text:
Walden University, College of Management and Technology, 100 Washington Avenue South, Suite 900, Minneapolis, Minnesota, USA
Received date: June 01, 2017; Accepyed date: June 07, 2017; Published date: June 17, 2017
Citation: Jones LM (2017) Strategies for Retaining a Multigenerational Workforce. J Bus Fin Aff 6: 271. doi: 10.4172/2167-0234.1000271
Copyright: © 2017 Jones LM. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
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As organizations become more age diverse, some business leaders face challenges managing a multigenerational workforce. The purpose of this single case study was to explore strategies that leaders at a university in Northwest Florida implemented to retain their age-diverse workforce. The targeted population was higher education business managers who had success with retaining an age-diverse staff. The conceptual framework of the study was Herzberg's 2-factor theory of motivation. A significant tenet of this theory is employees explain satisfying and dissatisfying experiences based on intrinsic and extrinsic factors related to their job functions. The data collection process included face-toface interviews with 4 participants and a review of company documents, including the university's strategic plan and diversity and inclusion initiatives. Through coding and thematic analysis, 7 themes emerged that could help leaders retain a multigenerational workforce: foster a diversity-friendly workplace culture, implement effective interpersonal communication strategies, employ a formal approach, encourage a healthy work-life balance, value employees and their differences, offer professional growth opportunities, and eliminate negative generational stereotyping. Developing and cultivating retention strategies may contribute to social change by helping managers and leaders enrich retention rates, thereby increasing employment stability, improving productivity, and enhancing organizational and community relations.
Generational cohort; Traditionalists; Baby boomers; Generation X; Generation Y
Background of the problem
The four generations that constitute today's workforce include traditionalists (born between 1925 and 1945), baby boomers (born between 1946 and 1964), Generation X (born between 1965 and 1981), and Generation Y (born between 1982 and 2000), also known as millennials [1]. According to Cloutier et al. [2], differences among the four generational cohorts can cause challenges for business leaders to develop successful strategies to retain a multigenerational staff. The generational differences that managers find challenging includes attitudes, beliefs, values, work ethics, workplace perceptions, and workplace expectations [3]. Additionally, intrinsic and extrinsic factors can affect the motivation levels of generational employees, which can strongly influence their workplace expectations [4].
Gaining a keen understanding of how to manage differences among multigenerational employees is vital to an organization's success [5]. Leaders of multigenerational staff tend to treat all workers the same, regardless of their cohort classification, instead of focusing on individual characteristics and traits of generational employees and treating them according to their needs [6]. Establishing a workplace environment that is diversity friendly can encourage innovation and teamwork between generational employees, which could have a positive effect on productivity and retention [7]. Al-Asfour and Lettau [8] asserted that it is essential for organizations to examine their leadership styles and level of understanding of the differences that exist among generational workers so that leaders can address workplace diversity, which can reduce generational conflict and improve employee retention.
Problem statement
Diversity in the workplace increases as baby boomers delay retirement and join the other generations in the labor force [5]. Differences in age, intrinsic and extrinsic motivator preferences, and characteristics of generational workers can lead to challenges for business managers in retaining their multigenerational staff [9]. By 2023, the workforce will reach an estimated 163.5 million people with the traditionalists representing 8% of the workforce, the baby boomers representing 22% of the workfore, Generation X representing 20% of the workforce, and Generation Y representing 50% of the workforce [10,11]. The general business problem is that some business managers do not recognize the differences among multigenerational workers, which can adversely affect employee retention. The specific business problem is that some business managers lack strategies to retain a multigenerational workforce.
Purpose statement
The purpose of this qualitative single case study was to explore retention strategies business managers use to retain their multigenerational workforce. The targeted population consisted of department managers from an education institution located in Northwest Florida who had success in retaining a multigenerational workforce. According to Hannay and Fretwell [12] and Matz-Costa and Pitt-Catsouphes [13], academic administrators can experience workplace conflict and retention dilemmas if managers do not identify and address the differences that exist among multigenerational workers. Therefore, an academic population was suitable for this study. The implications for positive social change include the opportunity to share strategies that could help organizations increase their retention rates of generational workers, as well as promote organizational unity across generations. Managers, administrators, and other individuals who hold authoritative positions could use the findings of this study to increase the retention rates of generational workers, thereby creating employment stability, improving productivity, and enhancing both organizational and community relations.
Research question
The central research question was the following: What retention strategies do business managers use to retain their multigenerational workforce?
Interview questions
1. What strategies do you use to retain your multigenerational workforce?
2. What specific procedures or business practices have you implemented to ensure the retention of your multigenerational workforce?
3. What strategies have you found to be most effective in retaining your multigenerational workforce?
4. What strategies have you found to be the least effective in retaining your multigenerational workforce?
5. What challenges did you encounter when you implemented the strategies, and how did you overcome the challenges?
6. What advice would you share with other business managers about developing and implementing strategies to help retain their multigenerational workforce?
Herzberg's two-factor theory of motivation, from an intrinsic motivator and extrinsic motivator perspective, was the conceptual framework for this study. The two-factory theory came about when Herzberg [14] collected data from interviews of 200 accountants and engineers from several industries in the Pittsburgh area. During the data collection process, Herzberg [14] asked his participants to explain periods of satisfaction and dissatisfaction on their jobs. The results of the study revealed that job satisfaction and dissatisfaction derives from two factors that he labeled motivation factors (intrinsic elements) and hygiene factors (extrinsic elements). According to Herzberg [15], the intrinsic factors of motivation that can lead to increased retention are job satisfaction and enhanced motivation. Herzberg [15] further stated that job satisfaction and motivation could encourage superior work performance and increased efforts from employees. Intrinsic motivators tend to represent more emotional but less tangible needs, such as project accomplishments, recognition for achievement, level of responsibility, growth and advancement opportunities, and the work itself [16]. Extrinsic factors of motivation correlate with job dissatisfaction and can lead to an increase in turnover, which will negatively affect retention rates [15,17]. Extrinsic factors are those that employees expect to be present and, if absent, can cause high levels of dissatisfaction. Examples of extrinsic factors include working conditions, authority or status, job security, company policies, leadership, and interpersonal relationships [16]. Herzberg [16] concluded that intrinsic motivators are the primary cause of job satisfaction, and extrinsic motivators are the main cause of unhappiness in the workplace. To improve job attitudes, increase productivity, and lengthen employee commitments, it is essential for managers to identify and apply intrinsic and extrinsic elements of Herzberg's two-factor theory of motivation [18].
Due to four generations simultaneously constituting the workforce, such diversity requires an in-depth comprehension of what motivates workers of differing ages and characteristics so that organizations can successfully retain them [19]. Hyun and Oh [20] suggested that motivation factors affect the actual job tasks that workers do; therefore, the jobs should consist of intrinsic and extrinsic factors to cultivate motivation within the workforce. Developing and implementing strategies that incorporate a balance of intrinsic and extrinsic motivation factors based on the needs and characteristics of their staff could help managers mitigate turnover and enhance workplace retention [21].
Operational definitions
Generational cohort: A generational cohort is a group of individuals who experience identical social, economic, political, and cultural events, and who share similar values and attitudes about life, work, and education [22].
Traditionalists: Traditionalists are individuals born between 1925 and 1945 who compose approximately 5% of today's workforce [1,23].
Baby boomers: Baby boomers are people born between 1946 and 1964 who compose approximately 30% of the population [1,23].
Generation X: Generation X constitutes nearly 34% of the population and includes individuals born between 1965 and 1981. The Generation X population is also known as the Xers, the 13th generation, and the latchkey generation [1,24].
Generation Y: Generation Y, also known as the millennials, consists of individuals born between 1982 and 2000. These individuals compose almost 12% of the population [1,25].
Background on generations
In the 1920s, Karl Manheim introduced the concept of generation as a realistic addition to the examination of social stratification in modern sociology [26]. The sociology of generations can directly arrogate theories that surround the idea of social class, yielding a range of ideas such as generational conflict, generational mobility, and generational ideologies [26]. Eyerman and Turner [26] defined a generation in terms of years and origination. The meaning of generational cohorts improves generational sociological substance, which could place emphasis on the problem of the final dissolution of a generational cohort as its members evolve through retirement and physical decline. Time identifies multigenerational variances because periodization encapsulates the strategic opportunities and complications that relate to precise generations [26]. The researchers indicated that different generations survive by preserving collective memory of its origins, historic struggles, political and historical events, and ideologists and leading characters.
Generational cohorts and age groups
Becton et al. [27] found that a generation, often referred to as a cohort, is a similar group of individuals that share birth years, age, and meaningful life events at critical stages of development. These people within the different cohorts acquire similar personalities and characteristics because of their shared experiences [28,29]. Society delegates these generational personalities and characteristics into stereotypes, which align with the environmental influences that affect their beliefs, values, personalities, and expectations. The generational cohort that individuals affiliate with can influence the views and attitudes related to leadership, management, work values, intrinsic and extrinsic motivators, and work ethic [30]. Colette and Stein [30] further highlighted how multigenerational workers view the workplace as well as the motivation influences that can promote retention and productivity. With the level of diversity in the business environment, it is essential for managers to identify and comprehend the rudiments that keep employees motivated to promote loyalty and increase retention.
With the changing structure of the workplace, multiple generations are now working side by side instead of operating as separate units [31]. The difference in values, beliefs, historical experiences, and social experiences that generational cohorts working simultaneously bring to the workplace will affect their professional interactions. These interactions can have an undesirable effect on individual performance and retention rates [32]. Wang and Peng [33] revealed that generational classifications utilize a categorical approach, creating subjective instead of scientific timelines to identify the cohorts. The subjectivity of categorizing the generations will not be an issue for the current study because the minimal variation of the birth years has no bearing on the generational descriptions.
The current business environment primarily includes four generational cohorts: (a) traditionalists, born between 1925 and 1945, (b) baby boomers, born between 1946 and 1964, (c) Generation X, born between 1965 and 1981, and (d) Generation Y (millennials), born between 1982 and 1999 [34]. Individuals within these cohorts share external historical events or life experiences that took place during their formative years [35]. In sharing significant life events, the four generations are susceptible to certain values and expectations that will contribute to how they perceive their work environment [36]. Workplace diversity is now custom in most companies due to the four generational cohorts coexisting in the workforce. The members of the four cohorts establish and determine their workplace beliefs, behaviors, attitudes, and expectations based on shared generational qualities [37].
Some organizations are modifying their processes and expectations due to baby boomers remaining in the workforce [38]. Younger generations joining the baby boomers in the workplace change the demographics of the business environment as the baby boomers become the subordinates of the younger generation of workers [39]. To remain in alignment with the presented literature about generations, I will apply descriptions discussed in the following sections to explain each cohort.
The traditionalist cohort includes individuals born between 1925 and 1945. Although the majority of the traditionalists have retired since reaching retirement eligibility, a small percentage remains in the workforce [40]. The Great Depression, World War II, and Pearl Harbor are the events that help shape and influence the lives of the traditionalist generation in the United States [7]. Reinbeck and Fitzsimons [41] informed that traditionalists currently hold threequarters of the nation's wealth and helped shape the United State's military and economic power. They are or have been executive leaders of some of the most prosperous United States companies, and are not quick to speak up or share their ideas. Traditionalists are hardworking and tend to favor military-like management that follows a top-down or chain of command style [41]. This generation sacrifices and follows authoritative commands without question [42]. Individuals of this generation are loyal to their employer and will often work for the same organization for much of their career [43]. Additionally, traditionalists have respect for tradition and do not waiver from established rules. Their Great Depression experience caused the traditionalist generation to plan for financial security, and they are monetarily conservative, making them the wealthiest of the four generations [7].
Baby boomer generation (1946-1964)
The baby boomers are the largest and most popular generation in United States history, with a surge of their births taking place during and after The Great Depression and World War II [44,45]. Loroz and Helgeson [46] reported that approximately 76 million boomers were born between 1946 and 1964. Also known as the forgotten generation or the Woodstock generation, the boomers experienced postwar stress and radical social changes such as the Civil Rights movement and the Women's movement [47]. Kaifi et al. explained that parents of baby boomers raised them up in two-family households during a time of prosperity [48]. Kaifi et al. [48] also posited that the main events that significantly influenced this generation are the assassinations of John F Kennedy, Robert F Kennedy, and Dr. Martin Luther King, Jr. Srinivasan [47] stated that baby boomers are self-absorbed, less loyal, lack respect for authority, and that money and self-realization are their primary motivators. The geographical dynamics of the workforce is changing due to baby boomers choosing to remain in the workforce beyond retirement age and eligibility [49]. Understanding desired career paths of the baby boomer generation is important because this segment of the generational population will continue to impact the economy [50]. Rice advised that the baby boomer generation has the desire for promotions in the workplace but experience restrictions because they lack technology skills. Nevertheless, some managers prefer to retain older workers, such as baby boomers, because organizations can benefit from their wealth of knowledge and professional expertise [51].
Generation X, also acknowledged as the X'ers and the 13th generation, are currently between the ages of 35 and 51 as of 2016. Organizational downsizing, industrial restructuring, and increasing rates of temporary and part-time employment are events that fostered members of the Generation X cohort [52]. They also endured the country's political problems as well as the rejuvenation of the economy [53]. DeVaney [34] mentioned that Gen X members lived in single parent households or households with dual income earners that alternated childcare responsibilities. Generation X'ers are known as latchkey people because they would normally let themselves into the house after school, did their homework by themselves, and watched television unsupervised until a caregiver returned home [34]. The lifestyle preferences and attitudes of Generation X'ers shows that they tend to favor the ability to balance work with their family and life interests. Al-Asfour and Lettau [8] articulated that individuals of this generation have a more progressive outlook on life, and are techsavvy because of their experiences with technology advancements such as the rise of the Internet. With the Generation X population having a strong focus on maintaining a work-life balance, being familiar and comfortable with technology can help empower them to realize and enhance the balance between work, family, and lifestyle [8].
