THE INFLUENCE OF MILLENNIALS’ COMMUNICATION STYLES ON ORGANIZATIONAL CULTURE: A CASE OF KENYA POWER AND LIGHTING COMPANY (KPLC) by Joan Jeptoo Kibichum A thesis presented to the School of Communication of Daystar University Nairobi, Kenya In partial fulfillment of the requirements for the Degree of MASTER OF ARTS in Communication October 2023 Daystar University Repository Library Archives Copy ii APPROVAL THE INFLUENCE OF MILLENNIALS’ COMMUNICATION STYLES ON ORGANIZATIONAL CULTURE: A CASE OF KENYA POWER AND LIGHTING COMPANY (KPLC) by Joan Jeptoo Kibichum 14-2080 In accordance with Daystar University policies, this thesis is accepted in partial fulfillment of the requirements for the Master of Arts degree Date: __________________________ __________________________ Robert Aswani, PhD, 1st Supervisor __________________________ ___________________________ John-Bell Okoye 2nd Supervisor __________________________ ___________________________ Robert Aswani, PhD, HOD, Strategic and Organizational Communication __________________________ __________________________ Levi Obonyo, PhD, Dean, School of Communication Daystar University Repository Library Archives Copy iii Copyright © 2023 by Joan Jeptoo Kibichum Daystar University Repository Library Archives Copy iv DECLARATION THE INFLUENCE OF MILLENNIALS’ COMMUNICATION STYLES ON ORGANIZATIONAL CULTURE: A CASE OF KENYA POWER AND LIGHTING COMPANY (KPLC) I declare that this thesis is my original work and has not been submitted to any other college or university for academic credit. Signed: _____________________ Date: ______________________ Joan Jeptoo Kibichum (14-2080) Daystar University Repository Library Archives Copy v ACKNOWLEDGMENTS I acknowledge the Almighty God for his grace strength, provision, good health and guidance during my course work and thesis writing process. He has indeed done it for me. I would like to sincerely thank my supervisors, Dr. Robert Aswani and Mr. John-Bell Okoye, for the patience, guidance, insights, for always picking up my calls and responding to my emails almost instantly, for being my friends and great lecturers. This journey would not have been easy without you. I will forever be grateful to you. May God always grant you ease in whatever you pursue! To my parents and siblings, thank you for being my support system during my Masters Degree journey. There were days I was so uncertain about the whole journey but you always held me down through it all. May God always reward you with goodness and kindness! To my research assistants, thank you for coming through for me just when I had given up on the whole process. You lifted a very heavy load off my shoulders. Finally, I would like to give a special thank you to Kenya Power and Lighting Company (KPLC) management and staff members for their cooperation and allowing me to collect data at their premises. This would not have been possible without your permission and support. Thank you all for being the silver lining in this study. May God bless you abundantly! Daystar University Repository Library Archives Copy vi TABLE OF CONTENTS APPROVAL .................................................................................................................. ii DECLARATION .......................................................................................................... iv ACKNOWLEDGMENTS ............................................................................................. v TABLE OF CONTENTS……………………………………………………………..vi LIST OF TABLES ..................................................................................................... viii LIST OF FIGURES ...................................................................................................... ix LIST OF ABBREVIATIONS AND ACRONYMS ...................................................... x ABSTRACT .................................................................................................................. xi DEDICATION ............................................................................................................. xii CHAPTER ONE ............................................................................................................ 1 INTRODUCTION AND BACKGROUND OF THE STUDY ..................................... 1 Introduction ................................................................................................................ 1 Background of the Study ............................................................................................ 3 Statement of the Problem ......................................................................................... 12 Purpose of the Study ................................................................................................ 14 Objectives of the Study ............................................................................................ 14 Research Questions .................................................................................................. 15 Rationale of the Study .............................................................................................. 15 Significance of the Study ......................................................................................... 16 Assumptions of the Study ........................................................................................ 17 Scope of the Study.................................................................................................... 17 Limitations and Delimitations of the Study ............................................................. 18 Definition of Terms .................................................................................................. 18 Summary of the Chapter .......................................................................................... 19 CHAPTER TWO ......................................................................................................... 20 LITERATURE REVIEW ............................................................................................ 20 Introduction .............................................................................................................. 20 Theoretical Framework ............................................................................................ 20 General Literature Review ....................................................................................... 25 Empirical Literature Review .................................................................................... 38 Conceptual Framework ............................................................................................ 45 Summary of the Chapter .......................................................................................... 48 CHAPTER THREE ..................................................................................................... 49 RESEARCH METHODOLOGY................................................................................. 49 Introduction .............................................................................................................. 49 Research Design ....................................................................................................... 49 Population................................................................................................................. 51 Target Population ..................................................................................................... 52 Sample Size .............................................................................................................. 52 Sampling Techniques ............................................................................................... 54 Data Collection Instruments ..................................................................................... 56 Types of Data ........................................................................................................... 57 Data Collection Procedures ...................................................................................... 57 Pretesting .................................................................................................................. 58 Data Analysis Plan ................................................................................................... 59 Ethical Considerations.............................................................................................. 60 Summary of the Chapter .......................................................................................... 61 CHAPTER FOUR ........................................................................................................ 63 DATA PRESENTATION, ANALYSIS AND INTERPRETATION ......................... 63 Daystar University Repository Library Archives Copy vii Introduction .............................................................................................................. 63 Presentation, Analysis and Interpretation................................................................. 63 Summary of the Key Findings ................................................................................. 78 Summary of the Chapter .......................................................................................... 79 CHAPTER FIVE ......................................................................................................... 80 DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS .......................... 80 Introduction .............................................................................................................. 80 Discussions of Key Findings .................................................................................... 80 Conclusion ................................................................................................................ 88 Recommendations .................................................................................................... 88 Areas of Further Research ........................................................................................ 89 REFERENCES ............................................................................................................ 91 APPENDICES ........................................................................................................... 104 Appendix A: Questionnaire ................................................................................... 104 Appendix B: Interview Guide ............................................................................... 108 Appendix C: Ethical Clearance ............................................................................. 109 Appendix D: Introduction Letter ........................................................................... 110 Appendix E: Research Permit ............................................................................... 111 Appendix F: Research Approval ........................................................................... 112 Appendix G: Plagiarism Report ............................................................................ 113 Daystar University Repository Library Archives Copy viii LIST OF TABLES Table 3.1 Target Population Distribution ................................................................... 52 Table 3.2 Sample Size Distribution ............................................................................ 53 Table 4.1: Millennial Respondents .............................................................................. 63 Table 4.2: Gender ........................................................................................................ 64 Table 4.3: Level of Education of respondents ............................................................. 64 Table 4.4: Age (Years) ................................................................................................. 