Earning the commitment of millennials, the secret weapon of Corporate Social Responsibility

Marc Duffy; Jo Watts

Earning the commitment of millennials, the secret weapon of Corporate Social Responsibility

Research output: Chapter in Book/Report/Conference proceeding › Chapter › peer-review

Abstract

The commitment of an employee to their employer has been researched extensively by academics over the last fifty years (Cantril, 1963; Mowday, Steers and Porter, 1979; Allen and Meyer, 1990; Singh, Gupta and Venugopal, 2008; Al-Yami, Galdas and Watson, 2018), the context for such research has generally been contextualised to 'baby boomers' who represented the workforce during this period. Millennial employees are soon expected to make up 60Westerman and Yamamura, 2007). The needs and desires of millennials at work are different to baby boomers with millennials more concerned with organisations impact on the world and commitment to sustainability strategies (Leveson and Joiner, 2014). Organisational Commitment (OC) has also been noted to be in decline, with millennials not seeking or expecting a 'job for life' (Hammer, 2015). This paper therefore proposes that organisational Corporate Social Responsibility (CSR) might be an important tool for organisations wishing to commit millennial employees.

Original language	Undefined
Title of host publication	BAM 2020 conference in the cloud proceedings
Publisher	British Academy of Management
Publication status	Published (in print/issue) - 1 Sept 2020

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

Access to Document

http://shura.shu.ac.uk/27148/

Cite this

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abstract = "The commitment of an employee to their employer has been researched extensively by academics over the last fifty years (Cantril, 1963; Mowday, Steers and Porter, 1979; Allen and Meyer, 1990; Singh, Gupta and Venugopal, 2008; Al-Yami, Galdas and Watson, 2018), the context for such research has generally been contextualised to 'baby boomers' who represented the workforce during this period. Millennial employees are soon expected to make up 60Westerman and Yamamura, 2007). The needs and desires of millennials at work are different to baby boomers with millennials more concerned with organisations impact on the world and commitment to sustainability strategies (Leveson and Joiner, 2014). Organisational Commitment (OC) has also been noted to be in decline, with millennials not seeking or expecting a 'job for life' (Hammer, 2015). This paper therefore proposes that organisational Corporate Social Responsibility (CSR) might be an important tool for organisations wishing to commit millennial employees.",

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AB - The commitment of an employee to their employer has been researched extensively by academics over the last fifty years (Cantril, 1963; Mowday, Steers and Porter, 1979; Allen and Meyer, 1990; Singh, Gupta and Venugopal, 2008; Al-Yami, Galdas and Watson, 2018), the context for such research has generally been contextualised to 'baby boomers' who represented the workforce during this period. Millennial employees are soon expected to make up 60Westerman and Yamamura, 2007). The needs and desires of millennials at work are different to baby boomers with millennials more concerned with organisations impact on the world and commitment to sustainability strategies (Leveson and Joiner, 2014). Organisational Commitment (OC) has also been noted to be in decline, with millennials not seeking or expecting a 'job for life' (Hammer, 2015). This paper therefore proposes that organisational Corporate Social Responsibility (CSR) might be an important tool for organisations wishing to commit millennial employees.

M3 - Chapter

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