivity,
engagement and decreasing turnover (Arif et al., 2022).
Immediate Feedback and Coaching
Millennial workers desire immediate communication, feedback and recognition to build
and support high quality relationships with their managers, increase success along the continuum
of development, which leads to improve work relationships (Mosca, et al., 2022). Creating and
environment of effective coaching is successful when patterns of coaching and feedback are
consistent in nature providing guidance, reflection and creating a pathway to achieve goals
(Steelman & Wolfeld, 2018). The interactions within management as a coach has an increase in
successful outcomes if partnered with feedback in a manner that is thoughtful, supportive and
creates a conversation to allow for the millennial to create a self development pathway (Steelman
LITERATURE REVIEW
& Wolfeld, 2018). For Managers to provide successful feedback, the focus needs to be
productive and have a decrease component of past performance in an unfavorable manner, but
focus more on future development and performance (Gnepp, et al., 2020).
Feedback and performance appraisals are best when they do not create a destructive
framework that fracture teamwork, create competition and increase turnover (Schultz, 2015).
Millennials search for managers who are inspirational, provide frequent feedback that focuses on
progression and development for the worker (Keith, et al., 2021). It is important to recognize that
the millennial workers are referred to as the “participation trophy” generation and demand that
managers effectively support the need for feedback (Keith, et al., 2021). Coaching and feedback
support both managers and workforce successes by create an environment in which worker feel
comfortable and supported through conversation, feedback and focusing on strengths to move
forward (Bushardt et al., 2018).
Working Definitions
Millennials: Can be referred to as generation Y, millennials were born between 1982 to early
2000s, and they are considered well-educated, also known as the participation-trophy generation
(Keith, et al., 2021, Michaelson, 2022 ).
Coaching: Defined as a recent role created in the 21st century in which the focus is to help
improve organizational structure and outcomes by directing feedback in a structured manner to
support growth, development and overcome challenges in both professional and personal
manners (Albarracin, 2019; Gnepp, et al, 2020).
Work Engagement: a state of mind that is created by a positive state and/or individual that is not
focused on a particular event, individual or object. (Parr et al., 2020).
Turnover: Workers, who leave organizations related to but not limited to increased stress levels,
LITERATURE REVIEW
lack of forward career progression, poor management relationships and unacceptable work life
balance (Winarno, 2022).
Conclusion
Managers who are able to maintain strategic flexibility is able to successful retain their
workers by building an environment of trust, structured pathways for career growth and coaching
with real time feedback. Creating focus on these key initiatives are instrumental to decreasing
turnover to continue to deliver organizational results (Tupper & Ellis, 2022). Eliciting feedback
and structured coaching by millennial is a focused avenue to pursue internal career growth and
expansion. Through Christ, dedication to community or organization is a focus as the message of
our lord is clear. Managers must model that same approach to overcome challenges with
retention, to maintain flexibility with the millennial workforce.
LITERATURE REVIEW
References
Albarracin, E. (2019). Positive interdependence theory in effective manager-coach and employee
coaching relationships.FInternational Management Review,F15(2), 41-90.
Alegbeleye, I. D., & Kaufman, E. K. (2020). Relationship between middle managers'
transformational leadership and effective followership behaviors in organizations. Journal
of Leadership Studies (Hoboken, N.J.),F13(4), 6-19.Fhttps://doi.org/10.1002/jls.21673
Baumgartner, E., & Flores, A. (2017). Creating a Spiritual Learning Space: The Changing
Leadership Roles in the Life Cycle of a Church Plant. The Journal of Applied Christian
Leadership,F11(2), 52-63.