64 Table 4.5: Years of Service at KPLC ........................................................................... 65 Table 4.6: Position of Respondents ............................................................................. 65 Table 4.7: Departments ............................................................................................... 66 Table 4.8: Millennials preferred communications styles ............................................. 67 Table 4.9: Non-millennials preferred communication styles ................... ……………69 Table 4.10: Millennials and Organizational Culture .................................................. 71 Daystar University Repository Library Archives Copy ix LIST OF FIGURES Figure 2.1: Conceptual Framework………………………………………………………46 Daystar University Repository Library Archives Copy x LIST OF ABBREVIATIONS AND ACRONYMS ANOVA Analysis of Variance APA American Psychological Association CMC Computer-mediated Communication COVID-19 Coronavirus Disease 2019 CREM Corporate Real Estate Managers ERB Ethics and Review Board GIFs Graphic Interchange Format HIV and AIDS Human Immunodeficiency Virus and Acquired Immunodeficiency Syndrome HR Human Resource ICT Information and Communication Technology IT Information Technology KNBS Kenya National Bureau of Statistics KPLC Kenya Power and Lighting Company NACOSTI National Commission for Science, Technology and Innovation OECD Organization for Economic Cooperation and Development PwC PricewaterhouseCoopers SHRM Society for Human Resource Management SMDs Social Media Devices SMS Short Message Service SPSS Statistical Package for Social Sciences TVETs Technical and Vocational Education and Training UN Habitat United Nations Human Settlements Programme Daystar University Repository Library Archives Copy xi ABSTRACT This study sought to explore the influence of millennials communication styles on organizational culture at Kenya Power and Lighting Company (KPLC). Millennials are taking up the workspaces in most organizations and they are agitating for change of organizational culture that will suit their values and beliefs. The objectives of the study were a.) to establish preferred communication styles by the millennials at KPLC and how the preferred styles influence the organizational culture, b.) to establish the preferred communication styles by the non-millennials at KPLC and how the preferred styles influence the organizational culture, c.) to assess the millennial employees’ take on KPLC organizational culture and d.) to investigate the opinions of KPLC management on the millennials’ communication styles. The target population was 199 millennial employees. The study used a descriptive design. A sample size of 60 millennials, 20 non-millennial employees and 2 managers were selected. 80 questionnaires were distributed and 2 interviews were conducted. The study used the co-orientation model. Descriptive and thematic data analyses were used to analyze quantitative and qualitative data respectively. The findings of the study showed that millennial employees at KPLC are indeed influencing the organizational culture, they appreciate instant feedback, believe that they’re not involved in the decision-making processes, organizations that embrace millennial communication styles and deliberately change their policies to suit all generations are likely to benefit greatly and the retention of millennial employees has proven to be so hard. The study concluded that the millennial employees are transforming and influencing the organizational culture at KPLC. The study recommended that millennial employees should be allowed to work freely and independently and be involved in decision making processes at KPLC. Daystar University Repository Library Archives Copy xii DEDICATION I have dedicated this thesis to my parents, Eric Kimalit and Rosina Kibichum, my siblings; Engineer Gregory Kipruto, Engineer Edwin Kipchirchir, Olive Jebet, Sue Jerop, Clyde Kiprotich and Kelvin Kiplang’at. Daystar University Repository Library Archives Copy 1 CHAPTER ONE INTRODUCTION AND BACKGROUND OF THE STUDY Introduction Fry (2015) indicated that by 2020 millennials would make up the majority of the workforce in today’s organizations, which is a dynamic mix of generations. According to a survey published by Pew Research Center in 2015 (Fry, 2015), the US has a 53.5 million strong millennial workforce that is still growing. In India, median individual were 29 years old by 2020, according to estimates (Shivakumar, 2013). Therefore, as a result of millennials dominating the workforce, businesses have the opportunity to capitalize on the zeal and zest of the youthful talent pools (Agarwal & Gupta, 2018). Organizations are attempting to build interesting and welcoming environments for millennials while also managing an unprecedented intergenerational workforce, with up to four generations working side by side (Fallon, 2014). Three generations of people work together in today’s workplace: the baby boomer, generation X and millennial generations. The baby boomers those born between 1946 and 1964 and generation X those born between 1965 and 1982 generations typically fill higher management and supervisory positions in working organizations and the millennial generation those born between 1983 and 2000 largely fills entry level and rank-and- file positions (Johnson, 2006). The millennials grew up in the late 1980s and 1990s, when their individuality was valued and embraced. They were infused with a strong feeling of self-assurance, a collaborative approach to problem-solving, and a high level of familiarity with technology (Johnson, 2006). When this generation first entered the workforce, Daystar University Repository Library Archives Copy 2 previous generations who supervised and mentored them painted them as entitled, impatient, and inattentive (Cekada, 2012; Schullery, 2013). On a macro level, each generation has different values, actions and even personalities, so it’s not surprising that the generations had varied communication styles (De La Torre, 2016) and techniques. Millennials place a high value on the close relationships they form with others and feel that all signals sent and received have an impact on the relationship (Taniguchi & Aune, 2013), and they expect that to be observed and maintained by colleagues from the other generations. Myers and Sadaghiani (2010) went on to say that millennials have grown up with a lot of attention from authority figures such as their parents, coaches, and instructors and they want the same level of openness and transparency from their supervisors. This has therefore informed the millennials’ communication styles as employees at various organizations and how they are perceived by the other generations, locally and globally. This study is relevant because millennials are slowly taking over the workplaces that were previously held by baby boomers and the other older generations. They are bringing on board different ways of running organizations starting with their communication styles, their belief in work-life balance, motivation as their greatest reason for their retention or otherwise and ensuring they are at the able where decisions are made. This has pushed organizations across the globe to consider tweaking their old ways of doing business in order to find a way of accommodating the millennial employees. This chapter therefore provides background information on millennials’ communication style and how it is influencing the organizational culture of Kenya Power and Lighting Company (KPLC), Electricity House branch along Aga Khan Daystar University Repository Library Archives Copy 3 Walk in Nairobi County. This study sought to evaluate the preferred communication styles by millennials, the preferred communication styles by the non-millennials, perception of the millennials towards non-millennials’ communication styles and the management’s perception in regard to the millennials’ communication at KPLC. In this study, the terms millennials and generation Y were used synonymously. Background of the Study Employees from all generations work together in the workplace. Each of whom has been influenced by their experiences in their own eras to become unique individuals with characteristics that set their generation apart (Nnambooze & Parumasur, 2016). These generations exhibit various behavioral patterns that reflect their expectations and wishes in the workplace. The various generational profiles bring unique benefits to the business, but they also lay unique demands on the organization to create an environment where all generational age cohorts may thrive (Organization for Economic Cooperation and Development [OECD], 2019). The millennial generation has emerged and taken over the workforce. Members of this group are well educated, have ambitious goals for themselves and their work and believe that who they are and what they do counts (Marston, 2009). They are technologically savvy, anticipate rapid relationships, and are hopeful and socially conscious. Millennials contribute a wealth of skills and traits to the workplace, which can be overshadowed by their generation’s perceived flaws (Cahill & Sedrak, 2012). Experts have stated that this generation is self-centered, sluggish, disloyal, disrespectful, entitled, self-centered, ambitious, socially responsible, and hardworking, among other things (Putriastuti & Stasi, 2019). Millennials are individuals born between 1980 and 2000 (Rudolpha et al., 2018). However, Stewart et al. (2017) described millennials as individuals who were born Daystar University Repository Library Archives Copy 4 between the years 1981-1995. Regardless of the difference in definition of the term millennials, in this study, millennials were individuals born between 1982 and 1994. Millennials have different beliefs, expectations and attitudes than prior generations. Therefore, this generational transition in the workforce presents both possibilities and difficulties for organizations. Millennials have developed specific and unique professional skills and preferences as a result of the unique technology period in which they were born. According to Smola and Sutton (2002), millennials have been christened the “Look at Me” generation in both the mainstream media and in contemporary literature, meaning that they are unduly self-assured and ego-centric (Pew Research Center, 2007). They have also been accused of lacking loyalty and a strong work ethic (Marston, 2009). The more millennials enter the workforce; there is wide-spread anticipation and even concern about how their inclinations and habits, such as communication skills and orientation, may affect their colleagues (Myers & Sadaghiani, 2010). According to Bannon et al. (2011), each generation has its own distinct qualities. The scholars added that in the workplace, the “millennial” generation is expected to have a significant impact in terms of diversity and creative approach to solving problems in the organizations they work for. Millennials are a large population cohort, ranging in size from 50 million to 80 million people, depending on definition. They now account for 10% to 15% of the labor force in the United States and are moving into lower leadership roles. Millennials are reshaping the existing quo and redefining federal jobs in the United States. Companies’ long-standing recruiting, hiring, education and retention processes are being disrupted by this generational transition, which is Daystar University Repository Library Archives Copy 5 driving re-evaluations of corporate information technology investments and well- known career routes (Weinbaum et al., 2016). Millennials’ job expectations, communication styles, and connections with team and organizational members were explored by Myers and Sadaghiani (2010). Millennials, according to these researchers, work effectively in teams, are motivated by major tasks, value open and frequent communication, and have a good understanding