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dc.contributor.advisorWalinga, Jennifer
dc.contributor.advisorVannini, Phillip
dc.contributor.advisorChorney, David
dc.contributor.authorMelnychuk, Natasha
dc.date.accessioned2013-06-26T02:16:16Z
dc.date.available2013-06-26T02:16:16Z
dc.date.issued2013-06-25
dc.date.submitted2013
dc.identifier.urihttp://hdl.handle.net/10170/601
dc.description.abstractThe following thesis project investigated whether there is a need for change in organizational culture within the Canadian public sector in order to retain Millennials within the public service. Therefore the purpose of this study was to explore why Millennials within the public service in Canada might stay in or leave their current positions within the public sector. A survey consisting of open-ended questions was conducted to elicit information on what aspects of organizational culture impact the retention of Millennials within the Canadian public sector. Nine major themes emerged from the findings: social responsibility, organizational structure/bureaucracy, opportunities, nature of work, leadership, people and relationships, work-life balance, commitment, and security. The thesis discusses these themes and comments on the significance of the findings as possible motivation for future investigations into the Human Resources succession planning needs of public sector institutions.en_US
dc.subjectCanadian Public Sectoren_US
dc.subjectCommunicationen_US
dc.subjectMillennial Generationen_US
dc.subjectOrganizational Changeen_US
dc.subjectOrganizational Cultureen_US
dc.subjectRetentionen_US
dc.titleRetaining the millennial generation within the Canadian public sectoren_US
dc.degree.nameM.A. in Professional Communicationen_US
dc.degree.levelMastersen_US
dc.degree.disciplineSchool of Communication and Cultureen_US


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