Researchers often depict Generation X characteristics from a negative viewpoint; however, the elements that make them distinctive emphasize a more positive perspective. The Generation X cohort is skeptical about politics, and are independent, self-reliant, teamwork oriented, and values workplace flexibility. Additionally, authority does not intimidate them, they are outspoken, results and goal oriented, prefers multiple work assignments to keep them motivated and engaged, and desires consistent training and development opportunities to enhance their skills [54].
Bolton et al. [55] stated that both managers and academics are curious and fascinated about the Generation Y cohort. Society perceives Generation Y or the Millennials as digital natives because they are the first generation to spend their entire lives in the digital era [55]. In 1982, 3.7 million members of Generation Y were born making them the second largest generational cohort in American history [25]. Of the four generations, members of Generation Y will most likely suffer the most from the housing market collapse and higher college tuition costs, which are aftereffects of the September 11 terror attacks [25]. Kamau et al. [56] posited that in addition to Millennials having an entitlement mentality, they are also the most ethnically diverse, creative, and multitasking generation ever to exist. Although they are the most educated cohort to exist and are selfish and narcissistic, they are also very optimistic and technology savvy [57]. Generation Yer's experienced very structured type lifestyles and experienced helicopterstyle parenting (terms used to describe parents that are overly involved and hover over their children) as parents became as actively involved as possible in their children's lives [58]. Holt et al. [59] advised that the 75 million members of the millennial generation will most likely lead the global labor force through the complexities and chaos of cybersocialization.
The Millennials acquire their knowledge and capabilities by using networks and technology, and are more challenging in the workplace than the older generations [60,61]. Over 90% of this generation is involved in online networks and social outlets due to their high comfort levels with technology, and they welcome new and challenging opportunities and finding ways to develop their skill sets [62]. Murray [63] suggested that millennials' can-do attitudes are like a breath of fresh air to the workforce. This generation is goal-driven and innovative, and prefers to work jobs that are meaningful with companies that value them [63]. Members of Generation Y are not fond of companies that have a culture based on a need-to-know basis and prefer to work for transparent business entities that share the organization's values, mission, expectations, goals and objectives, and workplace conflicts with all employees [64]. Work values are essential to learning and understanding how best to manage Generation Y because their work values are what make them unique and different from the older generational cohorts [65]. The Generation Y cohort is known as the trophy generation or the trophy kids because of the emerging trend in competitive sports and other events that give rewards for participating rather than for winning [48]. Many of the Generation Y'ers watched their parents suffer stress caused by the dot.com downfall and increased rates of layoffs and divorces, which shaped the generations views on long-term commitments and flexible careers [48].
Generational diversity
Some employees have made a habit of recruiting and hiring young people. Still, retaining experienced and knowledge-rich employees is of increasing importance in a globalized economy [66]. Retaining employees with knowledge and experience could be of mutual benefit to hiring older workers along with younger workers, and doing so could help develop a positive business stance that is not politically driven. A specific benefit of age diversity is the massive amount of skill sets acquired by employees. Swan [66] revealed that companies that employed primarily young workers found it to be detrimental to the business. Organizational leaders felt that hiring older workers could provide better emotional intelligence in handling business-client relationships.
The demographical changes of the workforce, along with high ethical standards and the pressure of maintaining a competitive advantage in a global marketplace are inducing more businesses to address employee diversity [67]. Heyler and Lee [68] stated that education, training, and employment providers would need to respond to generational differences by investigating the attributes of all parties, their development and life needs, the requirements of potential employers, and what the employers can offer to workers. Some business leaders are embracing the multigenerational workforce and are taking advantage of the benefits that the cross-generational workforce brings. DeMeulenaere et al. [69] suggested that age diversity could have both positive and negative effects on labor productivity. The positive aspect of age diversity is the large amount of knowledge that exists between the different generation of employees, and the negative aspect is the lack of unity and collaboration that age-related differences can cause, which can hinder performance. Organizations are establishing ways to harness the skills of their older workers to develop the skills of their younger generation of employees [68]. Comprehending that a multigenerational workforce can increase a company's competitive edge is the key to persuading businesses to take it seriously.
Generational stereotypes
Riggio and Saggi [70] affirmed that the belief in generational differences has been around since the twenty-fifth century, BC. Even during the twenty-fifth century, BC, the perception was that variances among generations could cause threats to production, so the older generations worked to mold the young generation to mirror their image [70]. Although a person is aware of the similarities and differences that exist within the generational cohort that he or she identifies with, such diversity may not be as obvious to individuals from other generations which can lead to age-related stereotyping and assumptions [71]. However, Constanza and Finkelstein [72] asserted that limited empirical evidence exists to support generational-based differences. Riggio and Saggi [70] suggested that the dominant belief in generation based variances is due to systematic predispositions in social perception. The social identity theory, developed by Tajfel and Turner [73], strengthens the significance of inter-cohort awareness of values between generations. The social identity theory purports that a person's view changes based on identified social categorizations across several constructs (e.g., beliefs, values, occupational types), which defines essential aspects of the individual [74]. For the social identity theory to apply to research regarding values and generational cohorts, it is essential for individuals to comprehend the way that generational cohorts perceive the value preferences of other generational cohorts [74]. In-group and out-group (social categorizations) biases can cause each generational cohort that has power and control in the workforce (today would be the baby boomers) to look at succeeding generations from a primarily negative perspective [70]. Consequently, the younger generations perceive work-related behaviors from a problematic viewpoint and are seen as distracted, unmotivated, lacking work ethic, and disloyal. Riggio and Saggi mentioned that members of the dominant generation pursue and decipher evidence that is consistent with stereotypes due to confirmation biases [70]. Stereotypes are difficult to disregard because it is simple to see substantiation of what is accurate, but this could be the result of how generational cohorts process inherent biases and social information [70]. Actual and perceived generational differences are present among older and younger generational cohorts. Zacher stated that because there is a lack of generational theory and methods available, it could be useful to organizational managers to further invest in the investigation of generational differences in the workplace [75].
Stereotypes regarding boomers, Generation X and Generation Y are highly common [76]. Numerous stereotypes, such as the credence that baby boomers are worriers and avaricious and that members of Generation Y are disparaging but tech-savvy, do exist. These traits emerged from experiences that generational cohorts have within their historical context, which creates steady individual differences that characterize generational cohort members [76].
Generational differences in work-related values and attitudes
Work values are the primary source of significant differences among generations, as well as the reason for conflict in the workplace. However, research indicates that if properly managed, those differences can help determine strengths and opportunities [39]. Gursoy et al. [39] argued that it is essential for managers to comprehend the foundation of each generation and their value differences if management wants to establish and maintain a work environment that promotes leadership, motivation, communication, and generational synergy. Additionally, the results of studies suggest that understanding the work values of a multigenerational workforce can help managers identify motivators to combine with the strategies they implement to retain employees [39].
The array of differences that exist among generations in the workplace has gained interest with organizations, researchers, and practitioners [77]. As the generational workforce continue to shift, organizations will experience predictable and evolving issues related to the differences that exist among generational cohorts [78]. The characteristics and experiences that generational cohorts share are what interest researchers and professionals because comprehending such information can help administrators manage generational workers more effectively [77]. Many organizations have executed programs and interventions to help capitalize on generational differences. Constanza et al. posited that such programs and interventions could cause detrimental outcomes instead of positive results if prematurely implemented [77]. Constanza and Finkelstein affirmed that a more useful approach might be to conduct needs assessments that will address generational differences among individuals, and to establish interventions based on characteristics identified through the assessment process [72]. Reis and Braga added that the motivation and preferences regarding work could differ for each generation, and might require modifications to recruitment and retention management practices [79].
Campbell et al. posited that there is a dynamic and mutually constitutive relationship between generations and culture [80]. Categorizing a person as a member of a generation is simple because all you need is the person's birth year; however, the challenge is defining the generational boundaries. Campbell et al. stated that there are a couple of ways to measure generational differences: (a) compare generations cross-sectionally on any variable in a survey, and (b) compare generations cross-temporally using samples of people at the same age and at different times [80]. Research tends to emphasize dissecting the different variances that underlie the generational differences found by using generational cohorts and generational factors [80]. The period and the cohort variance are meaningful for comprehending generational change, therefore, considering generational change as a combination of time plus cohort effects.
Campbell et al. [80] suggested that time and generational effects likely drive the majority of cultural change. Three popular models of generational change are the Strauss and Howe's cyclic model, the modernization model, and the rising extrinsic individualism model [80]. To understand generational change is to understand cultural change, because as culture changes so do the generations of people that are born into that culture. Campbell et al. further implied that the three things that alter culture are technology, cultural contracts, and economic changes.
The diversity of today's workforce has enhanced greatly due to the simultaneous presence of four different generations of workers. Some organizational leaders managing an age diverse workforce tend to treat their employee population the same regardless of their generational membership [6]. Managers will need first to identify and comprehend generational differences and then implement strategies and policies to improve communication and inclusion among generational staff [81]. These efforts can also significantly improve retention and productivity. Corporate leaders should review their leadership styles and understanding of generational differences to ensure that they are adequately ready to address the generational diversity of their staff to mitigate miscommunication and conflict [8]. Conflicts among the generational cohorts are a result of generational diversity. Leaders must comprehend the different generational characteristics, so the workplace environment can be one that exhibits high job satisfaction, work performance, productivity, attendance, and retention [6].
Retaining and motivating a multigenerational workforce
The role of management in retaining employees is to encourage the talent to stay. Understanding why people leave organizations is imperative, but it is more critical to determine the organizational characteristics that make people stay with business entities [82]. It is essential for corporations to retain the best professional talent as it eliminates the recruiting, selection, and hiring costs replacing key employees [82]. James and Mathew [83] defined workplace retention as a deliberate move by an agency to establish an environment that promotes long-term employee engagement. George shared that a favorable work environment, as well as management and leadership styles, social support, development opportunities, autonomy, compensation, and work-life balance, are critical factors in employee retention [82].
Implementing a flexible workplace for employees is necessary for managing talent across all four generations. Eversole et al. explained that for a flexible workplace program to work favorably for the employees and the organization, managers must be competent in the mechanics of work and family programs to operate the programs efficiently and to enforce the rules and guidelines [84]. Organizations that can recruit and retain top performing employees will enhance workplace motivation and reduce turnover.
The main responsibility of a manager is to have a business that function effectively by the subordinates working efficiently, and producing results that are beneficial to the organization [85]. Pandta et al. stated that motivation is one of the primary factors that determine the employees work performance and intentions to stay with the organization [85]. One of the most influential theories of motivation, which can help improve employee retention and productivity, relates to Maslow's Hierarchy of Needs where Maslow articulated that only an unsatisfied need can motivate the behavior with the dominant need being the primary factor for behavior motivation [86]. Factors that convey the importance of employee retention includes costs associated with turnover, company information loss, interruption in customer service, and a company's good will [87]. By maintaining higher employee retention rates, organizations can motivate talented employees to join the company by establishing a secured environment. Sandhya and Kumar mentioned that employee motivation is important factors that can help organizations enhance employee retention and organizational performance [87].
According to Kuyken [88], there is a specific economic impact with an organization when critical employees leave an organization; especially taking into consideration the knowledge lost when employees depart. The concept of knowledge management is that people have critical skills, experience, and knowledge, and therefore, hold a significant amount of organizational value. Herzberg [15] discovered that employees tend to describe satisfying experiences regarding intrinsic factors about the job itself. Herzberg identifies these factors as motivators [20]. There is more to motivating employees other than compensation and proper working conditions. Hyun and Oh suggested that for an employee to be retainable and truly motivated, the employee's job must contain some fulfillment by providing the worker with opportunities for achievement, recognition, advancement, and responsibility [20].
High employee turnover results in increased costs of resources, recruiting, and time when replacing vacant positions. Employee retention strategies are a crucial element of an organization's vision, mission, values, and their policies, and should be a part of an organization's principles and operations [2]. Many organizational leaders fail to comprehend the reason for their high turnover rates, and only contribute turnover to poor relationships with subordinates and leadership [2]. However, studies show that the main reasons for low retention rates are the lack of opportunities for professional growth, unfair treatment, poor work and life balance, and low wages. Leaders are failing to recognize diversity in the workplace, thereby, adversely affecting production and retention rates among multigenerational workers. Cloutier et al. posited that training and development opportunities motivate employees and influence them to remain loyal to the organization [2]. Rahman and Nas advised that necessary training and development practices are significant to the success of business entities and that employees serve as the essential sources of consistent competitive advantage [89]. When organizations provide employees with development opportunities, the workers will usually reciprocate in positive ways by exhibiting job attitudes that commensurate with the amount of obligation that the companies offer in return [89]. Employee development programs can provide immediate benefit to organizations by increasing motivation and reducing employee turnover.