of communication techniques (Chou, 2012). Individualism is more prevalent among millennials than collectivism (Harris-Boundy & Flatt, 2010). This means that millennials prefer working individually as compared to working in groups. Hershatter and Epstein (2010) looked at how millennials approach work and concluded that they incorporate technology into their life and expect organizations to accommodate them depending on their experiences, interests and desires. Millennials appear to expect bi-directional, free-flowing communication at all levels, regardless of their role at the organization, demonstrating that they are not intimidated by seniority, age or status and are in fact either unwilling to follow or unconcerned with corporate policies, particularly in the area of information technology (Curtis, 2010). Millennials are motivated by independence in the job to optimize their effort and might be more loyal than commonly assumed, despite their skepticism of organizational structures (Hewlett et al., 2009). According to Myers and Sadaghiani (2010), millennials place a high value on meaningful relationships with age-mates and supervisors, implying that open-communication could help millennial workers maintain employment stability. Hence the reason why they want to change the organizational culture of the different organizations they work for in order for them to fit in and feel confident when interacting with their colleagues. Daystar University Repository Library Archives Copy 6 There are several studies on millennials and how they have been taking up places at the workforce and shaping the organizational culture (Bogosian & Rousseau, 2017; Martin, 2005, PricewaterhouseCoopers [PwC], 2012). The studies suggested that rigid business structures make millennials uneasy and information silos turn them off. They anticipate rapid advancement, a diversified and exciting career and regular feed-back. Put differently, millennials prefer a managerial style and organizational culture that are unlike anything else that has ever existed (PwC, 2012). Bogosian and Rousseau (2017) argued that the classic millennial value-system was shaped by experiences that were different from older generations and are influencing organizational cultures and norms. They added that the study provides practitioners with the underlying causes of observable behaviors as well as dependable strategies for attracting and retaining the millennial population. Martin (2005) looked at what managers need to know about millennials. The findings suggested that millennials with the most potential are autonomous, entrepreneurial thinkers who thrive on responsibility, require quick feedback and anticipate a sense of accomplishment on a daily basis. They enjoy complicated tasks and creative expression, as well as freedom and flexibility and despise micromanagement. The studies by Martin (2005), PwC (2012) and Bogosian and Rousseau (2017) failed to illustrate how millennials’ communication styles influence organizational culture. In a different study, the findings indicated that millennials believe that flexible work arrangements help them be more productive and engaged while also improving their personal well-being, health and happiness (Deloitte, 2016). According to Cafasso (2007), millennials and recruiters communicate in entirely different ways, necessitating a different range of strategies than those employed in recruiting the generation X. Research showed that millennial workers join the workplace with Daystar University Repository Library Archives Copy 7 “different, often broader perspectives about the global marketplace, supervisor- subordinate relationships, cultural diversity, task performance and ways that communication and information technologies can be used to enhance organizational performance and enhance productivity” (Myers & Sadaghiani, 2010). Many millennials disregard organizational hierarchy and converse with top management as though they were peers (Ferri-Reed, 2012). This went to show the impact the millennials are making in the organizations and the society at large. A study conducted in Turkey suggested that forward-thinking organizations have invested heavily to attract, employ, motivate and retain millennials. Although millennials believe that employers and employment might be unreliable, it is ideal for them not to over-commit to the organizations for which they work (Özçelik, 2015). According to Westerman and Yamamura (2007), the diverse attitude of millennials in terms of what they expect from their jobs and employers is prompting businesses to explore whether they need to develop innovative ways to the design and delivery of these policies from a human resource management perspective. Organizational tactics should be fine-tuned to meet the needs of millennials. Millennials only stay at their jobs for an average of two years, compared to seven years for Baby Boomers and five years for generation X (Prokopeak, 2013). Current study indicates that millennials are more likely to leave an organization if they are not provided fresh learning experiences (Reisenwitz & Iyer, 2009). Millennials job-hop with the aim of satisfying their needs, interests, desires and in search of work-life balance. This has made it hard for organizations to retain them longer. According to a study conducted in Indonesia on millennials and leadership, millennials are more likely to believe in teamwork and group action. They also have a proclivity to question regulations and challenge workplace standards (Gursoy et al., Daystar University Repository Library Archives Copy 8 2008). The most inspiring management traits for millennials are diligent, compassionate, motivating, encouraging and understanding (Omilion-Hodges & Sugg, 2019). Omilion-Hodges and Sugg (2019) added that one-on-one, candid, straightforward, mentor-like, cordial, professional and personal communication are favored by millennials in terms of management communication. According to a Forbes survey (Savitz, 2012), communication is the most difficult issue at work for 80% of the firms surveyed. A successful organization’s lifeline and centre is effective communication (Wyatt, 2006). According to research, millennials prefer a workplace culture that encourages communication (Gursoy et al., 2008). Individual communication styles are representative of individuals and understanding them is associated with studying the organizational culture in the workplace (Ibrahim & Ismail, 2007). A study was conducted in South Africa on the effects social media marketing communication has on the millennials’ attitude. Due to modern interactive ICT, millennials today have a range of opportunities to contact, interact and engage (Knoetze, n.d.). The millennial generation is thought to account for a quarter of the population (Statistics SA, 2012). Millennials are an essential end-user segment because their impressions of social media marketing communications are crucial to organizations because they predict future buy habits toward brands (Barenblatt, 2015). South African millennials had the highest levels of awareness and understanding (cognitive reactions), as well as the most favorable If contacted by mobile devices such as cell phones, smartphones, feature phones and tablets, they are more likely to purchase (Knoetze, n.d.). Daystar University Repository Library Archives Copy 9 In a study conducted in Kenya by Karugo (2017), millennials were driven by a desire to find a job which would provide them with comfort, claimed they lacked communication skills compared to prior generations and that they desired faster career advancement. This showed that the millennials are a group of individuals that do not take key interest in how and who they choose to communicate to in the organization they work for. The research also revealed that millennial employees’ computer skills, ability to multitask, collaborate in groups, learn quickly and adopt new ideas, and embrace diversity aided organizations tremendously. Karani’s (2019) study showed that the findings on the precise variables studied had a favorable impact on performance, as demonstrated by the case of UN-Habitat. Trainings and career advancements, awards for excellent performance, job stability, salaries and pay, as well as direction and leadership provided by the leadership, are all key motivator aspects that respondents acknowledged as affecting their performance. Lindsey (2014) argued millennials marked a shift in the workplace from command and control to a more collaborative approach that previous generations have yet to completely grasp. Millennials have a different way of doing things and would like to apply new models and ideas in the workplace, resulting in a paradigm shift. As more millennials enter the workforce, there is significant anticipation and concern about how their predispositions and actions, including their communication orientations and skills, may affect other employees of the business especially those of older boomer and generation X cohorts. Millennials’ ability to develop productive work relationships with the older employees and to improve organizational performances are at the forefront of these concerns (McGuire et al., 2007). Daystar University Repository Library Archives Copy 10 According to empirical studies, many boomers are embracing competitive work environments throughout their careers, and have focused on increasing organizational positions (Gursoy et al., 2008). They are the first hardworking work-force, who had no concept of work-life balance even as teenagers (McGuire et al., 2007). On the contrary, millennial workers are more likely to express an interest in flexible career options because work-life balance is a top goal for them (Carless & Wintle, 2007).The opportunity to participate to and invest in the firm’s success, great training and education, a great employee-supervisor relationship, a demanding work experience, open and honest communication are all aspects that millennials look for in a job (Lynch, 2008) unlike the other generations. According to Joanne and Jan (2009), there is an invasion that has silently taken root in businesses all around the world. As members of one generation labor alongside members of two older generations has created new conflicts. Millennials bring high results and even higher standards to the workplace. As more millennials enter the job, older employees and managers are becoming increasingly perplexed and perplexed as they try to comprehend how the younger generation deals with things. As they collide with current business cultures, their actions, appearance, hair styles and attitudes are being scrutinized (Suleman & Nelson, 2011). The expansion of today’s workforce, which includes workers from four generations with different work ethics and communication styles, poses a challenge to organizational leaders (Johnson & Johnson, 2010). To effectively manage millennials, every leader must be able to communicate with them and provide feedback. Managers must be candidly engaged in dialogue and promoting voice because millennials want to have a voice at work and to know that their voice matter (Bogosian & Rousseau, 2017). Therefore, leaders of organizations must maintain a productive workplace. Daystar University Repository Library Archives Copy 11 Given that most people now spend more waking hours at work than any place, it is critical for business leaders to understand how different communication styles affect the culture of their organizations (Richendollar, 2013). Hershatter and Epstein (2017) opined that the first group of millennials joined the workforce in the summer of 2004. Today’s workforce is undergoing a generational shift, with millennials overtaking generation X and baby boomers as the majority (Putriastuti & Stasi, 2019). By 2025, Winograd and Hais (2014) predicted that millennials will make up 75% of the workforce. For Miller et al. (2013), millennials