How to Lead Millennials’ Mental Wellbeing?
Vaittinen, Tiina (2022)
Vaittinen, Tiina
2022
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202204195342
https://urn.fi/URN:NBN:fi:amk-202204195342
Tiivistelmä
The purpose of this thesis was to discover what millennials think about leadership when it comes to their wellbeing at work, and how they are feeling about their wellbeing at work
currently. In this research, the definition of Pew Research Center of millennials is used,
which means millennials are the generation born between 1981-1996 (Dimock 2019). This topic was chosen because the importance of employees' mental wellbeing is important and needs to be emphasized due to Covid19-pandemic. Already before the pandemic, almost half of millennials had left their job due to the feeling of burnout (Deloitte 2018). This issue needs to be taken seriously in organizations as the wellbeing of employees has a straight connection on how the organization succeeds (Hesketh & Cooper 2019, 124).
In this study, the existing literature was first investigated and it is presented in a theoretical framework, chapter 2. The chapter covers the principal areas of this thesis topic, which are: wellbeing at work, leadership, and millennials. The empirical part was conducted as a quantitative research method. The online survey in Webropol was targeted for millennials who at the time were working, and living in Europe. The survey was voluntary and included 12 questions. Responses were collected in January 2022. The total number of respondents was 205. The data was analysed in Excel and the results are presented in Chapter 4.
The results showed that millennials appreciate work-life balance and flexibility. They want
to have fair, reliable manager who communicates clearly. Almost half considered their job
as chaotic and only minority had not experienced any risk factors for burnout in their job.
Still, most of the respondents were somewhat satisfied with their wellbeing at work. Most of millennials (80%) had changed or considered changing their job in the past six months.
Based on the results, it was recommended that in order to enhance millennials’ wellbeing,
organizations and managers should put more effort on communication, and offer flexible
ways to arrange the job to ensure better work-life balance.
currently. In this research, the definition of Pew Research Center of millennials is used,
which means millennials are the generation born between 1981-1996 (Dimock 2019). This topic was chosen because the importance of employees' mental wellbeing is important and needs to be emphasized due to Covid19-pandemic. Already before the pandemic, almost half of millennials had left their job due to the feeling of burnout (Deloitte 2018). This issue needs to be taken seriously in organizations as the wellbeing of employees has a straight connection on how the organization succeeds (Hesketh & Cooper 2019, 124).
In this study, the existing literature was first investigated and it is presented in a theoretical framework, chapter 2. The chapter covers the principal areas of this thesis topic, which are: wellbeing at work, leadership, and millennials. The empirical part was conducted as a quantitative research method. The online survey in Webropol was targeted for millennials who at the time were working, and living in Europe. The survey was voluntary and included 12 questions. Responses were collected in January 2022. The total number of respondents was 205. The data was analysed in Excel and the results are presented in Chapter 4.
The results showed that millennials appreciate work-life balance and flexibility. They want
to have fair, reliable manager who communicates clearly. Almost half considered their job
as chaotic and only minority had not experienced any risk factors for burnout in their job.
Still, most of the respondents were somewhat satisfied with their wellbeing at work. Most of millennials (80%) had changed or considered changing their job in the past six months.
Based on the results, it was recommended that in order to enhance millennials’ wellbeing,
organizations and managers should put more effort on communication, and offer flexible
ways to arrange the job to ensure better work-life balance.