The Baby Boomers are retiring and Generation X isn’t large enough to compensate for the lack of manpower in the workforce. Generation Y will fill the manpower void and employers will need to effectively attract, retain and manage them to stay successful in the future. Many Generation Y employees are quitting in the first year and managers are finding it more difficult to retain them. This thesis offers discussion and analysis of common problems associated with managing Generation Y employees and gives solutions and strategies to create a better work environment. / text

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No abstract available. / Thesis (MPA)-University of Durban-Westville, 1985.

Industrial Psychology (IP) has a major impact on millions of workers and thousands of organisations and is given increasing reign in deciding and influencing human affairs within the organisation, thereby playing an important role in society. The field of IP however has been used to uphold the status quo, showing a preference for management over workers. There is also a lack of self-reflexivity, and a failure to address ideology and power relations and the methodological assumptions underlying research and practice. This research project aims to address these problems through the analysis of research articles on a contemporary topic, namely, quality of work life. The aim is to find out whether published research on quality of work life reflects a managerialist ideology in both its’ latent and manifest content. A review of previous research and a theoretical and conceptual background is presented. Critical discourse analysis was used to analyse research articles. It was found that research articles draw on an HRM discourse and uphold power relations and dominant ideologies. There exists within published research and in all likelihood, social practice, the dominance of a managerial perspective and the presence of a managerial ideology. Critical perspectives tend to be marginalised. It is necessary that the critical perspective be brought more into the mainstream, and for industrial/organisational psychologists to challenge the status quo. Points for discussion and recommendations are presented. / Thesis (M.A.)-University of KwaZulu-Natal, Durban, 2010

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The purpose of this study was to determine how one organization from the private sector managed the socialization and development of its middle management personnel at the growth career life cycle stages of its managers: recruitment and hiring, entry-level, mid-career, and the retirement stage. The organization studied was a Quebec based retail chain composed of twenty stores located in Quebec and Ontario. / The findings indicated that there was a discrepancy between what the organization stated it was doing and what its middle management perceived was actually occurring. In three out of the five career life cycle stages, as described in the review of literature, the necessary formal structures and processes required to accomplish the socialization and development of the organization's middle management personnel were nonexistent. In only two of the career life cycle stages did the organization have in place a formal structure and set of processes relating to the specific socialization and development stages of its employees. (Abstract shortened by UMI.)