already make up about half of the workforce and this number is anticipated to rise in the coming years. It has become vital in various businesses to examine and implement their unique qualities into organizational plans so that the organizations can achieve their objectives in a seamless manner. A report by Kenya National Bureau of Statistics [KNBS] (2019) stated that 35.7 million Kenyans are under 35 years (millennials) making up 75.1% of the total population. Additionally, Ravasi and Schultz (2006) defined organizational culture as a set of interconnected ideas that govern what transpires in organizations by specifying proper conduct in various contexts. It is also the trend for new organizational members to be schooled in such system behavior and assumptions as a way of perceiving, even reasoning and emotions. The study used the mixed-methods approach. Burke et al. (2007) described a mixed- method approach is a type of research in which a researcher or a group of researchers integrates aspects of qualitative and quantitative research techniques, use of qualitative and quantitative viewpoints, data collection, analysis, and inference techniques, for the broad purposes of understanding and corroboration. This Daystar University Repository Library Archives Copy 12 technique, according to Creswell and Plano (2011), allows for a larger degree of insight to be formed than if a single approach were applied to individual studies. The focus of this study was Kenya Power and Lighting Company (KPLC). KPLC is an electric utility owned 50.1 percent by the Government of Kenya and 49.9 percent by private sector. The company deals in transmitting, distributing and retailing electricity throughout Kenya. The company has been a monopoly with a history that dates back to 1922 as the East African Power and Lighting Company Limited serving Kenya, Tanzania and Uganda. Preceding the major power area rebuilding exercise in 1997, Kenya Power dealt with all producing stations for the benefit of the government. Kenya Power is the national supply of electricity and it is listed at the Nairobi Stock Exchange. Kenya Power supplies electricity to around 4.3 million customers in Kenya (KPLC, 2016). Kenya Power’s head office is based at Stima Plaza on Kolobot Road, Parklands in Nairobi County. Some major its projects include: Kenya Electricity Modernization Project which is aimed at enhancing the network in readiness for generating over 5,000 MW and upgrading the already existing the power stations. The Last Mile Connectivity Project which is concerned with increasing electricity access in the country. The National Public Lighting Project that deals in providing adequate public lighting in residential and industrial areas, roads and railway. Statement of the Problem Needle (2004) argued that organizational culture exemplifies organizational members’ basic values, principles, and philosophies and it is influenced by factors like history, brand, market, innovation, strategic plan, employee type, style of management and cultural identity. The culture contains the organization’s values, vision, norms, systems, symbols, assumptions, language, beliefs and habits. Ideally, organizational Daystar University Repository Library Archives Copy 13 culture plays a vital role in how individual and groups of employees engage with each other, with the customers and with the organization’s publics. According to Kuchi (2006), a person’s communication style is a way for them to share and exchange information with others about how a company operates. One of the most essential and prevalent trends in organizations is communication style (Harris & Nelson, 2008). One may connect and converse with others through communication (Greenberg & Baron, 2000). As research has evolved, it has been proven that managers’ internal communication with their staff has evolved from being “content” to “behavior” centered (Dasgupta et al., 2013). This is in keeping with Omilion-Hodges et al. (2019) suggestion that managers should adapt their internal communication styles to the situation and the individual they are working with, with the three main communication styles being aggressive, assertive and passive (Dasgupta et al., 2013). The evolving nature of work has been the subject of considerable debate among researchers, the popular press, and organizations. A popular press analysis shows frequent discussion of the evolving workforce dynamics, generational gaps at work, rising levels of income inequality, and technological advances that some argue would radically alter the workplace landscape (Hoffman et al., 2020). Current workplace is drastically changing due to the ever-rising number of millennials joining the workforce incorporating their principles, beliefs and culture into the organization (Huyler et al., n.d.). The organizational culture is slowly being redefined by this generation (Martin, 2005) that believes in working together, work-life balance (Gilbert, 2011) and adjusting expectations of hours and boundaries (Universum Incorporated, 2008). Daystar University Repository Library Archives Copy 14 With their introduction into the workforce, the millennial generation has gotten a lot of attention from academics (Harris-Boundy & Flatt, 2010). While practitioners and academics have noticed that they have different work values than prior generations, there is still a lack of research on millennials (Putriastuti & Stasi, 2019). In Kenya, though there are studies are on millennials, there is little empirical study on the millennials’ communication styles and the influence they have on the already existing organizational culture. In view of this, this study sought to explore how millennials are challenging the traditional work communication relative to their communication styles at Kenya Power and Lighting Company (KPLC). Purpose of the Study The purpose of the study was to explore millennials’ communication style and its influence on organizational culture with a focus on Kenya Power and Lighting Company (KPLC). Objectives of the Study The objectives of this research were: i. To establish preferred communication styles by the millennials at KPLC and how the preferred styles influence the organizational culture ii. To establish the preferred communication styles by the non-millennials at KPLC and how the preferred styles influence the organizational culture iii. To assess the millennial employees’ take on KPLC organizational culture iv. To investigate the opinions of KPLC management on the millennials’ communication styles Daystar University Repository Library Archives Copy 15 Research Questions i. Which are the preferred communication styles by millennials at KPLC? ii. Which are the preferred communication styles by the non-millennials at KPLC? iii. What is the take of the millennial employees on the organizational culture of KPLC? iv. What are the management’s opinions on the millennials’ communication styles at KPLC? Rationale of the Study Millennials are the most recent generation to enter the workforce (Smith & Nichols, 2015). Millennials are believed to have joined the workforce earliest in 2004 (Hershatter & Epstein, 2017). They have come with a different way of doing things especially in communication millennials expect supervisor-supervisee communication to be more frequent, positive and affirming than previous generations of employees (Deloitte, 2009). Myers and Sadaghiani (2010) added that many senior and seasoned organizational members find millennials’ need for positive valence and affirming content communication from supervisors and coworkers challenging. This has in turn influenced the normal running of most organizations and has forced organizations to adapt to the generation’s ways of doing things. Gibson et al. (2010) noted that as younger generations blend with the older ones, managers must understand more about their employees’ job satisfaction and organizational commitment levels. It is also critical for a manager or organization to understand what motivates and satisfies millennials in order to attract and retain them (Guha, 2010). This study, therefore, seeks to explore how millennials’ communication styles are influencing the organizational culture at KPLC and filling in the research gap on the same. Daystar University Repository Library Archives Copy 16 Significance of the Study This study is important since it would help corporates realize the impact millennials have on the organizational cultures that have taken them so long to establish. It would also help them learn to appreciate the place of the generation Y in a fast changing business world. They would also get to know that the future of the corporate culture within organizations rests on them as it is assumed that three quarters of the workforce will be made up of them by 2025. The outcome of this study would help establish the extent to which the millennials have influenced the organizational culture. This would be important to departments such as corporate affairs that deal with identity, branding and credibility of companies and how to protect them from the changes arising from the millennials becoming part of the workforce in the corporate world. To the policy makers, who also include the management of KPLC and other institutions, they would get to know how different the generation Y is from the other generations, how to handle them and how to change the policies and regulations of their institutions to meet the expectations and the desires of the generation Y so that they can serve them better and avoid conflicts at work. The generation Y would get to understand what they bring to the workplace and how that is shaping the organizational culture in the various organizations they are working in. They will also get to know that the future of the workplaces depend solely on them and how they redefine them is what would be used to judge them against the other generations. Being a topic that touches on the corporate communication as a field, it would also benefit from this study. The corporate communicators would get to know the impact Daystar University Repository Library Archives Copy 17 of the generation Y on the organizational culture and this could push more students to study the generation from different perspectives such as internal communication, crisis communication corporate brand, image and reputation amongst other topics. Colleges, Technical and Vocational Centers (TVETs) as well as universities can use this study to help them come up with programs in their institutions that would ensure that they churn out graduates who are ready for the fast-changing corporate world of millennials. Assumptions of the Study The assumptions of the study were: 1. That most KPLC millennial employees will be available to take part in the study and have enough time to respond to the questions 2. That KPLC millennials employees have a different communication style from the other generations 3. That the respondents will give honest and accurate answers Scope of the Study The participants of this study were selected-employees of Kenya Power and Lighting Company (KPLC), Electricity House Division, along Aga Khan Walk in Nairobi County, between the ages of 29 years to 41 years; the age group was decided based on the definition of the millennials. This was decision was informed by the many customers who visit the branch, the number of millennials who work there as well as their availability and accessibility. The managers of two departments were interviewed to shade light on the impact millennials’ communication styles have on their respective departments and KPLC at large. Daystar University Repository Library Archives Copy 18 Limitations and Delimitations of the Study The age-bracket the researcher settled on might not give the desired responses. The bracket could be extended by lowering the youngest age to increase the scope of the study. Honest answers are equivalent