Bushardt, S. C., Young, M., & Bari, A. (2018). Transitioning to management: Challenges and
opportunities for the millenial generation.FJournal of Business Diversity,F18(1), 9-
16.Fhttps://doi.org/10.33423/jbd.v18i1.514
http://ezproxy.liberty.edu/login?qurl=https%3A%2F%2Fwww.proquest.com
%2Fscholarly-journals%2Fcreating-spiritual-learning-space-changing%2Fdocview
%2F2093213635%2Fse-2%3Faccountid%3D12085
Gnepp, J., Klayman, J., Williamson, I. O., & Barlas, S. (2020). The future of feedback:
Motivating performance improvement through future-focused feedback.FPloS One,F15(6),
e0234444-e0234444.Fhttps://doi.org/10.1371/journal.pone.0234444
Keith, A. , Warshawsky, N. & Talbert, S.FF(2021).FFFactors That Influence Millennial Generation
Nurses' Intention to Stay.FFJONA: The Journal of Nursing Administration,FF51F(4),FF220-
226.FFdoi: 10.1097/NNA.0000000000001001.
McClain, A. , Palokas, M. , Christian, R. & Arnold, A.FF(2022).FFRetention strategies and barriers
for millennial nurses: a scoping review.FFJBI Evidence Synthesis,FF20F(1),FF121-157.FFdoi:
10.11124/JBIES-20-00577.
LITERATURE REVIEW
Michaelson, J. (2022, May 15). Millennials in America 2022.FBooklist,F118(18),
12.Fhttps://link.gale.com/apps/doc/A704942923/LitRC?u=vic_liberty&sid=sru&xid=f531
2cd5
Mosca, J. B., Curtis, K., & Puches, L. (2022). Annual Performance Appraisals Are Replaced
With the Coaching and Leadership of Employees.FThe Journal of Business
Diversity,F22(1), 1-9.
http://ezproxy.liberty.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2F
scholarly-journals%2Fannual-performance-appraisals-are-replaced-
with%2Fdocview%2F2643280470%2Fse-2%3Faccountid%3D12085
Nilo, J. A. (2018).FStrategies that Small Business Leaders Use to Motivate Millennial
EmployeesF(Order No. 13425275). Available from ProQuest Central; ProQuest
Dissertations & Theses Global. (2164309730). http://ezproxy.liberty.edu/login?qurl=https
%3A%2F%2Fwww.proquest.com%2Fdissertations-theses%2Fstrategies-that-small-
business-leaders-use%2Fdocview%2F2164309730%2Fse-2%3Faccountid%3D12085
Parr, J. M., Teo, S., & Koziol‐McLain, J. (2021;2020;). A quest for quality care: Exploration of
a model of leadership relationships, work engagement, and patient outcomes.FJournal of
Advanced Nursing,F77(1), 207-220.Fhttps://doi.org/10.1111/jan.14583
Schultz, J. (2015). To Improve Performance, Replace Annual Assessment with On-going
Feedback. Global Business and Organizational Excellence. 13-20.
Steelman, L. A., & Wolfeld, L. (2016;2018;). The manager as coach: The role of feedback
orientation.FJournal of Business and Psychology,F33(1), 41-
53.Fhttps://doi.org/10.1007/s10869-016-9473-6
Tupper, H., & Ellis, S., (2022). It’s Time to Reimagine Employee Retention. Harvard Business
LITERATURE REVIEW
Review. https://hbr.org/2022/07/its-time-to-reimagine-employee-retention
Reitz, M., & Higgins, J. (2022). Leading in an age of employee activism.FMIT Sloan
Management Review,F63(3), 62.
Winarno, A., Prasetio, A. P., Luturlean, B. S., & Wardhani, S. K. (2022). The link
between perceived human resource practices, perceived organizational support
and employee engagement: A mediation model for turnover intention.FSA Journal
of Human Resource Management,F20https://doi.org/10.4102/sajhrm.v20i0.1802
Wise, T. & Church, C.FF(2022).FFInsights into the millennial generation of nurses.FFNursing
Management (Springhouse),FF53F(5),FF28-33.FFdoi:
10.1097/01.NUMA.0000829284.89318.27.