Therefore, organizations need to develop specific reward strategies to promote, attract, and motivate staff [90]. Establishing a one-sizefits- all approach to reward strategy can be detrimental to organizations because this can lead to direct or indirect financial implications for businesses. Bussin and van Rooy articulated that most managers feel that the most effective way to attract and retain staff is to offer rewards with greater benefits. Rewards can be financial and non-financial and the values of generational workers will determine what motivates them from a reward perspective [90]. The generational mix that plagues most businesses today requires managers to adapt and reinvent their retention and compensation strategies to take into consideration the different values, needs, and work ethics of the generational workforce. It is imperative for managers to consider the preferences and motivations of generational workers to attract and retain good quality employees and to enhance productivity [90]. It is beneficial for organizations to find a way to segment the workforce based on reward preference in a way that will provide a balance between the worker's needs and organizational efficiency.
One of the most vital and emerging issues that inundate the field of human resource development is how to assist organizations with changing workforce demographics successfully and effectively [84]. It will be difficult for businesses to retain a competitive advantage if they are unable to recruit and retain talented workers. Comprehending the needs of employees and creating or modifying organizational cultures are essential tools in talent management. Dwyer and Azevedo asserted that to encourage an organizational culture that embraces a multicultural approach, adopting programs that emphasize diversity as well as including diversity in an organization's mission statement are necessary [91]. The newer generation of workers entering the workplace is different from the older generations that are leaving the workforce due to retirement; therefore, leadership needs to focus on retaining workers of all generations for organizations to remain successful in the future [91].
This study included a purposeful sample of four managers of a higher education institution. The selection of participants took place irrespective of race and gender. Purposeful sampling is a widely-used technique in qualitative research and involves identifying and selecting research participants who are knowledgeable of and experienced with particular occurrences and interests [92]. The participants for this study included four managers of academic and nonacademic units or departments from an educational institution located in Northwest, Florida. The traditionalist generation constitutes a small percentage of the workforce due to aging and retirement [23]. To account for this, participants could take part in the study if they had experience with managing and retaining employees of the baby boomer, Generation X, and Generation Y cohorts. Participants included managers who had a minimum of 2 years of experience in a management position, and who managed a staff including three or four of the generational cohorts (traditionalists, baby boomers, Generation X, and Generation Y) for at least 2 years. Cleary et al. posited that researchers use purposeful sampling to pursue information by conducting an in-depth examination of the data [93]. I used purposeful sampling to select managers who had experience retaining several generations in the workplace so I could answer the research question.
I used information provided by the Department of Institutional Research to determine potential participants who met the requirements for the study. I adhered to the organization's process for receiving permission and consent for participants to take part in the study. Participants who met the requirements to take part in the study received the consent document and an explanation of confidentiality before the interview. I provided the consent form to each participant via an invitation email to ensure that the participants comprehended the process before they confirmed and signed the agreement. In addition to being knowledgeable and experienced, participants must be available and willing to take part in the study [92]. Participants responded to the email using the words I consent to confirm their willingness to take part in the study, and I made sure that each participant understood the purpose of the study and the interview protocol that I would follow. Additionally, I had frequent dialogue with participants to determine a convenient time for the interview. I interviewed the participants at their personal office space to ensure confidentiality, convenience, accessibility, and limited disruptions. Bristowe et al. articulated that keeping the information shared by participants confidential is vital to the integrity of a study [94].
Qualitative, quantitative, and mixed methods are three common types of research used to develop a thesis or dissertation [95]. I chose a qualitative method and a case study design based on the conceptual theory of constructivism. Boblin et al. asserted that case studies allow the researcher to investigate a phenomenon while focusing on the dynamics of the case within its real-life context [96]. Bailey suggested that researchers use a qualitative methodology when looking to explore and explicate human behavior [97]. The method and design chosen were appropriate to help me achieve the goal of this study, which was to explore strategies that managers use to retain a multigenerational workforce.
Data collection instruments
Neuman asserted that the individual using a qualitative method of research is the primary person that collects data [98]. I was the primary data collection instrument for the current qualitative case study, and I used semistructured face-to-face interview questions to gain knowledge of strategies higher education managers use to retain their multigenerational staff. The four participants for this study had experience managing three or four of the dominant generations in the workforce, which included traditionalists, baby boomers, Generation X, and Generation Y. Yin advised that interviews are beneficial in research because they help the investigator comprehend participants' experiences and perceptions about certain actions or events [99]. Drew articulated that conducting semistructured interviews is the most efficient approach to explore experiences because interviewees are then able to explain their experiences and perspectives honestly [100].
Data analysis
Data analysis is the most significant phase in qualitative research [101]. Qualitative data analysis provides the investigator with the opportunity to gain information and gather insights that otherwise could overlook traditional data analysis techniques. Lawrence and Tar posited that data analysis in qualitative research entails working with data, organizing it, synthesizing it, and searching for themes and patterns [102]. Thematic analysis, as defined by Percy et al. is the most known form of qualitative analysis and the process involves identifying patterns and themes of data [103]. Mabuza et al. [104] shared five stages of qualitative case study data analysis: (a) familiarization of qualitative data, (b) coding the data, (c) grouping the data into themes and categories, (d) interpreting the themes and categories, and (e) present research findings. I used a thematic analysis method based on Mabuza et al.'s (2014) data analysis process to analyze and organize the research data into categories and themes concerning retention strategies [104]. I first collected the data using face-to-face semistructured interviews. I then transcribed the data, transferred the data into NVivo software to help me group and regroup the data into themes and patterns, assessed the information, and developed conclusions to establish research results. I employed methodological triangulation by retrieving and reviewing electronic documents from the participants' employer's HR website about diversity and inclusion initiatives, strategies, and policies that managers could integrate into their managerial practices to help them retain multigenerational workers.
Presentation of the findings
The central research question for this qualitative single case study was the following: What retention strategies do business managers use to retain their multigenerational workforce? To help me answer the research question, I conducted semistructured interviews with four business leaders purposefully selected based on their success with developing and implementing strategies to retain a multigenerational workforce. In preparation for the interviews, I had the participants decide on a convenient date, time, and location to share information with me about their retention strategies without interruptions. I used my interview protocol to guide the interview process. Participant interviews consisted of six open-ended interview questions, and each interview took place within the allotted 60 minutes. Each participant provided informed consent agreeing to take part in the study prior to participating in the interview process. For the coding process, I used NVivo to aid in the development of themes and categories. I followed Mabuza et al.'s five-step process for reviewing and analyzing qualitative case study data [104]. I used a Sony digital voice recorder to record the interviews. I incorporated member checking into the interview process to allow each participant to validate their responses to ensure that I understood their responses and that I accurately represented each participant's views and perceptions. Harvey explained that using the member checking process improves the credibility and validity of research data [105].
After analyzing and coding data from the participant interview responses and electronic university documents, I identified seven themes (assembled into three thematic categories) that could help leaders retain a multigenerational workforce. I provided an analysis of the correlation between the developed themes and the conceptual framework. The conceptual framework for the current doctoral study was Herzberg's two-factor theory of motivation. Figure 1 shows the first thematic category and three themes (themes 1 through 3) for strategies to retain a multigenerational workforce, Figure 2 depicts the second thematic category and the three themes (themes 4 through 6) for procedures or business practices that can improve retention of a multigenerational workforce, and Figure 3 contains the third thematic category and the theme (theme 7) of a primary challenge that leaders experience when employing strategies for retaining a multigenerational workforce.
Themes 1 through 5 and Theme 7, along with the respective research findings for strategies that managers use to retain a multigenerational workforce, relate to the hygiene tenets (extrinisic) of Herzberg's two-factor theory. Theme 6 and the corresponding findings on strategies that managers use to retain a multigenerational workforce relate to the motivation (intrinsic elements) factors of Herzberg's two-factor theory. Theme 1, fostering a diversity friendly workplace culture, correlates with the work cultures and environments hygiene factor; Theme 2, effective interpersonal and communicaiton strategies, links to the communication and interpersonal techniques hygiene factor; Theme 3, adopting and employing a formal approach to managing and retaining a multigenerational workforce has a parallel relationship to the company and administrative policies hygiene factor; Theme 4, encouraging a healthy work-life balance, correlates with the work cultures and environments hygiene factor; Theme 5, valuing employees and their differences, have a direct relationship to the value from leadership hygiene factor; Theme 6, offer professional growth opportunities, relates to the professional growth and learning opportunities motivation factor; and Theme 7, eliminate negative generational stereotyping, relates to the work cultures and environments hygiene factor.
Business leaders who want to manage workplace challenges caused by the rapid increase in generational diversity in the workforce might benefit from the findings of this study. The results of the current study provided strategies that leaders of higher educational institutions and other business entities can develop and implement to retain a multigenerational workforce. The research findings based on interview responses and unversity documents about diversity and inclusion confirmed and added to the information and knowledge about managing and retaining a multigenerational workforce.
Applications to professional practice
The purpose of this qualitative single case study was to explore retention strategies business managers use to retain their multigenerational workforce. The targeted population consisted of department managers from an educational institution located in northwest Florida who had success in retaining a multigenerational workforce. The population chosen for this study substantiated strategies on how to sustain or improve retention of a multigenerational workforce.
An abundance of older research exists about organizational leaders acknowledging the increase in workplace diversity, and the coexistence of generations in the workforce that offer reasons for better management and retention of an age-diverse workforce. However, minimal research studies exist on effective strategies that leaders can develop and implement to aid in the maintenance and retention of a multigenerational workforce. The dynamics of employment is changing due to an upsurge in diversity in the workforce [106]. Soto and Lugo posited that the increase in workplace diversity can cause leaders to experience challenges with managing diversity and retaining an age-diverse workforce [107]. Business managers and leaders at higher education institutions and other business entities can apply the findings, recommendations, and information about the generational cohorts included in this study to manage workplace diversity, enhance their knowledge base of generational differences, improve workplace cultures and environments, and to reduce negative generational stereotyping in the workplace. The themes that emerged throughout the data analysis process are applicable to higher education institutions and other business entities, and can be beneficial in helping managers develop and employ strategies to retain a multigenerational workforce. Additionally, business managers and leaders at higher education institutions and other organizations can utilize the knowledge and information included in this study to enhance retention, equality, and inclusion of a multigenerational workforce.
Implications for social change
The information that participants shared may help managers and leaders in all business industries identify and comprehend the differences that exist among generational workers, as well as acknowledge the intrinsic and extrinsic factors that the generational cohorts value and prefer. Leaders and managers of higher education institutions and other business entities may find the results of the study helpful in developing and cultivating strategies to manage and retain a multigenerational workforce. The implications for social change includes the potential for business managers and leaders to (a) enrich or increase retention rates of a multigenerational workforce, (b) create employment stability, (c) improve motivation and productivity, (d) and enhance both organizational and community relations.
Recommendations for further research
Recommendations for further research include retention strategies of a multigenerational workforce of other types of business entities other than higher education institutions. Conducting a study inclusive of several organizations in different business industries can offer leaders of non-education institutions effective strategies and business practices to retain an age-diverse workforce. Future research should consider a quantitative or mixed methods approach to examine or explore the retention strategies to determine which are most and least effective. Additionally, I recommend that researchers explore geographical locations outside of northwest Florida, and to use a sample size of more than four participants. Enlarging research efforts to cover a greater geographical area and increasing the number of research participants could generate more in-depth and efficient strategies that leaders in all industries can use to retain a multigenerational workforce.
Managers, administrators, and other individuals who hold authoritative positions could use the information, research findings, and recommendations in this study to mitigate turnover of multigenerational employees. Leaders at higher education institutions and other types of businesses can use the knowledge gained from the information in this study to (a) foster a diversity friendly workplace culture, (b) develop effective interpersonal communication strategies, (c) value generational employees and their differences, (d) develop professional learning and growth opportunities for generational workers, and (e) eliminate negative generational stereotyping in the workplace. By implementing these strategies and business practices, managers and leaders could improve retention, motivation, and productivity of a multigenerational workforce.
A significant and emerging issue that some business entities have difficulties with is successfully and effectively managing workplace diversity because managing diversity requires a wealth of skills and knowledge [84]. Differences in the age, intrinsic and extrinsic motivator preferences, and the characteristics of generational workers can lead to challenges for business managers in retaining their multigenerational staff [9]. After analyzing and coding the data, seven themes emerged through thematic analysis. The key themes included: (a) fostering a diversity friendly workplace culture, (b) developing and employing effective interpersonal communication strategies, (c) valuing generational employees and their differences, and (d) adopting and employing a formal approach to retaining a multigenerational workforce. Business leaders may use the themes identified in this research study to guide their efforts in gaining additional insight on the challenges of managing and retaining an age-diverse workforce, and to establish effective strategies to improve retention, motivation, and productivity of a multigenerational workforce.
The findings of the current research study may contribute to an enriched comprehension of the varying and distinctive values, characteristics, preferences, attitudes, and beliefs of a multigenerational workforce. Successful strategies for retaining an age-diverse workforce in a continuous altering business environment are imperative to the success and survival of most companies. Thus, deploying the retention strategies and recommendations identified in this study may assist business leaders with retaining and managing a multigenerational workforce, improving employee motivation, and enhancing workplace productivity.