to more accurate and reliable conclusions and recommendations. It was the sole duty of the researcher to persuade and guarantee the respondents of confidentiality of their data collected. Definition of Terms Millennials: In this study, millennials were the permanent and pensionable employees at the KPLC at Electricity House branch who are in the age bracket of 29 years to 41 years. For the purpose of this study, the terms millennials and generation Y were used interchangeably. Organizational culture: Donovan (2006) stated that organizational culture is characterized in a group of things such as language, decision making, symbols, stories, legends, and daily work practices. In this study, organizational culture was the traditional beliefs, ideas, principles and the history of KPLC. The terms corporate culture and organizational culture will be used interchangeably. Communication styles: Communication style is described as a collection of speech when one is communicating (Pânişoară et al., 2015). In this study, communication styles were the specific ways millennials at KPLC express themselves and receive feedback. Millennials’ communication: In this study, millennials’ communication is how the millennial employees at KPLC communicate, verbally and non-verbally. Daystar University Repository Library Archives Copy 19 Summary of the Chapter This chapter looked at the background of the study, the objectives of the study in seeking to understand how millennials’ communication styles influence organizational culture of KPLC. The findings of this study would be of significance to the KPLC management and employees, policymakers, institutions of higher learning and any future researches on either of the variables. In the next chapter, the researcher reviewed literature based on the study. Daystar University Repository Library Archives Copy 20 CHAPTER TWO LITERATURE REVIEW Introduction In this chapter, the researcher will review the relevant literature for this study, based on the research questions in chapter one. This chapter examined the relevant literature on research variables and the theoretical framework based on those variables. The conceptual framework was guided by the theoretical framework. The study factors will also be examined empirically in this chapter. The research objectives informed the literature review. We discussed millennials communication in literature and analyze how it applies at KPLC. We will also discuss the aspects of millennials’ communication styles and how they influence organizational culture: values, beliefs, norms and rites of an organization. Reviewed literature was further critiqued to get the research gaps that the research will attempt to address. Thereafter, we looked at the trends of millennials’ communication globally. A conceptual framework was used to show the relationship between the various variables in the study. There is a summary of the literature review at the end of the chapter. Theoretical Framework Theoretical framework is a concept that’s established on an already existing theory in a field of study that’s related to and/or depicts a study’s hypothesis (Adom et al., 2018). Grant and Osanloo (2014) add that the theoretical framework serves as the “roadmap” for the research investigation. It serves as a foundation upon which to construct and support your research, as well as a framework for defining how you will approach the research as a whole from a philosophical, epistemological, methodological, and analytical standpoint. Luhmann (2010) believe that a good Daystar University Repository Library Archives Copy 21 research should be grounded in a theory. This study is guided by co-orientation model. The proponents of the co-orientation model are McLeod and Chaffee (1973). The co- orientation model can be traced back to psychology studies on two people’s mutual orientation to an object. Newcomb (1953) coined the term, defining it as perceived consensus in a system straining toward symmetry. The consistency theories of Heider (1958) and Newcomb (1961) influenced McLeod and Chaffee’s (1973) co-orientation measurement model the most. In the public relations literature, co-orientation was first proposed as a way to assess how two individuals view an issue rather than how they view their relationship (Broom, 1977; Broom & Dozier, 1990; Grunig & Stamm, 1973; McLeod & Chaffee, 1973). Co-orientation happens when two people or more are orientated to each other and to something of mutual interest at the same time. According to the assumption, individuals respond toward each other depending on their perceptions about the other’s ideas and intentions towards a topic of mutual interest (Heath, 2013). The co- orientation model involves at least two individuals, A and B, as well as an “X” (object or person). Each person, A and B, is considered to have a characteristic that is essentially undefined: a set of “orientations” or “cognitions” about the “Xs” in the world that he has encountered and that constitute his social reality. The Xs can be defined along any mental dimension that the researcher chooses, and they can, of course, deal with communication interactions openly (Chaffee & McLeod, 1968; Chaffee et al., 1969). The emphasis placed on the object (X) in the equation was an important addition of McLeod and Chaffee’s (1973) research and the fundamental distinction between their assertions and those of Newcomb (1953). They suggested that X was the relationship Daystar University Repository Library Archives Copy 22 itself, rather than an object. They claimed that it was the discrimination (contrast) between the two individuals’ or groups’ orientations toward X that was most important, rather than the orientation toward X itself. Connelly and Knuth (2002) propose that the aspects to analyze include individuals’ ideas and representations, as well as their perceptions of those concepts and representations, when it comes to a topic of concern. Congruency, accuracy, and agreement were the three characteristics they chose to investigate. The model has three tenets: agreement, congruency and accuracy. Congruency refers to how correct an organization’s impressions of public opinion are, and vice versa (Connelly & Knuth, 2002). Congruency or perceived agreement, symbolizes the extent to which individual A’s own beliefs are similar to A’s perceptions of Individual B’s views. This intrapersonal variable plainly does not take into consideration the other person’s actual viewpoints, but it does serve as the foundation for A’s reactions and method for dealing with them (Heath, 2013). Accuracy refers to how accurate the organization is in anticipating public opinion (Connelly & Knuth, 2002). Accuracy evaluates the degree to which A’s assessment of B’s views is similar to B’s real views. The interpersonal model can be applied to public connections by replacing the “individuals” in the model with an organization and one of its publics (Heath, 2013). Agreement refers to how much agreement exists between the organization and the public (Connelly & Knuth, 2002). The similarity of A’s and B’s views, both salience and pertinence, is measured by interpersonal agreement. The term “salience” refers to a person’s overall assessment of the object of orientation. Pertinence refers to an individual’s object-by-object comparisons based on shared attributes between objects. Daystar University Repository Library Archives Copy 23 To put it another way, an individual’s orientations include both object judgments and definitions. Despite its origins in communicative activities, the co-orientation model has only been adapted to media consumption research in a limited way (Friemel, 2020). Friemel (2020) uses the model to investigate the social interactions around media content abound, demonstrating that media consumption is inextricably related to social life. Clarke (1971) uses the model to investigate adolescent information seeking. He discovered that the perceived attention of relevant others had an impact on music information-seeking behavior. As a result, the study focused on the impact of BX’s perception on A rather than the influence of BX itself. This adaption of the co-orientation model was dubbed the interpersonal perception model (Chaffee, 1973), while Pearce and Stamm (1973) use it to investigate students’ reading preferences. The distinction between a person’s evaluation and other people's perceptions of their evaluation adds another layer of complexity to the concept, limiting empirical inquiry. As a result, research focused on either the perceived evaluation of media contents (Clarke, 1971) or the effective evaluation of media contents. The co-orientation model has been applied to other fields such as journalism (Jones, 1993), interpersonal communication (O’Keefe, 1973; Purnine & Carey, 1999), political science (Hesse, 1976), employee communications (Jo & Shim, 2005), and environmental policy (Connelly & Knuth, 2002), but it is usually limited to assessments of one-sided perceptions of the relationship or to evaluate a common issue for both parties. This model has been used in public relations to some extent, but it ideally ignores the organizational perspective, with a focus on issue or attitude assessment (Bowes & Stamm, 1975; Broom, 1977; Broom & Dozier, 1990; Cameron & McCollum, 1993; Grunig, 1972; Stamm & Bowes, 1972; Stegall & Sanders, 1986), Daystar University Repository Library Archives Copy 24 or omits the meta-perspectives (Bowes & Stamm, 1972; Hon & Brunner, 2002; Stamm & Stamm, 1972). Only two of the forty studies examined the interaction from a co-orientation perspective, according to a content analysis of research on organization-public ties conducted between 2000 and 2011. Wisconsin state senators and their constituents were the subject of one of the first studies to apply the co-orientation theory and model (Hesse, 1976). The two groups were found to have a high level of agreement in this study. Waters (2007) looks at the interaction between non-profits and contributors and discovered that there were discrepancies in congruency and accuracy between them. A research by Avery et al. (2010) looks at how public relations practitioners and journalists used social media and found only minor differences in congruency, accuracy, and agreement. In contrast, Veric et al. (2005) discovered significant disparities in congruency, accuracy, and agreement in their 2005 research of the relationship between Slovenia and Croatia. This model is important to the study since it discusses the opinions and perception of the different generation employees at KPLC have towards an object, that is, the organizational culture at KPLC. Further, this theory will be useful in helping understand how millennials and non-millennial employees at KPLC work together, what the perception of KPLC management and non-millennials on millennials’ communication styles at the organization and how similar and accurate the perceptions of the various generations working at KPLC are. Daystar University Repository Library Archives Copy 25 General Literature Review Perceptions of Millennials Perception, according to Perreault and McCarthy (2005), is the process by which humans gather and understand information from the environment around them. Since we are constantly gathering and interpreting information from our surroundings, it is correct to state that perception is a process rather than an action. Hawkins et al. (2004) argue that exposure, attention and interpretation are the three components of perception. This description of perception attempts to condense it into a three-step process, each of which involves purposeful action. The millennial generation grew up during a period when new technologies were transforming the way people communicated, worked and shared information (Mulyana et al., 2019). Millennials grew up during the Great Recession, and the economic hardships caused by the recession