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The purpose of this paper is to examine some perceptions of Millennials concerning what makes work motivating, and discuss their implications for human resource management (HRM) practices.

Empirical data were collected via Facebook using the method of empathy-based stories (MEBS). The theoretical framework is grounded in the literature on motivation.

The full-time working Millennials wrote more about intrinsic motivators than extrinsic ones. Additionally, there were several dichotomies of positive and negative factors causing motivation/demotivation. Thus, the results contradict to some extent with the ones of Herzberg's. The stories revealed that the most important things having an effect on motivation were an interesting, varying and flexible job and good relationships with colleagues and supervisor.

The results revealed some particular factors that should be considered when designing HRM practices to dovetail with the motivational drivers of the Millennials: flexibility, work-life balance, convenient social relationships, need for coaching-based leadership and the opportunity to develop.

Due to retirements and shrinking generations, the impact of Generation Y is increasing in the workforce. Thus, recognising its motivational factors is important.

The originality of the study partly rests in its methodological innovativeness. Often adopted by sociologists, this study introduces the method of MEBS to the business field. Furthermore, Facebook is still seldom used in data gathering. While much of the extant research on Generation Y is quantitative in nature, the adoption of a qualitative approach allows for the voice of Generation Y to be heard.

The purpose of this paper is to provide an update of the Special Issue's field of research, give the structure of the Special Issue and introduce the papers in the collection, including management issues.

A review of the Call for Papers and further research and a presentation of papers in the Special Issue paying attention to original contribution, research and management recommendations.

This Special Issue is making a solid contribution to the field in not only addressing ageing and the ageing generation, but focusing strongly on the way both the ageing generation and other generations such as Gen Y and Gen X affect organisational dynamics, structure and career management.

Original research brought together in a multi-faceted way outlining the challenges as well as management agendas for the organisation.

The purpose of this paper is to provide background to this special issue and consider how critically oriented research can be applied to health and social care management.

Basic principles of critical management studies are introduced briefly to frame subsequent papers in this issue.

In order to identify the wicked problems and darker sides of the care field, there is a need to study things in alternative ways through critical lenses. Giving a voice to those in less powerful positions may result in redefinition and redesign of conventional roles and agency of patients, volunteers and professionals and call into question the taken-for-granted understanding of health and social care management.

The special issue as a whole was designed to enhance critical approaches to the discussion in the field of health and social care. This editorial hopefully raises awareness of CMS and serves as an opening for further discussion on critical views in the research on management and organization in this field.