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Ready, Set, Go! FAIRFIELD, N.J. March 9 - They're ready, they're set, and now all they have to do is go to Sebring, Fla. for the Star Mazda Championship presented by Goodyear season opener on Friday, March 17. That's the consensus of Andersen...
Ready, Set, Go!
FAIRFIELD, N.J. March 9 - They're ready, they're set, and now all they have to do is go to Sebring, Fla. for the Star Mazda Championship presented by Goodyear season opener on Friday, March 17.
That's the consensus of Andersen Racing team members after a very successful test at Road Atlanta Motorsports Park in Braselton, Ga. Monday and Tuesday.
Brad Jaeger of Cincinnati, Gerardo Bonilla of Orlando, Fla. and Ramiro Scuncio of Argentina participated in the test. The fourth driver for the Fairfield, N.J.-based team's assault on the podium at Sebring, Charlie Hollings of Yorkshire, England, wasn't able to attend the test but he should be happy to learn that a former Formula 1 driver prepped his car in his absence.
Eliseo Salazar, who was there officially to help Scuncio, took his first laps in a Star Mazda car at the test. He did approximately 15 laps in the car that Hollings will drive, bedding in the brakes and scrubbing in some Goodyear tires. Despite all his years of experience, Salazar said that driving one of the Star Mazda cars will help him with his coaching duties because now he has first-hand knowledge of some of the car's characteristics.
Salazar - and all the other drivers - left Road Atlanta happy.
"It was great!" Jaeger said. "I think the main focus for this test was to finalize how everyone was working together and establish routines, and we did that and more. We set some great lap times; both Gerardo and I turned laps that were three-tenths under the qualifying time for the pole last year.
"Ramiro learned a lot about the car and made some great improvements; it was an all-around success for the two-day test," Jaeger added.
"I feel prepared going into Sebring; this was a huge confidence builder," he continued. "I think everyone is excited going into Sebring, and for the whole year ahead."
"I'm on cloud nine," Bonilla declared. "Things are gelling; we're going to be good!
"Road Atlanta is a fantastic track, and driving the Pro Formula Mazda is a fantastic experience here," Bonilla added. "Andersen Racing is not only gelling, but we are becoming stronger.
"I'm proud of my teammates, Brad and Ramiro, who are both giving it all they have, and the rest of the engineering, administrative, mechanical, and logistical staff," Bonilla elaborated. "Everybody does their job. It's a rewarding experience. It doesn't hurt that I am really enjoying this car! It's been such a long wait to get here, but well worth it."
Although Scuncio did have an incident at the very end of the test, he was pleased with how his lap times picked up over the course of the two days.
"The test was a good experience," he said. "We got to within about a second of the fastest guys, so it was good.
"I'm really looking forward to Sebring," he added. "The more laps I get, the more comfortable I am in the car, and I'm looking forward to both Sebring and the whole season."
"Our Road Atlanta test went well," said team owner Dan Andersen. "The team has really come together. The winter rebuilds were clearly done well, as all the cars performed great. We were fast, and the test program for the two days was well executed by Richard [Morgan, the team's general manager] and the engineers.
"Our new rig was a delight, and overall I was quite pleased," Andersen added. "I'm looking forward to Sebring, and I think the season should be a lot of fun!"
There's a promoter's test day at Sebring this coming Tuesday, March 14, and then the first official Star Mazda practice session of the 2006 season is slated for 8 a.m. on Wednesday, March 15.
Qualifying is scheduled between 12:40 p.m. and 1:25 p.m. on Thursday, March 16. Qualifying was rained out at last year's race and the starting line-up was established by the fastest lap each driver recorded during practice. Raphael Matos got the pole with a 2:00.416 (110.617 mph).
The 45-minute season-opening race is slated for 2:25 p.m. on Friday, March 17, which is also St. Patrick's Day.
Last year three of the four Andersen Walko Racing drivers finished in the top 10 at Sebring, coming in third, sixth and ninth.

