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Demographic data indicate that the Millennial generation (those born between 1982 and the early 2000s) are entering the workforce and will become an increasingly significant component of the workforce in the near future. The Millennial generation appears to have significant differences in values, attitudes and expectations regarding work than prior generations.

The authors reviewed the literature on the “Millennial” generation (those born between 1982 and the early 2000s) and the research on giving negative feedback to identify issues that are significant with respect to the manner in which managers give negative information to this new generation of workers.

To be effective, negative feedback to Millennials needs to be consistent and ongoing. The feedback must be perceived by Millennials as benefitting them now or in the future. Managers must be assertive enough to make sure the employee understands the concerns, but sensitive to the fact that many Millennials have difficulty accepting such feedback.

These findings offer suggestions for future research that needs to explicitly examine the differences in the new generation of workers and how these persons respond to current managerial practices.

Millennials are now entering the workforce in significant numbers. Managers will find increasing opportunities to address the organizational and individual needs of these workers. Managers must learn how to effectively direct and motivate this generation of workers, including how to provide constructive negative feedback.

Demographic data indicate that the so-called “Baby Boom” generation will be leaving the workforce in large numbers over the next few years, and will be replaced by the Millennial generation.

To date, there has been little attempt by management researchers to address the organizational implications of the generational shift that is occurring. We seek to draw attention to one specific area of management practice – delivering negative feedback – and explore how the knowledge may be changing as a new generation of workers enter the workplace.

The purpose of this paper is to examine the role of organization leaders, particularly top managers, in building support for and developing behaviors that are consistent with values‐based management, by providing an empirical assessment of the effect of an organization's senior leadership on the values‐based management process.

As part of a program of organization development, a values‐based management approach was implemented in a large manufacturing organization. As part of the process, a system of measuring and evaluating values‐based behaviors was developed. The senior leaders of two groups of the organization were assessed in terms of their values behaviors, and their direct reports were likewise evaluated by the organization using a 360° process.

The results indicated that the leader's values behaviors were significantly related to the values behaviors of subordinates. Subordinates of leaders who strongly demonstrated values‐based management behaviors were more likely to exhibit the same behaviors.

The value of these findings lies in the suggestion that the role of organization leaders, and specifically the behaviors demonstrated by leaders, are important in determining the outcomes of values‐based management techniques. Subordinates may take cues from their leaders and model their values‐based behaviors after those of the organization's leadership.

The purpose of this paper is to develop a conceptual linkage between life‐work balance and emotional intelligence (EI).

Based on a review of the literature, it is suggested that life experiences contribute to the development of EI, which then moderates the individual's life‐work balance. The effect of emotions in an individual's personal life environment is of primary importance in the development of EI, which influences the work environment. The effects of work experience on one's personal life are influenced significantly by the level of emotional intelligence.

The level of EI is viewed as central to developing an individual's life‐work balance, and the primary effect of one's personal life suggests that it is more appropriate to view work as a component of overall life satisfaction; hence the use of the term “life‐work balance”.

The paper is a theoretical development of a model that emphasizes the role of emotional intelligence in life‐work balance; as such, there is a need for empirical research to examine the propositions generated by this analysis.

Managers should seek to develop emotional intelligence in the work setting to improve employees' abilities to manage life‐work balance.

This paper extends current research on EI and life‐work balance by conceptually integrating these two concepts and provides a framework for future research and investigation.

The purpose of this paper is to find out the most influential journals, articles, authors and the subject areas where Miles and Snow typology is used. The study identifies the opportunities for future research as well.

Review is based on 196 journal articles selected through a systematic and rigorous search process from the four databases: ProQuest, Business Source Complete, Willy and Science Direct. Total Citation, threshold citations, fractional citation and citation per year techniques are used for analyses.

Strategic Management Journal (SMJ), Academy of Management Journal (AMJ) and Journal of Marketing (JOM) are the most influential Journals. The most influential and prolific articles on the subject are from Hambrick (1983), Conant et al. (1990), Doty et al. (1993), Sabherwal et al. (2001), Desarbo et al. (2005) and Fiss (2011). Management, strategic management and marketing are the most studied subject areas.

Although there have been many reviews of the literature on this typology, the systematic review on Miles and Snow typology to find out the most influential journals, authors, articles and subject area has not been done before.

The purpose of this paper is to investigate the relationship between leader-member exchange (LMX), job satisfaction (JS), life satisfaction (LS), and psychological capital (PC) for employee relation management.

A total of 319 valid questionnaires were received from employees of financial and electronics manufacturing industries in Taiwan, and they were then analyzed using a structuring equation model with SPSS 12.0 and LISREL 8.8.

Good LMX increases psychological capital. Psychological capital enhances both JS and LS, and psychological capital serves as a full mediator for both JS and LS. A moderating effect of industrial characteristics is found between LMX and LS and between psychological capital and LS.

The findings suggest that managers need to focus on leadership style in order to develop employees’ life and JS through building psychological capital.

This study not only obtained further support for predictions derived from the LMX theory but was also a more extensive analysis of the meaningful relationships between job and LS with a mediating effect of psychological capital on employee relation management.