The net generation and the employment relationship

This phenomenological study explored employment-related expectations of college-educated members of the net generation (born after 1977). The conceptual framework focused on interplay of the net generation's expectations, psychological contracts, and implications for leadership development in organizations.; The net generation comprises a large demographic group, just entering the workforce, of young adults raised with Internet as a primary medium for information, communication, and interaction. Because scholars have paid little attention to this generation's employment expectations, this study attempts to fill the knowledge gap with data about their expectations for employment relationships.; Psychological contracts, based on individuals' beliefs and formed by expectations and experiences, are discussed in research literature as relational and transactional; and violation or breach of contract creates powerful emotional responses, mediated by trust. The trend is toward increased use of short-term transactional contracts by organizations. Leadership development literature states that developmental relationships and action learning are two major methods for developing leaders.; Chat-room technology was used to conduct in-depth interviews with a small group of college seniors. Face-to-face interviews were subsequently conducted to review and expand on the data. Composite descriptions were written for each subject and for the group as a whole.; Analysis of the data revealed three themes: mentor me, trust me, and challenge me. Subjects want a developmental relationship with supervisors, whom they see as both mentors and friends. They want to be trusted with work assignments requiring high levels of responsibility and autonomy, and they have a strong need for novel and challenging assignments.; Recommendations for leadership development addressed the three themes of mentor me, trust me, and challenge me. The developmental relationship between employee and supervisor should be the major focus, with an emphasis on mentoring and coaching behaviors. Open and frank discussions about the components of the psychological contract are recommended also. Organizations need to pay more attention to long-term relational components of psychological contracts, because these are valued by the net generation. Action learning is interactive and developmental, and creates new and challenging opportunities. Developmental relationships and action learning should fulfill most of the net generation's expectations of the employment relationship.