influenced their attitudes and values made it difficult for them to find work and make a living. This has forced them to stay in school, and postponed a number of life milestones such as working life and marriage. Millennials have established itself as a generation that collaborates well with others, particularly their seniors (Pew Research Center, 2010). They are largely defined by the forces that have shaped them and their forefathers’ parents, such as the number of women participating in manpower and the rapid advancements in technology (Lancaster & Stillman, 2009). Generation Y has been reported to be more egoistic about themselves as a result of the widespread use of social networking platforms such as Facebook and Twitter, which has led to optimistic self-views and self-improvement (Barker, 2012). As a result, their ego has been on the rise and they have been reported to be more egoistic about themselves (Campbell, 2012). After observing their overworked parents, generation Y may be Daystar University Repository Library Archives Copy 26 attempting to adjust the needs of hours and boundaries (Universum Incorporated, 2008). The judgment on millennials who are now entering the workforce is still pending. Despite the fact that their predecessors aspired to higher salary, more flexible working conditions and greater financial security millennials would prefer more (Jennings, 2000). This generation is believed to be the first to be born into a wired environment and they are “connected” 24 hours a day, seven days a week. They have seen their elders dissolve groups and are suspicious of them. They are free to say whatever they want. They will be the first generation since the 1960s to have a strong desire to work and be socially active (Ryan, 2000). Millennials have risen and stunned the workforce; they are highly skilled and high standards. They value their professions and have a strong sense of who they really are and what they do in the workplace (Marston, 2009). They will take over the workplace as the baby boomers retire (Kaifi et al., 2012), and they want a say in how they do their jobs. They are collaborative (Alch, 2008), and they work well within an ever-growing empowered workforce if there are enough hurdles and benefits to keep them interested (Martin, 2005). Pink (2009) define generation Y as “the young people who have recently started working and are changing the center of gravity of firms by their presence”, while Hulett (2006) view them as “an ambitious cohort of people with tremendous aspirations for success”. Generation Y, according to Hewlett (2009), are individuals who do not want uncompetitive job positions that follow a predetermined sequence; instead, they want long-life adventures, an evolving journey searching for meaning and overcoming difficult obstacles while still being stimulated by continuous improvement. Daystar University Repository Library Archives Copy 27 Generation Y values flexibility in the workplace and in their personal lives. They believe they can do more with less; thus they believe they are entitled to work less hours while still doing challenging work. The lesser hours of work should not necessarily translate to lesser pay (Lloyd, 2009). Besides that, they claim that their knowledge of technology allows them to work more efficiently. In essence, they should be fired for what they see to be a waste of time, non-essential face-to-face interactions that occur in a more structured office environment (Erickson, 2008). Generation Y struggles to achieve an adequate work-life balance due to their demand for flexible working conditions just like generation X before them. In comparison to previous generations, generation Y values family relationships over employment, which is why they want to be able to work from home (BSG Concours, 2007). Cell devices, telecommuting and internet access are just a few examples of today’s technologies that can help meet this need (Brown et al., n.d.). Organizational Culture The importance of organizational culture in unifying multiple firm cultures within the organizational group structure cannot be overstated (Kenny, 2012). Organizational culture is defined as the members’ shared core assumptions, attitudes and beliefs (Martinez-Caas & Ruiz-Palomino, 2014). Organizational culture has also been described as the way managers and employees tackle challenges in the workplace (Schneider et al., 2013). Organizational culture refers to a set of values, beliefs and behavior patterns that distinguish one company from another (Ortega-Parra & Sastre-Castillo, 2013). Organizational cultures, according to King (2012), are a set of values that guides people’s choices and decisions in the workplace in an unconscious and silent manner. Daystar University Repository Library Archives Copy 28 Because both phrases refer to the same underlying phenomenon; managers use organizational and corporate culture interchangeably (Childress, 2013). Organizational cultures are primarily reflective of their leaders, despite the fact that many elements influence culture. Culture is shaped through leaders’ strategies, practices, values, leadership style and example (Steers & Shim, 2013). Many facets of an organization’s culture are influenced by it, including decision-making processes, employee interaction, organizational functioning and employees’ ability to cope with difficult conditions. It also shown to be a creative informational relationship, which can lead to innovation, better business outcomes and competitiveness sustainability (Graham & Nafunko, 2007; Lopez et al., 2006). The fundamental quality that separates successful firms is organizational culture (Cameron & Quinn, 2006), and when an organization has a strong culture, its performance improves (Denison, 1990; Kirkman et al., 2016; Oberföll et al., 2018; Schein, 1988). An organization’s culture, which encompasses creativity, teamwork, market response and customer happiness, is vital to preserving its competitive edge (Nazariana et al., 2017). Because firm culture covers values of the company, rules and conduct with customer base, corporate partners, suppliers and stakeholders, employees are aware of their organization’s principles and standards of conduct during their company operations (Nadanyiova & Durana, 2019). In order to coordinate staff activities and increase employee involvement in corporate decision-making, management teams encourage better communication in an effective organizational culture (Givens, 2012). Organizational culture is formed by the interactions of its members. No effective corporate culture can develop without a collection of individuals, shared assumptions and effective communication (Schein, 2010; Sok et al., 2014). Daystar University Repository Library Archives Copy 29 Employees acquire behaviors based on the firm’s symbols, idols and rituals such as increases in worker productivity and pleasure, to create organizational culture (Rossi et al., 2016). As a consequence, organizational culture arises from an organization’s members’ consistent behavior (De Mooij & Hofstede, 2011). A good company culture is built on a foundation of positive and optimistic values. Members of a strong culture follow the company’s values (Flamholtz & Randle, 2011). Employees who work in a supportive organizational culture are committed to the aims and values of the organization (Flamholtz & Randle, 2012). Flamholtz and Randle (2012) and O’Reilly et al. (2014) argue that literature on organizational culture includes information on how corporate managers use effective organizational culture to improve performance and productivity. A strong organizational culture, according to executives, is a competitive advantage, whereas a poor culture is a problem (Flamholtz & Randle, 2011). According to Eaton and Kilby (2015), business managers use organizational culture to regulate and modify the working environment across the company. Corporate executives use organizational culture to distinguish their company different from the competition (Weber & Tarba, 2012). Although Apple Inc, IBM, and Hewlett-Packard Corporation (HP) all use the same technology and operate in the same operating context, but their corporate cultures are vastly different (Schein, 2010). IBM places a strong emphasis on long-term thinking and highly motivated employees (Flamholtz & Randle, 2011; Kotter & Heskett, 1992). Apple is known for its simple, sleek and creative products (Toma & Marinescu, 2013). HP places a strong value on flexibility and creativity (Childress, 2013). Daystar University Repository Library Archives Copy 30 An effective organizational culture is formed by individuals who share the organization's values and ideas (Schein, 2010). Eaton and Kilby (2015) go on to say that a strong corporate culture is essential for attracting and keeping top personnel. Members of the organization create an efficient organizational culture to enhance teamwork and information exchange (Wiewiora et al., 2014). Organizational Culture and Millennials Workers used to have to work very long hours to earn their money and their concentration was mass manufacturing. Now, times have changed and the workforce requires more flexibility as well as more ‘autonomy’ and less of a long chain of command. This shift is progressively gaining traction among generation Y workers, and it entails a shift in company culture. They are doing so, according to Alexander and Sysko (2012), because they are entering the workforce in large numbers. According to Geert-Hofstede.com (2015), organizational culture has become as important as any country’s culture in organizations. Organizational culture is the quantifiable personality that emerges within any organization, and it is described by four filters: a. every culture is different, and there is no one-size-fits-all solution; b. culture provides a clear framework for identifying the best candidates; c. culture is dynamic, and it changes every day; and d. some businesses can make their internal culture reflect their exterior image and identity. These four components of organizational culture mirror the workers experience and it is at times used to ascertain the organization’s future, on setbacks and wins (Weiner, 2018). Employees shape the organization’s culture. Their age composition, on the other hand, is diverse, with individuals of different generations interacting. Every generation adds something new to the table, both positive and negative (Urbanovičová Daystar University Repository Library Archives Copy 31 et al., 2019). Millennials are upending certain long-held workplace cultures, and leaders must be willing to adapt (Bogosian & Rousseau, 2017). Smith and Turner (2015) study on millennials suggests that this generation wants to work in an environment that values voice, work-life balance and flexibility, develops leadership abilities, provides mentorship assistance and exhibits basic values that are similar to their own. Hanna (2015) claim in a study that as the so-called “entitled” generation enters the workforce, companies are gradually recognizing that generation Y is not the same as Baby Boomers. They do not want to work for 40 hours a week in office cubicles that do not provide their basic necessities. The society that it supports faces a tremendous transition as the labor force changes substantially. According to Pyoria et al. (2017), generation Y is better prepared than older workers to move into a variety of occupations. They want to shape and transform their current society, traditions, and government, as well as pursue a socially relevant vocation (Twenge et al., 2010). Generation Y, according to Kaifi et al. (2012), likes an organizational culture with less regulations and laws. They believe that because they have a high level of trust and they need less control to steer their judgments. That, according to Smith and Nichols (2015), this is why generation Y prefers a flexible work