George.Julieanne .BMAL 703 Literature Review

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LITERATURE REVIEW Managerial relationships paired with coaching to improve retention of the millennial workforce Julieanne George School of Doctor of Strategic Leadership, Liberty University Author Note Julieanne George I have no known conflict of interest to disclose. Correspondence concerning this article should be addressed to Julieanne George. Email: jhessler@liberty.edu By submitting this assignment, I attest this submission represents my own work, and not that of another student, scholar, or internet source. I understand I am responsible for knowing and correctly utilizing referencing and bibliographical guidelines.

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).

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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

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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 21 st 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. International Management Review, 15(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.), 13(4), 6-19. https://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, 11(2), 52-63. Bushardt, S. C., Young, M., & Bari, A. (2018). Transitioning to management: Challenges and opportunities for the millenial generation. Journal of Business Diversity, 18(1), 9- 16. https://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. PloS One, 15(6), e0234444-e0234444. https://doi.org/10.1371/journal.pone.0234444 Keith, A. , Warshawsky, N. & Talbert, S. (2021). Factors That Influence Millennial Generation Nurses' Intention to Stay. JONA: The Journal of Nursing Administration, 51 (4), 220- 226. doi: 10.1097/NNA.0000000000001001. McClain, A. , Palokas, M. , Christian, R. & Arnold, A. (2022). Retention strategies and barriers for millennial nurses: a scoping review. JBI Evidence Synthesis, 20 (1), 121-157. doi: 10.11124/JBIES-20-00577.

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LITERATURE REVIEW Michaelson, J. (2022, May 15). Millennials in America 2022. Booklist, 118(18), 12. https://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. The Journal of Business Diversity, 22(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). Strategies that Small Business Leaders Use to Motivate Millennial Employees (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. Journal of Advanced Nursing, 77(1), 207-220. https://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. Journal of Business and Psychology, 33(1), 41- 53. https://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. MIT Sloan Management Review, 63(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. SA Journal of Human Resource Management, 20https://doi.org/10.4102/sajhrm.v20i0.1802 Wise, T. & Church, C. (2022). Insights into the millennial generation of nurses. Nursing Management (Springhouse), 53 (5), 28-33. doi: 10.1097/01.NUMA.0000829284.89318.27.

George.Julieanne .BMAL 703 Literature Review

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