subset: commoncrawl


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Pasco school district officials call board member's rezoning ideas impractical, problematic
Pasco School Board member Steve Luikart's call for attendance zone revisions to affect only students who normally would be changing schools received a quick, negative response from school district officials Friday.
Assistant superintendent Betsy Kuhn, who reviewed Luikart's proposal at the request of board member Alison Crumbley, said his idea would present "a variety of challenges and impracticalities, in addition to being problematic from a financial perspective."
She noted that, if his proposal were put in place, new schools — of which the district is opening two in the fall — would debut with just one grade level in them.
Bexley Elementary, for example, would start with only about 100 kindergarten students despite being built for closer to 900 children. In the meantime, crowded Oakstead and Odessa elementary schools, which Bexley is meant to relieve, would continue to run over capacity. Cypress Creek Middle-High, meant to alleviate crowding at Wiregrass Ranch High and John Long Middle, would open similarly vacant.
Kuhn wrote that such an arrangement would create high overhead and underutilization of new schools for several years. The schools would have to run their utilities, hire sufficient staff and provide adequate programs, she noted, while not reaching as many students as possible.
She also raised concerns about the district's fiduciary responsibilities to the taxpayers, if it were to build multimillion-dollar schools and place only small numbers of children in them, while other campuses potentially operate on double sessions.
"Staff agrees that our number one priority is what is in the best interest of students," Kuhn wrote. "While we are also concerned with transition, making the best use of the limited resources we have for all Pasco County students is consistent with our priorities. Staff has also prepared transition plans to provide for optimal learning conditions for all students with as little disruption as possible."
She added that the staff was "unable to prepare an actionable proposal" based on Luikart's philosophy, "but remain[ed] willing to do so."
Read the full staff response for more details. The district begins a two-week vacation at the end of business Friday. Stay tuned.


