Date of Conferral

2021

Degree

Ph.D.

School

Management

Advisor

David H. Goodman

Abstract

AbstractA growing problem for upper managers in many organizations is disengagement and high turnover rates among managers despite their significant position in the workplace. The purpose of this study was to understand millennial managers’ engagement and commitment in the workplace as it pertains to successful retention efforts. The research question addressed how upper management deals with millennial managers in an organization to overcome disengagement, a lack of commitment, and high turnover rates. A three-component model of commitment, self-determination theory, and engagement behavior framed this study. Data were collected from interviews with 18 participants via Zoom teleconferences. Data were analyzed for thematic elements using NVIVO 12. Findings indicated that millennial managers need to be engaged differently from other generations and nearly half of the participants reported that poor communication was the leading cause for lack of engagement among millennial managers. Implications of this study include having a cohesive, focused, and precise plan with effective communication and promoting training and development to successfully manage millennial managers. This study helped to fill a gap in the literature regarding millennial managers in a retail setting and may contribute to positive social change by aiding understanding of employee disengagement and lack of commitment in retail organizations. Potential change may be improved engagement, commitment, and retention of millennial managers that promotes their ultimate success.

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