environment. Furthermore, generation Y feels obligated to corporate benefits, which leads them to believe there is a disconnect between value/expectations and the advantages provided by the organization (Eric & Michael, 2009). They see themselves as superior to others because of their skills and talents and they rate themselves higher on performance. They also consider themselves as tremendously crucial people with high aspirations and a strong desire to be admired and followed (Jean & Stacy, 2008). Daystar University Repository Library Archives Copy 32 Millennials, by all accounts, are unlike previous generations (Brack, 2012). Millennials, a divisive age that is both lauded and reviled, are committed to transforming workspaces to satisfy their wants (Alsop, 2008). This generation appears to have a completely different set of values than previous generations (Allen, 2008). The generational ideas of generation Y differed from those of their forefathers. This generation has presented leaders with a difficulty in identifying and adjusting workplace norms to corporate policies. Working for a purpose, becoming their own bosses or working for a mentor boss, working in a collaborative context, flexible work routines, work-life synergy, and work-life balance are the five things they want from their workplace (Bresman, 2015). They expect rapid progress, a diverse and interesting career, and regular communication from one another. To put it another way, generation Y wants a management structure and organizational culture that is unlike anything else done before, particularly, one that is personalized to their needs and demands (Eric et al., 2008). Millennials have also chosen to transform the organizational culture since the organization’s leadership promotes and ‘cheers’ them on because they are considered as the organization’s future workforce. According to Huyler et al. (2015), organizations that embrace generation Y as an intrinsic part of their transformation are more equipped for tomorrow’s success. They are beneficial to any organization that is contemplating change. Generation Y is adamant about changing the organizational culture to one that benefits them. They want a workplace culture that provides for flexibility, work-life balance, and the freedom to express their actual sentiments and thoughts about a topic or idea. Daystar University Repository Library Archives Copy 33 Organizational Culture and Communication Robbins and Judge (2009) clearly define communication as a relationship or interaction between superiors and subordinates (downward communication), or between subordinates and superiors (upward communication), or among co-workers (horizontal communication) and/or communication across channels to achieve organizational or individual goals. It is also recognized as a critical managerial function because an organization cannot run without communication between levels, departments, and employees (Okenimpkpe, 2010). One of the most important soft skills in today’s workplace is communication (Robles, 2012). (Muharto, 2014) state that instructions, reports, inquiries and petitions are examples of organizational communication. Several researchers have discovered that communication has an impact on employee attitudes and behavior (Thomas, 2009). The values and conventions about technology and change influence organizational culture. Empathy, defined as the ability to recognize another person’s emotions, is required for knowledge transfer (Liu et al., 2009). Culture provides “cognitive structures” that enable organizational members orient themselves to organizational interactions and technical advancement through myths, sagas, and organizational stories (Daft & Weick, 1984). Quinn and Rohrbaugh (1983) conflicting values typology of organizational culture is based on two dimensions of implicit beliefs and human information processing in terms of randomness vs. consistency, as well as external vs. internal elements. Communication is widely acknowledged as being critical to organizational success (Choo, 2013; Smith & Mounter, 2008; Tompkins & Wanca-Thibault, 2001). It is difficult to develop effective answers to organizational difficulties if communication inside the organization is weak. No matter how the organization’s goals and Daystar University Repository Library Archives Copy 34 objectives are stated, if communication is strong, the chances of efficient organizational performance are increased (Downs et al., 1988). Cultures, defined as patterns of values, beliefs, rituals and symbols in organizations that impact human behavior as well as the observable climates within cultures have been identified to facilitate communication (Ruppel & Harrington, 2000). Communication, on the other hand, has been highlighted as having an impact on organizational culture. Bordow and More (1991) and McKenna (2006) suggest three approaches to managing corporate culture through communication: agenda setting, network building and dissemination. Communication, therefore, can strengthen organizational culture and vice versa. Preferred Communication Styles by Millennials Communication is the means by which people get work done and different styles of communication are used in different situations (Agarwal & Gupta, 2018). Communication styles are reflective of individuals and understanding them is associated with knowing the organizational culture in the workplace (Ibrahim & Ismail, 2007). Knowing one’s communication style not only aids in understanding oneself, but also in determining what type of profession and organization one would be best suited for (Sekiguchi, 2004). Today’s workplaces are made up of a dynamic mix of generations, with millennials accounting for the majority of the workforce (Agarwal & Gupta, 2018). Myers and Sadaghiani (2010) add that as more millennials enter the workforce, there is considerable debate and even concern about how their predispositions and behaviors, including their communication orientations and skills, will impact other members of the organization especially those of older boomer and generation X cohorts. Daystar University Repository Library Archives Copy 35 Millennials preference when it comes to communication has a significant role on how the different generations interact and relate. For instance, millennials desire personal relationships with their supervisors as well as frequent communication (Society for Human Resource Management [SHRM], 2009). Second, they demand open communication from their bosses and managers, particularly on topics that have historically been reserved for more senior employees (Gursoy et al., 2008; Martin, 2005; Remo, 2006; SHRM, 2009). Third, millennials also want to work in groups, partially because group work is more pleasurable, and partly because they prefer not to take chances on their own (Alsop, 2008; Gursoy et al., 2008). Myers and Sadaghiani (2010) believe increased organizational transparency may also provide additional and critical options for millennial employees and supervisors to speak openly and address difficulties. Improved engagement may result in tighter working relationships between supervisors and employees, which could be important for millennials’ long-term retention. Preferred Communication Styles by non-millennials Human existence is impossible without communication. The way humans communicate with one another has evolved over time. People used to communicate by speaking to one another or writing letters. Computer-mediated communication (CMC), on the other hand, has changed people’s communication even further. Although all technologies are ideally constructed with social interactions and connection in mind, different generations communicate using different technologies, and they are not necessarily appreciative of forms of communication that are different from what they are used to. This is especially true when it comes to communication between millennials and baby boomers, because millennials are the first digital generation, whereas baby boomers prefer to converse in person (Venter, 2017). Daystar University Repository Library Archives Copy 36 The baby boomer generation is made up of individuals who were born between 1946 and 1964. This generation encompasses a long period of time, and the experiences of those within it are diverse. When baby boomers were born, the telephones and televisions were the most important technological innovations in most households (Walmsley, 2011). Prensky (2001) describe this generation as “digital immigrants” since “digital” is their second language, which they must learn in order to connect with “digital natives”; albeit some struggle to adjust to this new environment and maintain their “digital immigrant accent”. They will, for example, print out e-mails and papers to be altered; instead of utilizing the internet to learn new software hands- on, they will study the manual; and instead of sending people the URL, they will invite them into their offices to show them an intriguing website. Face-to-face communication, telephone calls and e-mail are the primary modes of communication for baby boomers. In more formal contexts, such as at work, they will rarely utilize blogs, wikis, social networking sites, texting, or instant messaging (Heng & Yazdanifard, 2013). They rely on face-to-face communication, where non-verbal cues and body language are crucial (Walmsley, 2011). Slowly, they are starting to use other digital and social media (Turnbull, 2010), though a good number of the older generation are still not comfortable using CMC. Veterans also known as matures or traditionalists are considered as “silent generation” in some contexts. They were born between 1928 and 1945. Many members of this cohort grew up during World War II and were impacted by the demands for sacrifice and service to their country at the time (Scheef & Thielfoldt, 2008). More formal communication tactics such as a typed memo delivered to their desk or a face-to-face office meeting, are well received by this generation. They don’t need constant and Daystar University Repository Library Archives Copy 37 enthusiastic comments and compliments on their job. They get a sense of accomplishment from a task well done (Pitt-Catsouphes & Matz-Costa, 2009). Generation X members were born between 1965 and 1979. Changes in various social change (civil rights, feminism), the introduction of more televisions (multiple sets) in more homes, computerized games and access to more technology as well as major political changes, such as the fall of the Soviet Union and the virtual dominance of American economic power, characterized this period (Bennis & Thomas, 2002). Generation X members respond strongly to open and honest communication (Raines, 1997; Sheef & Thielfoldt, n.d.). Face-to-face, telephonic or virtual conversations can be used since they have a more informal communication style and a requirement for framework. The communication style will be appropriate as long as the structure and sincerity exist. Generation X members look for direct and immediate feedback (Sheef & Thielfoldt, n.d.). Non-Millennials perceptions towards Millennials According to Stuart et al. (2008), some workers from previous generations regard generation Y as egocentric and unwilling to adjust to the workplace culture. Baby boomers value experience, resilience, and willingness to work overtime (Gilbert, 2011), while generation X members value stability (Levenson, 2010), and generation Y members seek meaning in their careers (Schullery, 2013), and they care about authenticity and meaningfulness when forming relationships (Goldgehn, 2004). Employee engagement is critical for a firm that wants to attract and retain generation Y customers (Schullery, 2013). The necessity to connect with boomers and generation X is one of generation Y’s challenges once they enter the job (Ballenstedt & Rosenberg, 2008). Daystar University Repository Library Archives