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" Retaining Moroccan Millennials to the Workplace "
Hajjami, Omaima
Eversole, Barbara A. W.
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Latin Dissertation
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| Language of Document
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English
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| Record Number
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1107413
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| Doc. No
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TLpq2445514761
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| Main Entry
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Eversole, Barbara A. W.
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Hajjami, Omaima
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| Title & Author
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Retaining Moroccan Millennials to the Workplace\ Hajjami, OmaimaEversole, Barbara A. W.
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| College
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Indiana State University
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| Date
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2020
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| student score
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2020
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| Degree
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M.S.
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| Page No
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109
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| Abstract
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The focus of this present study is to understand the factors that influence Moroccan millennial employees to stay at or to leave their organizations. To reach this purpose, the study followed a qualitative phenomenological research design, using interviews as a data collection type. Interviews were conducted with ten Moroccan millennials who have worked or still work in a private organization based in Casablanca, the economic capital of Morocco. Findings of this study discovered five factors that influenced Moroccan millennials to stay, including links with co-workers, good leadership style, responsibilities and tasks, training opportunities, and career advancement. Additionally, five factors were discovered to influence Moroccan millennials’ reasons to leave. These factors include autocratic leadership style, limited career path, low pay, learning saturation, and job discrepancy. This study can serve as input for Moroccan managers to understand their Moroccan millennial employees and to take effective retention efforts that best meet the needs of Moroccan millennials. For this aim, findings suggested four retention strategies that Moroccan millennials think should be important to improve their retention. These strategies are upward performance appraisal, learning and development opportunities, workplace flexibility opportunities, and personalized recognition. Moroccan millennials could use the findings of this research and adapt them to their specific organizational context.
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Labor relations
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Management
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