1. Men and women value different things
2. Men and women have different referents when evaluating their own satisfaction (women have less opportunity)
3. Men and women have different needs, because most are married, so they’re making an evaluation in context of other needs and resources.
There also are other things besides money in the reward scheme – and not just for women (some economists assume men just value money, and look for “other” things when they consider why women women earn less). One valued asset is job authority. We just published an article showing women’s access to managerial jobs has slowed in the last decade: see post at http://
Millennials are more apt to switch careers than the memebrs of older generations. This can be a problems for employers who invest serious capital in recruitment efforts and training programs for early-stage employees. In order to retain millennials, "generational coaches" like Haydn Shaw advise managers to get employees “engaged and productive so they make a big contribution for as long as they stay," and Bloomberg BusinessWeek recommends challenging work assignment and flexibility, allowing millennials "to connect through mobile devices and come to the office outside of the traditional 9-to-5.....”
Information Availability and Communication : One way managers can stimulate motivation is to give relevant information on the consequences of their actions on others (Olajide, 2000). To this researcher it seems that there is no known organization in which people do not usually feel there should be improvement in the way departments communicate, cooperate, and collaborate with one another. Information availability brings to bear a powerful peer pressure, where two or more people running together will run faster than when running alone or running without awareness of the pace of the other runners. By sharing information, subordinates compete with one another.