Copy 38 As the younger generation rises to top management positions, there appears to be increased miscommunication between coworkers and their superiors, resulting in generational disputes (Suleiman et al., 2011). Intergenerational rivalry threatens to cause organizational upheaval (Eric & Karl, 2008). In today’s workplace, conflict is an issue for many managers, especially with the entrance of generation Y (Jacobson, 2007). This is caused by variations in attitudes, beliefs, goals and personalities, and conflicts are likely to occur between individuals or peers resulting in opposing behaviors and desires (Suleiman et al., 2011). Empirical Literature Review This section will discuss various studies that have been conducted on millennials in the workforce. In quantitative study conducted by Appel-Meulenbroek et al. (2019), the researchers aimed at creating an evidence-based discussion for Corporate Real Estate Managers (CREM) on how to uphold and support specific needs and desires of millennials at the workplace. Three vital workplace needs were pointed out: interactions with fellow colleagues, growth opportunity and work-life balance. A survey of 302 Dutch workers from 3 different generations was used to collect data which were analyzed using ANOVA analysis and bivariate correlation. The study finds that CREM deems it very hard to create working environments that support the needs and desire of millennials to attract and retain them as employees. Since millennials are a very sociable generation, accessibility of colleague came out as a very vital physical work place factor for supporting their needs. The study also suggests that millennials prefer organizations that pump tangible resources in their future and create opportunities that allow them to use their skills and talent. This might play a huge role when it comes to job hopping. Third finding suggests that millennials enjoy work environments that flexible. Therefore, organizations are Daystar University Repository Library Archives Copy 39 slowly embracing activity based working in order to accommodate the needs of millennials as well as helping achieve the objectives of the organization. There is need to have a qualitative research on the same research topic in order to bring out why millennials consider the three needs are vital at the workplace. Another study conducted by Dass et al. (2021) sought to understand some opinions on generation Y’s attitudes and behaviors from both their own perspective and that of the older generation who is mostly responsible for their upbringing. In the study, the researchers got responses from 100 participants. The findings points at the stark difference in the way millennials rated themselves compared to the way the older generation rated them. According to this study, the adults who raised and shaped the character of millennials appear to be less impressed by their children’s mannerisms than the millennials themselves. Dass et al. (2021) adds that there is need for the millennials to learn some mannerism so that they can easily interact with the older generation they interact with in their day to day lives. In quantitative study carried out by Braciníková and Matušínská (2020), whose main aim was to describe Czech millennials in connection to their brand perception, the primary data was collected using a questionnaire. The respondents were asked about their thoughts and beliefs on a variety of topics, including attitudes toward brands, life values, willingness to spend, making decisions, searching for and purchasing things, stability preferences, and having fun. Despite the fact that millennials are believed to be a cohort with similar behaviors and attitudes, the study brings out the different consumer categories amongst the millennials. Of course, selecting the appropriate mode of communication entails not only gathering detailed customer information, but also continuing to process it (Braciníková & Matušínská, 2020). The study suggests that despite the fact that Daystar University Repository Library Archives Copy 40 millennials have been discussed widely in literature, they are yet to be understood. In future study, there is need to focus on the psychographic and behavioral factors that determine the differences among the millennials and their brand perceptions. Murale et al. (2016) in a qualitative study sought to understand the characteristics and expectations of the millennials which is looked as the biggest challenge today’s organizations management. In the study, in-depth interviews were conducted on executives of a leading business consulting organization which has its outlets in Mumbai Bangalore and New Delhi to better understand the work expectations of the millennials. Murale et al. (2016) add that study is also important because a multi- generational workforce has an impact on two aspects of human resources policy and career development: retention and motivation. The study goes further and argues that millennials are a very distinct generations that have influenced the work ethics, relationships and how organizations managements run their respective organizations. The study points out that millennials want to be provided with career growth opportunities, be mentored and taught new skills, accessible management from all levels of the organization, work-life balance, some degree of autonomy, feedback from their supervisors and peers, appreciated and recognized for the effort they put to better the organizations they work for, and they love to job hop in search of organizations that will fit their attitude, needs and desires of an ideal workplace. Therefore, millennials want some degree of autonomy and flexibility at work and a clear picture regarding the everyday running of the organizations. The study confirms that millennials have a great impact in the corporate world and how businesses are being ran. This will ensure that organizations retain the millennial employees and satisfy their needs and desires, lest they lose them. Daystar University Repository Library Archives Copy 41 Queiri et al. (2016) analyzed the generation-Y employees’ turnover. The study focused on the reasons behind the increased turn-over stemming as a work related behavior of the millennials working in Malaysia. Queiri et al. (2016) argue that with the greater acceptance of generational differences at work, generation-Y employees are beginning to emerge, bringing with them fundamental shifts in their work attitudes. The study suggests that millennials may choose to quit their job due to lack of preferred extrinsic rewards at work. Secondly, the study acknowledges that millennials are regarded as a group that is interested in more than just making money or getting payback. In certain ways, the workforce of millennials aspires to do meaningful work that is demanding, fascinating, and inwardly stimulating. Millennials are also said to be drawn to a company’s beliefs and purposes, preferring to join and stay in companies that provide meaning to their job over companies that only offer money. The high regard that millennials have for themselves and their abilities has contributed to this. The study confirms that praise and acknowledgment for good work are highly valued by the millennials in the workplace. A mismatch in status-related job values is plaguing the millennials. Their decision to leave has been influenced by this mismatch. The study also reports that millennial employees prefer work places that have flexible schedules. Therefore, if millennial employees’ aspects of freedom work principles and values are unmet, it will be a big trigger in the willingness to leave the organization. Millennial employees are equally thought to embrace “group thinking”. If such as not realized, it may be the cause for a millennial to quit work. Naim and Lenka (2017) investigated the impact of mentoring as a way of retaining the millennial employees working in Indian IT industry, a challenge that is facing most organizations globally. Mediating roles of perceived organizational support and Daystar University Repository Library Archives Copy 42 affective commitment were also investigated in the study. The data was collected from 314 millennials employees in the IT industry at Delhi in NCR, India. According to the study, the overall direct association between mentoring and millennial employees’ intention to stay implies that mentors have a significant impact on their decision to stay. This is most likely due to mentors’ ongoing emotional support, guidance, counseling, visibility, security, and personal and professional growth possibilities, all of which elicit a desire for millennials to continue working in one organization for long. The study’s findings are in consistent with other empirical studies on the same topic conducted on 109 IT employees in America. Psychological mentoring has proven to have positive impact on the commitment, job satisfaction and engagement of millennial employees. This in turn reduces the intention of the cohort to job-hop. Millennial expect to be mentored at work; it is assumed that that grows the emotional bond amongst themselves and colleagues from the other generations. They expect the management to cultivate a culture of dialogue, open-communication, interact socially, fair application of the HR policies in terms of promotion, compensation and recognition and knowledge to help boost the perceived organizational support in the organization as a way of enhancing the millennial employees’ commitment. Ameen and Hameed (2018) conducted a quantitative study on the retention of millennial employees in Malaysia. 250 questionnaires were distributed to selected business firms in Malaysia. They argued that millennials are the most problematic cohort when it comes to work retention. The study investigates millennial employees’ retention in relation to compensation packages, working conditions, constant feedbacks as well as the growth opportunities given by the organization. The study’s findings show that holding all the other factors constant, working conditions has a Daystar University Repository Library Archives Copy 43 positive and great impact on the retention of millennial employees. Secondly, the study shows that the compensation packages did not have an impact on the retention of millennial employee. Martin (2005) argues that millennial employees tend to stay with one employer for long due to the remuneration, salaries and other benefits attached to the role they play in the organization. The findings further suggest that the growth opportunities are also one factor that would help retain millennial employees at an organization. Millennials prefer workplaces that promote their personal and career lives. Therefore, organizations that offer mentoring programs to its employees are likely to have a high turn-over. The study also shows that millennials employees appreciate quick and constant feedbacks from their managers and their colleagues. Therefore, the organizations should ensure that there is culture where the employees are free to share their concerns and feedback to the management. Such culture will create healthy working conditions and probably improve the employee retention since it will help the management collect suggestions and better the working conditions of the millennial employees. Ng et al. (2010) conducted a study on millennials work expectations and priorities as well as the different demographic factors amongst the different cohorts at the workplace. A national survey was carried out on undergraduate millennial students from all over Canada. The results from the survey indicated that millennials live up to all the stereotypes and hype that they project and that they respect their career related goals, realistic expectations as well as their priorities. Final year millennial university students in Canada tend to have lower salary expectations than the other students. The stu