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1. There was no hairdryer even though it states there is one available. I asked the front desk when I checked in, in the evening and they said I had to wait for the manager and housekeeping at 8am. I went down at 8am to...More
Getting you more information on this room
Getting you more information on this room
"This is not the hotel for you if upper middle class or above!!! I won't stay here EVER again!!!"


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Fucked in the woods gives amazing blowjob and gets cum
Labor Web Site HomeAbout Job attitude behind and
It's not like continuous direct stimulation of the action of bobbing my head off the street we would meet at the right .
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Trades Busty hot babe Vyxen Steel Nabawa smell his manhood, kiss
Blowjob was crazy enough to know there are the exception.


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PLEASE CALL OR EMAIL [email protected] FOR PRICING.
34 x 30 x 16″ high or with base 18″ high.
High quality petrified wood cocktail table or coffee table. This petrified wood piece is in excellent condition which is rare due to the size. The stunning charcoal grey, black and bone tones paired with the scale make this an impressive piece for any space.
We source the highest quality petrified wood available. Each piece is hand selected and highly polished with minimal cracks. Petrified wood is extremely versatile – even great inside a bathroom shower. Perfect as a cocktail table, side table or clustered as a coffee table. We can also custom large slabs for counter tops, dining or coffee tables.
We have an ever-evolving collection of High Quality Petrified Wood. We only select the best.


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Nominated for 2 Golden Globes. Another 1 win & 11 nominations. See more awards »
Plot: Set in a world like ours but entirely inhabited by animals, Buster Moon, a dapper koala, presides over a once-grand theater that has fallen on hard times. Buster is an eternal-some, might even say delusional-optimist, who loves his theater above all and will do anything to preserve it. Now faced with the crumbling of his life's ambition, he has one final chance to restore his fading jewel to its former glory by producing the world's greatest singing competition.
Genre: Animation | Comedy | Drama | Family | Music
IMDB Rating: 7.3/10 from 28,712 Users
Directed by: Christophe Lourdelet, Garth Jennings
Starring: Matthew McConaughey, Reese Witherspoon, Seth MacFarlane
Release Name: Sing.2016.BDRip.x264-SPARKS
Size: 914 MB
Video: MKV | 720×388
Audio: English | AAC
Runtime: 1h 47mn
Subtitles: English [HERE]
Samples: Video @ #1 – #2 – #3
Release Name: Sing.2016.BRRip.XviD.AC3-EVO [P2P]
Size: 1.47 GB
Video: AVi | 720×384 | 1461 Kbps
Audio: English | AC3 | 448 Kbps
Runtime: 1h 47mn
Subtitles: N/A
Samples: Video @ #1 – #2 – #3


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So I took a peek around the Hellenic Center in Williamsburg and it was a rather bizarre experience. While the actual center was nicer than I thought it was going to be, the carpeting in the room (which I had already disliked immensely in photos alone) was even worse in person. Seriously, it was distracting.
Also, the venue is very new, and while within two years they will have some experience in weddings and how to handle things, the fact that the special events coordinator hadn't even thought about what the rules for decorations would be worried me a little. But the deal breaker is the fact that there is no where to have the ceremony on site. I really, really, really, really want to do everything at one venue. I don't want to have to pay for two. The coordinator said that we could do a ceremony in one room where everyone would stand, but that didn't appeal to me at all.
We're not planning on having the longest ceremony in the world, but I don't want to be up there in my white dress rushing through my vows because I'm worried that an older relative is going to strain something from standing up for so long. I'm figuring about a 30 minute ceremony and that is a little to long for all of the guests to be standing comfortably. Not to mention that stuffing 120 people into a room that can comfortably fit 40 for dinner is not exactly how I envisioned the ceremony. Imagine if I'm trying to walk down the makeshift aisle and someone shuffles around a bit and steps on my dress. I would have to hate them. I would have to hate them so much.
But there are other venue options out there.
My parents and I went to the Casemate Museum on Fort Monroe last weekend and then I discovered that the Chamberlin Hotel is actually on the property. For some reason Chamberlin and Fort Monroe always pop up as separate entities entirely, so I never realized that the Chamberlin was actually IN Fort Monroe. The Chamberlin was nice and I liked their ballroom set up, but my mom wasn't impressed with the sites and my dad wasn't impressed with the $10,000 minimum that would be required for the wedding date. Interesting fact, Tim was probably conceived at the Chamberlin. The more you know.
Anyway, I am again running into the problem that I either completely don't like venues or I just can't picture myself getting married there. So far Chrysler is the first venue that I have pictured myself sweeping down an aisle in a long white gown and taking photos by the big statue out in front and looking back on in photo albums and still admiring its beauty.
You know, on an episode of Say Yes to the Dress, Randy, a floor manager, said that when you find the perfect gown, you need to stop looking. Just like when you find the perfect guy for you, you stop looking. I really feel like I found the perfect venue. Nothing else is really matching up even with more looking.


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Justin Bieber released his new song Cold Water with Major Lazer this week and has been winning raves for its catchy beat and romantic lyrics.
But he's not the only one getting attention this summer. His on-again flame Chantel Jeffries has been steaming up Instagram with her sexy bathing suit photos, and Friday was no different.
The model looked fit in a black bikini and gold waist necklace as she posed next to a plastic giant watermelon while on the roof of a New York City high rise.
See photos below…
Facebook Comments
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You might probably not know the name to call Swegways/Self-balancing scooters/Hoverboards, but that is not the main issue on the ground at the moment. At this present moment, most hoverboards brought into the UK have not passed some important safety standards. Due to this reason, the manufacturers have to recall them back from all places or mediums to do some necessary adjustments and add extra-features, but most of these products are still being sold! Read on to find some valuable details about the DON'T's of purchasing Swegway to ensure you make the right decision and get the genuine deal:
-DON'T try and over speed until you are comfortable on the board, especially if you are moving on rough surfaces like outdoors. The faster you move the more easily rough surfaces will send you hovering without notice. If you are moving at top speed, ensure to get 'speed-wobble' unless you are a professional rider.
-DON'T step off in the forward direction on your hoverboard especially if you have not mastered it. That is the cause of most crashes and we have seen most of them in the shop! You must at all times step off backward.
-DON'T purchase from a website who deals majorly in Swegways/hoverboards products. The Swegway can be considered to be a short lived craze that will soon fade out and the websites dealing mainly in hoverboards will soon close down. In fact, don't be surprised to see them shut down without any prior notice.
-DON'T trust any retailer even the reputable ones because that doesn't guarantee that the hoverboards are safe to use without any adverse effect. There is a high probability that it has not passed all security tests and certificates. Most of these non-compliant brands were able to survive the storm in the early days of import and are still very much available for sale. Luckily most reputable and popular suppliers have removed any unsafe Swegways from their websites.
-DON'T try to ride the Swegway when it is raining. It is made from IP54 splash-proof material and it is not designed for the rainy season. Unfortunately, it is not covered in the service contract!Posted on


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How much do Aflac employees make? Glassdoor has salaries, wages, tips, bonuses, and hourly pay based upon employee reports and estimates.
"Awesome on days where it works out; you can be back from appointments at noon and spend the afternoon making follow up phone calls and sending..."
"Required to spend weeks in training, and you are not paid to go to this training. You also have to travel to wherever the training is located..."
"The company has very flexible hours, but it is the clients whose hours of availability need to be catered to. If you are not working, you are not..."
Aflac Salaries by Location
Check out the latest Aflac Jobs & Careers


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The Men's Prayer Group is a diverse group of men who meet @ 6:30 on Wednesday mornings for a time of Spirit led prayer, Bible study and fellowship. Often our friendships lead to other social activities such as golf, dining, ball games, etc.
Please join us or contact Jule Raichle @ email@example.com for more information.


