As the millennial generation assumes leadership positions, it becomes important to understand the factors impacting their job satisfaction. Previous research reflects a lack of understanding of the perceptions of job satisfaction among professional engineers in the millennial generation. The aim of this study was to bridge the knowledge gap by exploring what makes millennial engineers satisfied or dissatisfied with their jobs, as interpreted through Herzberg’s two-factor motivational theory. The research question was: What are the perceptions of professional engineering millennials concerning factors that influence their workplace job satisfaction? A generic qualitative inquiry with purposive sampling shaped this exploration of subjective data regarding the attitudes, beliefs, reflections, and factors that drive millennial engineers’ workplace job satisfaction. Participants were 10 millennial engineers who did not work in management or leadership positions and who had at least one year of tenure with a U.S. organization. Participants provided demographic information and completed face-to-face, semistructured interviews, answering 10 open-ended questions supplemented with follow-up, probing, and clarifying questions. Thematic inductive data analysis identified the following themes, based on the factors participants described as influences on their job satisfaction: frequent, face-to-face communication and constructive criticism from supervisors, feeling valued, meaning employees’ ideas received serious consideration by coworkers and supervisors, opportunities to learn and grow, both personally and professionally, availability of coaching, formal mentoring, and professional development courses and workshops, working in teams wherein all members had input or an equal say, especially when discussions included diverse viewpoints, and achieving a work-life balance, particularly when organizations took the initiative to implement policies to ensure that balance. These findings confirmed that millennials in the workforce have unique experiences and specific needs that differ from those of previous generations, and organizations need to work to understand and accommodate the needs of this cohort. Future researchers may consider managers’ perceptions of the effectiveness of organizational policies and training programs in relation to employees’ job satisfaction.
|Advisor:||Randall, Phillip M.|
|Commitee:||Blando, Judith, Herr, John|
|Department:||School of Business and Technology|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 81/2(E), Dissertation Abstracts International|
|Keywords:||Feeling valued, Herzberg two factor motivational theory, Leadership, Millennial generation, Organizational effectiveness, Work life balance|
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