Managing 'Generation Y' occupational therapists: Optimising their potential. Issue 4 (18th June 2013)

• Record Type: Journal Article
• Authors: Hills, Caroline; Ryan, Susan; Warren‐Forward, Helen; Smith, Derek R.
• Is Part Of: Australian occupational therapy journal. Volume 60:Issue 4(2013:Aug.)
• Page Start: 267
• Page End: 275
• Publication Date: 2013-06-18
• Subjects: career -- facebook -- management -- millennials -- social networking -- technology; Occupational therapy -- Periodicals; Occupational therapy -- Australia -- Periodicals; 615.8515
• DOI: 10.1111/1440-1630.12043
• Languages: English
• ISSNs: 0045-0766

Abstract

Abstract : Background/aim: 'Generation Y' is a descriptor of those therapists born between 1982 and 2000. According to generational theory, each generation have unique characteristics due to the social and historical factors they have experienced during their formative years. Occupational therapy educators have reported on 'Generation Y' characteristics observed in occupational therapy students. This study aimed to investigate if managers considered there was a 'Generation Y' therapist and their observed characteristics in practice, as well as successful management strategies used to maximise their potential in the workplace. Methods: A hard copy survey based on the 'Generation Y' literature was sent to all managers listed on an Australian University database. Results: Almost all respondents considered there was a 'Generation Y' therapist. Overall, managers reported characteristics of this staff group as being hard working, confident with technology, needing positive feedback and demanding professional development opportunities. Managers also reported that this group may be a challenge to retain in work positions. Managers also viewed 'Generation Y' staff as a positive energy and considered that in the future they will be of benefit to the profession. Conclusion: While there may be generational differences between therapists in the workplace, inclusive management styles may be the most appropriate management approach. Career guidance, facilitating creativity, increasing work responsibility and integrating new technologies like social networking into practice may be appropriate strategies for this staff group, to facilitate both their professional development and to retain them in the profession.