peer-reviewed academic journal article.pdf

peer-reviewed academic journal article.pdf - T ransactions...

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T ransactions on H C I uman — omputer nteraction Theory and Review Volume 9 Issue 3 pp. 243 – 260 September 2017 Navigating the New Workplace: Technology, Millennials, and Accelerating HR Innovation Julio C. Canedo University of Houston Downtown, USA [email protected] George Graen University of Illinois Urbana-Champaign, USA Miriam Grace The Boeing Company, USA Richard D. Johnson University of Albany, USA Abstract: This paper brings together the latest thinking in research and practice on workplace change and the information technology tools and technologies that enable, and, in some cases, drive that change. We address the shifts in global business that focus leadership on innovation, the changing demographics of employee populations, and how these changes impact talent management and emerging methods and tools that enable HR professionals to be more effective and bring new value to their business enterprises. We detail emergent scientific research on how the millennial generation has transformed the workplace. We describe effective methods, tools, and technologies from actual workplace practice to provide practical insights that one can immediately use in a human resource management context. We also present new hypotheses and recommendations for how to leverage the various change scenarios. Keywords: Millennials, Information Technology, Human Resources, Workplace Change, Innovation, Talent Strategy, Changing Demographics The manuscript was received 11/25/2015 and was with the authors 6 months for 3 revisions.
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244 Navigating the New Workplace: Technology, Millennials, and Accelerating HR Innovation Volume 9 Issue 3 1 Introduction One of the major challenges facing organizations today is how to transform their culture to meet new business realities and employees with changing values (Graen & Grace, 2015a). Organizations that can successfully complete this cultural transformation and who can best leverage employees’ knowledge, skills, and abilities will have a great advantage over those that cannot. For example, previous research has found that those companies in the US with the best people practices (e.g., the top 100 best places to work) have outperformed Wall Street's Alpha companies by 3.5 percent annually over 25 years (Edmans, 2011), and those with stronger design-oriented practices outperformed organizations listed in Standard and Poor’s 500 by 228 percent (DMI Dialog, 2014). Much of this value comes from the increasing importance of organizations’ human resources. Even so, many organizations that seek to transform their cultures often fail to realize their goals. One potential reason for why is that employees’ motivations, needs, and interests can differ based on the generation in which they were born (Twenge, Campbell, Hoffman, & Lance, 2010). Thus, a key question facing organizations is how to create a deeply engaging and high-performing organizational culture that integrates the strengths of multiple generations and offers them an opportunity to use their many talents and skills (Blattner & Walter, 2015). These generations include baby boomers (born 1946-1964),
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