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What is Wares the More®?
ware – definition; ware as a noun; articles of merchandise or manufacturer; goods; any intangible items, as services or products of artistic or intellectual creativity.
wares – definition; wares as a verb; to spend (buy, shop)
Wares the More® – an interactive shopping portal for Categorically More™ products and brands of artistic and intellectual creativity.
Wares the More® is an exclusive collection of merchants categorically placed within custom designed 3-D interactive boutique rooms for women, men and categorically more™. It is a shopping portal experience, inclusive of the conventional menu options too, with loyalty rewards and a concierge service. Wares the More® delivers quality merchants trusted, known and loved by me, and boutiques I hope you love too, cross-referenced for ideal shopping. My goal is to introduce you to boutiques I discovered and shopped from, hoping you will shop and love them too! The merchant category approach simplifies the shopping process, with curated brands within in an elegant and interactive portal, categorically; and where appropriate, cross-referenced, to meet all your shopping needs.
I created Wares the More® to give you, the daily, weekly, or monthly online shopper one place to make purchases. No need to hop around the internet. Stop by www.waresthemore.com and commit to one portal for your online shopping. On a given day, customers have been able to book a flight, send flowers to a friend, buy a gift and have it shipped, grab those awesome shoes, download a book and music, never miss a sale, and send an e-card too! I know how difficult it is to search the web, finding reputable businesses and quality products. I want you to experience Wares the More® and enjoy shopping online.
Wares the More® provides custom designed boutique rooms, where 90% of the items in these rooms are clickable, and take you directly to the merchants offered. Each room provides you a door you click through to the next boutique, and back. The site also offers a conventional navigation drop-down menu; offering apparel for women, men and kids, accessories, travel options, fitness, footwear, housewares, seasonal items, gifts, toys, bridal and Categorically More™. Monthly and Holiday deals available from the home page, or under Seasonal. Need to book a flight or hotel, send flowers or a gift to a loved one or friend, find something unique for yourself or to gift, download music, buy tickets to an event, its' endless with More®.
Sign up to shop and to receive Wares the More® newsletter for updates and deals. Signing up gives you Loyalty rewards, and who doesn't love Loyalty! Wares the More® Loyalty = cash back on purchases and perks when you purchase WTM® merchandise! Subject to change at the discretion of the company.
Wares the More® offers a Concierge Service for a reasonable fee, when you need a personal shopper for gift ideas for colleagues, friends and family. Prefer to enjoy the holidays without the stress, avoid the parking and mall crowds, and not waste hours and hours on-line shopping, give us a try. No doubt, with a few simple questions we can find the perfect gift that will give endless thanks.
The next time you sit down to shop on-line, remember www.waresthemore.com. A pleasingly stylish way to shop.
Want to stay in touch – Follow us on Facebook, Twitter, LinkedIn and Pinterest. Wares the More® is also accessible via mobile or mobile friendly platforms.
The website and boutique rooms of Wares the More® are custom designed rooms exclusively by Catherine Kastner and include, Women's and Men's Boutique, Categorically More Boutique™ and Wares the More® Store. Imaging and 3D artistry by Gisela, who patiently worked with me to place the assets in each room for clear interaction and visual quality. The integration and re-development for Wares the More was completed by 3C Marketing Solutions. A sincere thank you and deep appreciation for the patience and support of family, friends and colleagues, and to those who worked tirelessly over the past year (2013-2014) helping me with my vision.


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Pink Sea Salt Soap
This special edition Soap Stone is pale petal pink, frosty or transparent, with Himalayan sea salt. Its scent is like fresh outdoor sea air - crisp and slightly woodsy. Drawing from a material palette inspired by naturally occurring gemstones such as Rose Quartz and Aquamarine and metamorphic rock such as Jade and Onyx. Create an exquisite display of colorful soaps on a sill, shelf or mantle – or place them by the sink for your guests as a delightful surprise!
6 oz.
Handcrafted glycerin soap
Natural, vegetable based
Designed and handmade in Brooklyn, NYC. Click to view more items by Pelle


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WASHINGTON -- The elections have cost the banking industry key allies in both the House and Senate.
On the Senate Banking Committee, two pro-business Democrats lost reelection bids. Moreover, a securities industry ally who won reelection is now in line for the panel's ranking Republican slot.
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|2004 Jaguar X-TYPE 3.0 ((CLEAN TITLE,LOW KM,LOCAL))
Gray / Gray
118,000 Kilometers / VIN: SAJGA51C44WE02015
Contact Sales at Autolinx Motors
Phone : (604) 526-9889
7832 Edmonds st , Burnaby, BC v3n 1b9
2004 Jaguar X-TYPE 3.0
|Gray / Gray 2004 Jaguar X-TYPE 3.0 ((CLEAN TITLE,LOW KM,LOCAL)) VIN: SAJGA51C44WE02015
|Sedan, 4 Doors, All Wheel Drive, 3.0L 227.0hp, 6 Cylinders, Automatic Transmission Stock: E02015
Vehicle Description
CLEAN TITLE , LOCAL B.C , VERY LOW KILOMETERS 118,000KM , LOADED , IT HAS 3.0L JAGUAR ENGINE , ALL WHEEL DRIVE , VERY GOOD CONDITION LUXURY SEDAN -- -(( TAKE ADVANTAGE OF OUR UNBEATABLE PRICES )) Please Visit Our Website For More Information And Pictures : WwW.AutoLinxMotors.CoM OR CALL US AT : 604 526-9889 - TOLL FREE NUMBER : 1 877-233-7751 - - (( UP TO 3YEARS WARRANTY AVAILABLE ))$350.00 DOCUMENTATION FEE AND %12 TAX TO BE APPLIED.--DL#:40177
Fully loaded.
Ice cold A/C.
Looks & runs great.
Low mileage.
Records available.
Performance tires.
Runs & drives great.
Upgraded sound system.
Very clean interior.
Well maintained.
Additional Photos
Standard Equipment
About Us
Welcome to AutoLinx Motors,
AutoLinx Motors, located in Burnaby B.C., prides itself by its fantastic inventory of the absolute top quality pre-owned vehicles. We Specialize in European luxury vehicles such as Mercedes-Benz, BMW, Audi, Jaguar, Range Rover, Porsche, and many more.
Our clients have high expectations for their vehicles, and equally high expectations about the dealership professionals who serve them. AutoLinx Motors is widely recognized to be among the best in lowest price , quality, reliability, value and customer satisfaction in both sales and service. Contact us today and let us help you find your next vehicle.
At Autolinx Motors, we are here to make purchasing your vehicle as easy as possible. We partnered with some of the leading financing institutions to make it happen.


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Family Dollar Jobs and Careers - Apply Online
Family Dollar Overview and Benefits
Family Dollar Stores, Inc., a Fortune 500 Company with revenues in excess of seven billion dollars a year, is a team effort.
Our team is over 40,000 men and women strong. Together we move our merchandise through nine distribution centers to more than 6,800 Family Dollar stores in 44 states.
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Welcome to the Friends of St Mary's.
Every parent automatically is a member of the Friends of St Mary's.
The Friends do an invaluable job in supporting the school by helping to raise funds for the benefit of all children.
In previous years this has enabled us to purchase items such as playground equipment, cameras for each class and iPads.
This year The Friends have already held a Cake Sale, Christmas Festival and organised the making of Christmas Cards and gifts for purchase.
If you feel you can offer a few hours of your time to help in the organising, setting up, running of or cleaning up of fundraising activities, please contact the school office.
The children of our school will be very grateful for any support you can offer.


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It's been awhile since I've done this, mostly because the lesson cirriculum has changed
but also my photoshop has been working funny.
Anyway, I thought I would do a couple of handouts for our lesson tomorrow
on why we need the Book of Mormon.
These will go great in the class journal we use in our lessons.
I'm so personally grateful to have the Book of Mormon in my life. It has brought me peace, comfort, and knowledge. I know that it was written by prophets of old and translated by Joseph Smith for us to use today. It is a companion to the Bible that testifies of Christ and his mission to save us.
I know it is true.


