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The Effects of the Manager's Behavior on the Retention of High Potential Employees for Different Generations

THE EFFECTS OF THE MANAGER’S BEHAVIOR ON THE RETENTION OF HIGH POTENTIAL EMPLOYEES FOR DIFFERENT GENERATIONS Kimberlee J. Rhule Doctor of Education; December 2004 Duquesne University Chair: Dr. James E. Henderson The purpose of this study was to identify the behavior of the manager that affects the retention of high potential individuals within an organization. Research suggests that the reason why employees leave organizations is their manager. A high potential is defined as an individual who exhibits the capabilities of developing into a future leader of the organization. The study also investigated high potentials’ perception as to how effectively their expectations of those managerial behaviors are being met. Managerial behavior is defined as the manner or conduct displayed toward employees by the manager. High potential individuals who participated in the study were identified as belonging to one of the two generational categories: Baby Boomers (born between 1943 and 1960) and Generation X (born between1961 and 1989) to determine if there were any generational differences within the high potentials and these managerial behaviors. Results of the study indicated that high potentials of the two generational categories are more alike than different. The results also indicate that there are four managerial behaviors that affect the intention of high potential individuals to remain with the organization. They are: utilizing their talents and strengths, providing challenging job assignments, providing opportunities to contribute and make a difference, and allocating appropriate salary increases based on their job performance. When managers develop and utilize these key behaviors with high potential individuals, they increase the overall likelihood for the high potential to remain with the organization. THE EFFECTS OF THE MANAGER’S BEHAVIOR ON THE RETENTION OF HIGH POTENTIAL EMPLOYEES FROM DIFFERENT GENERATIONS