Millennials in the Workplace: A Communication Perspective on Millennials’ Organizational Relationships and Performance

Stereotypes about Millennials, born between 1979 and 1994, depict them as self-centered, unmotivated, disrespectful, and disloyal, contributing to widespread concern about how communication with Millennials will affect organizations and how they will develop relationships with other organizational members. We review these purported characteristics, as well as Millennials’ more positive qualities—they work well in teams, are motivated to have an impact on their organizations, favor open and frequent communication with their supervisors, and are at ease with communication technologies. We discuss Millennials’ communicated values and expectations and their potential effect on coworkers, as well as how workplace interaction may change Millennials

The agenda for ethics in human resource management

In April this year a Conference on Ethical Issues in Contemporary Human Resource Management was held at the Management School, Imperial College, London, and jointly sponsored by the British Universities Industrial Relations Association (BUIRA) and the UK Chapter of the European Business Ethics Network (EBEN-UK). We are indebted to the organisers of the Conference, Dr Diana Winstanley, Lecturer in Human Resource Management at Imperial College Management School, Dr Jean Woodall, Reader in Human Resource Management at Kingston Business School, and Professor Edmund Heery, Professor of Human Resource Management at Cardiff Business School, for the following overview of the ethics agenda emerging for modern HRM as this figured in contributions to the Imperial College Conference. All the papers delivered at the Conference are obtainable from Dr Diana Winstanley, Imperial College Management School, 53 Prince's Gate, Exhibition Road, London SW7 2PG, tel: (44)(0) 171-594-9114

An Interview Study of the Experiences of Police Officers in Regard to Psychological Contract and Wellbeing

In this paper, it is argued that the psychological contract (PC) could provide rich insights into the understanding of employee and employer relations within the police and the stress and wellbeing of officers. Eighteen semi-structured interviews were conducted with active, full-time police officers and these were analysed using framework analysis. More than 100 base-units of meaning were identified which were categorised into six main themes namely ‘Motivation’, ‘Mutual obligations’, ‘Stressors’, ‘Negative consequences’, ‘Mediators’ and ‘Positive impact of the job’. From the interviews, it was apparent that some officers are experiencing PC breach and that this was having a negative impact on their wellbeing. These findings are considered and avenues for improving the situation are discussed.</p