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OM025 Hockey Stick Glazing Bead (26x23mm x 2.4- Metre.) - or FB1062 - Oak
Hockey Stick 22x26mm Moulded Oak Fire Door Glazing Bead - Cheshire Mouldings OM025 or Richard Burbidge FB1062
22mm x 26mmHockey Stick Bead - Oak - Price is per 2.4 Metre length;
Oak Hockey Mould is ideal to use as an internal firecheck door glazing bead.
- OM025 : 1" 23x26mm (10x18mm Rebate) x 2.4 Metres Oak - Cheshire Mouldings - In Stock at JAS - 07/05/2017
- FB1062 : 1" 22x26mm (10x18mm Rebate) x 2.4 Metres Oak - Richard Burbidge - In Stock at JAS - 07/05/2017
- Oak Moulded Timber from Cheshire Mouldings & Richard Burbidge - In Stock for Direct Delivery - 07/05/2017 -
Alternative mouldings at JAS Timber:
- In Stock for Carrier Delivery - TM600 21x6mm Pine Glazing Bead - Not Fire-rated
- In Stock for Carrier Delivery - FB852 or TM889 26x21mm Hardwood Fire Door Glazing Bead
- In Stock for Carrier Delivery - 21x24mm Beech MDF Fire Door Glazing Bead
- In Stock for Carrier Delivery - 21x24mm Ash MDF Fire Door Glazing Bead
- In Stock for Carrier Delivery - 21x24mm Walnut MDF Fire Door Glazing Bead
Other Mouldings & Beadings can be seen - Pine Mouldings - Hardwood Mouldings - Oak Mouldings
|Mason's Timber, Cheshire Mouldings & Richard Burbidge
Beadings & Mouldings -
- The PEFC® logo & PEFC initials are registered Trademarks of the PEFC Council;
- The FSC® logo & FSC initials are registered Trademarks of the Forest Stewardship Council®.
FB1062 or OM025 - 22x26mm Timber Hockey Stick Fire Door Glazing Bead is usually machined from 30mm Best Joinery quality Oak Timber - Finished sizes : 22mm x 26mm - Cheshire Mouldings OM025 & Richard Burbidge FB1062 -
The Cheshire Mouldings & Richard Burbidge Timber Grading is to have a substantially knot free timber on three sides (of the square timber, before machining to Hockey Stick Bead.); The grading allows several knots per piece, but in practice there are a small number of knots in most pieces, and a few pieces are knot free. The specification for timber bead from our suppliers also allows engineered and finger-jointed timber timber to be used.
- Moulded 22x26mm Oak Firecheck Bead - In Stock in 2.4 Metre Lengths - 01/05/2017 -
22x26mm Hockey Stick Bead should be treated and fixed in place as soon as possible to help minimise any movement/twisting and surface checking/splitting that occurs naturally with changes in moisture content; Small oak mouldings can not be recommended for use externally; External use of 22x26mm Planed Timber Hockey Stick Bead is at your own risk - Timber life expectancy is increased with good timber treatment and protective weather-proof finishing coats. It is better to use pressure treated timbers externally.
- Sizes last measured as at - 18/06/2016 -
Sizes may be the usual timber nominal size that the 30mm Planed Oak Hockey Stick Beading is machined from, with a finished size that is generally obtained; Moulded 22mm x 26mm Oak Hockey Stick sizes are generally ± 1mm on thickness / ± 2mm on width, ± 6mm cross-cutting tolerance & there may be one splitter saw cut-edge; This is the size immediately after machining the White Oak timber, and cannot take into account any movement later, caused by moisture movement into, or out of the Oak Hockey Stick Bead. (Be aware: For a multitude of reasons, size and profile of timber may vary from batch to batch, so it is best to purchase all you need for a job in one go, rather than buying more at a later date.)
- We cannot be held responsible for any variations in machined timber sizes, pattern, grading, moisture content, treatment or certification.
- If it is important, then you need to check these or any other details before ordering, or commencing work.
We are able to supply certified 22x26mm Timber Hockey Stick Bead OM025 & FB1062 with our Chain of Custody Certifications, CoC :
JAS Timber CoC Certification - 1" Timber Hockey Stick Bead TT-CoC-003944.150 & 1" Timber Hockey Stick Bead BMT-PEFC-1119.150- poa;
- We cannot be held responsible for any variations in machined OM025 Hockey Firedoor Glazing Bead sizes, pattern, grading, moisture content, treatment, certification, knots, colour or grain.
- If it is important, then you need to check these or any other details before commencing work & notify us in writing on your order.
- Check all component dimensions, mouldings, glazing or any other details are correct prior to any work on site;
- JAS Timber cannot be held liable for the consequences of any variation;
- We cannot exchange any Timber Hockey Stick Bead once work has commenced. Larger orders of OM025 & FB1062 Oak Hockey Stick Glass Bead, and Direct Deliveries are supplied as a Special Order.
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Payment & Delivery
Payment - We can take Debit Card, BACS, Cash, Cheque or Credit Card payments online for OM025 & FB1062 Oak Beadings (there is a 3% bank charge for credit cards) -
Van Delivery of FB1062 & OM025 22x26mm Timber Hockey Stick Mouldings on our van, in Blackburn, Lancashire & the North-West, from £5 +vat, or £1 +vat per mile - poa; (From: £30 Manchester, £35 Lancaster, £45 Liverpool, £60 Leeds, all +vat;)
Oak OM025 & FB1062 22x26mm Hockey Stick Firecheck Glazing Bead weight is approximately 1Kg per 2.4M length, to include packing;
Prepared Timber 1" Hockey Stick Firecheck Glazing Bead can be purchased online - Just add to basket, which calculates carriage by weight;
XDP Carrier Delivery of Timber Hockey Stick Beading is possible from £9.60 +vat - up to 10Kg/2.4M., then 50p per Kg; ( Zone A mainland - poa other zones)
XDP parcels can be up to -
2400x400x400mm/10Kg = £9.60 +vat - over 10Kg - per 1Kg = +£0.50 +vat
( The risk of damage is not known yet with XPD. )
- You can select a "safer" more reliable, tracked delivery with TNT for £6 +vat extra; Add this extra charge to basket - TNT Tracked Delivery
(Please tell us the post-code for your enquiry about OM025 & FB1062 1" Hockey Stick Firecheck Glass Beading, so that we can quote for delivery.)
- The Cheshire Mouldings & Richard Burbidge July 2016 Oak Mouldings Price List is current; - 16/12/2016 -
- Please phone us at JAS Timber Merchants for any further details about FB1062 & OM025 22x26mm Hockey Stick Bead - 01254 54000
E. & O.E. see T&C - We do try to keep prices and specifications of Oak 1" Hockey Stick Glazing Bead correct, but mistakes can be made!


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text: Data Integration and Cybersecurity In 'Railway research' ResearchPhD opportunitiesDigital Systems Innovation Centre (DSIC)Railway Control and Operations SimulationData Integration and CybersecurityCondition Monitoring and NDTPower Systems and Energy UseAerodynamicsClimate Change and Weather ImpactBenchmarkingComputational ModellingGeotechnical Engineering and Asset ManagementIndustry EngagementTRAIN rig Back to 'Birmingham Centre for Railway Research and Education' BCRRE investigates fundamental questions about the use of electronic information in the transport domain, from the collection and structured storage of raw data, though efficient processing and algorithms, to the delivery of the appropriate information (information that supports their job and fits with their working practices) to staff in a timely manner. Current projects include work on large database design; open data; data exchange and modelling; cyber security; and asset management. Current and recent projects Network Rail Strategic Partnership in Data Integration and Management A £1.6 million, 5-year Strategic Partnership between the University of Birmingham and Network Rail where we are: Advising on new ICT technologies & trends. Developing concept-based data models for unambiguous data exchange between ICT systems within rail and the wider multimodal transport system. Finding new ways of combining and exploiting existing data resources. i-R3D2 A novel track crack detection system, designed for use on in-service vehicles. The group is developing a standard XML interface that links the i-R3D2 cloud-based system to existing Network Rail databases via an OSA-CBM compliant model. FuTRO Universal Data Challenge Showing how shared, open access ontologies and linked data can help the rail industry realise its vision to facilitate access to information resources and enable easy integration/combined usage in forming responses to operational queries. The project also seeks to prepare the technology for use by the industry and delivering appropriate data models, documentation and reference implementations. SCEPTICS A project to investigate the threats posed to the industrial control systems used in transport networks by cyber-attacks and to devise assessment processes for system evaluation. PCIPP This project is creating an intelligent asset management framework for an enterprise-wide, enterprise-class system for remote condition monitoring. This multi-partner project aims to establish a common interface which correlates data from multiple assets and systems to create intelligence from each data source and to reduce operator costs. The group will develop heath assessment and prognostic algorithms to allow actionable information to be delivered to operational staff. Capacity4Rail This is a 3-year, multi-faceted project that will enable the future railway by developing novel concepts for infrastructure, rail freight, asset monitoring and rail operations. Involved in many of the sub-projects, the group's most relevant work is on linked open data for the railways, and data exchange models linking the railways to other transport modes.


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An elegant city street map of Hollywood, California in gold, with the exact coordinates of the city, make up this amazing art piece. A great gift for anybody that has love for this city. You can never go wrong with gold. I love my city.
Tags: united-states, california, home, typography, coordinates
Hollywood is an ethnically diverse, densely populated neighborhood in the central region of Los Angeles, California. It is notable as the home of the U.S. film industry, including several of its historic studios, and its name has come to be a shorthand reference for the industry and the people in it. Hollywood was a small community in 1870 and was incorporated as a municipality in 1903. It was consolidated with the city of Los Angeles in 1910, and soon thereafter a prominent film industry emerged, eventually becoming the most recognizable film industry in the world.
Tags: movie, star, holly, wood, hills
Marie Magdalene "Marlene" Dietrich was a German-American actress and singer. Dietrich maintained popularity throughout her unusually long show business career by continually re-inventing herself, professionally and characteristically.
Tags: fashion, dietrich, marlene, gorgeous, back
The more I study cage the more I see him as hollywood's whore. I bet he is cool in real life. We are all tormented and have issues but his legacy is not over. He has focused on being quite but helped a lot -over 20% his net worth given away to charities social justice and he is deep in debt chasing material demons....I hope the final chapter of his life's more peaceful...these mafia roles...Hollywood gangsta....stuff pretty crazy on ones psyche I would think, but actors are strong and very adaptable...curious to know what he is like. I think he is the fool in the tarot deck....he seems to have those characteristics anyone know more?
Tags: backline, nicolas-cage


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When you purchase a digital subscription to Cake Central Magazine, you will get an instant and automatic download of the most recent issue.
Popcorn bag is covered in MMF. Film is buttercream. Popcorn is miniature marshmellows colored yellow. TFL
Movie Themed Birthday Cake
Bar-Mitzvah Cake - Movie Director Theme
Popcorn Birthday
(if this is a private computer)
Yes please, register now!