“The majority of the Swedish workforce is currently disengaged from their job roles, resultingnot only in huge financial losses for companies and organisation, but also results in a lesseffective and more detached workforce (Gallup, 2013a). With the competition rising of onelarge generation leaving the workplace and a smaller generation joining to the workplace, it iscrucial for organisations to learn how to adapt to and attract ‘generation Y’.This study aims to find if and how youth between the ages of 18-30 become engaged at work,as well as looking at what form of leadership they respond well to in terms of workplaceengagement. In order to achieve this, a qualitative study of management and the perception ofmanagerial behaviour was conducted through seven interviews with respondents who havebeen a part of one of the largest student-run organisations in the world, that has a similarstructure to a corporation, but rewards those engaged as volunteers. These interviews weresummarised to consolidate one common perception of the phenomena.Transformational leadership according to Burns (1978) and the two-factor theory (Herzberg,Mausner & Snyderman, 2010) was applied to answer the question of ‘What affectsengagement in the workplace?’ and ‘In what way may managers or business leadersencourage workplace engagement?The main conclusions that can be drawn from this thesis is that workplace engagement ismost affected by the social relations and interactions associated with the workplace as well as the meaningfulness of the work itself. The consistent component of the respondents’motivation was the people they were working with and had an impact on. This has theimplication that leaders and business managers can and should encourage this type ofengagement by promoting a healthy work environment which focuses on the humanconnection in the workplace, in order to become more competitive in regards to workforcecompetition as well as increasing the effectiveness of the operations.”
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