Received: 28 June 2017 Revised: 27 July 2019 Accepted: 22 August 2019

DOI: 10.1111/1748-8583.12262

PROVOCATION PAPER

You can't ignore millennials: Needed changes and

a new way forward in entitlement research

Katarina K. Brant1 | Stephanie L. Castro2

1
Florida Atlantic University, Boca Raton, FL,
USA Abstract
2
Florida Atlantic University, Davie, FL, USA As millennials flood the workplace, both researchers and
practitioners agree that entitlement is increasing. Given the
Correspondence
Katarina K. Brant, PhD, Florida Atlantic increasing number of millennials in the workforce and their
University, 777 Glades Road, Boca Raton, FL
high levels of entitlement, HRM must find ways to capitalise
33431, USA.
Email: kknutsen2013@fau.edu on this phenomenon. However, the existing state of the
field is problematic. Past entitlement research has over-
whelmingly ignored millennials, used a limiting trait
conceptualisation, and primarily investigated negative
effects for the entitled individuals. This article seeks to pro-
voke that HRM must address the millennial entitlement phe-
nomenon by making needed changes and taking a new way
forward in entitlement research. Specifically, we argue that
HRM scholars must (a) adopt a new state conceptualisation
of entitlement and (b) move beyond the sole focus on nega-
tive effects to look for positive effects for individuals, teams,
organisations, and society. Millennial entitlement—for better
or worse—is a pressing issue for HRM, and we believe it
may be for the better.

KEYWORDS
entitlement, HRM, millennials

1 | INTRODUCTION

Millennial entitlement is the new management crisis. The Wall Street Journal calls it an “epidemic” (Zaslow,
2007), and TIME Magazine declares that we are experiencing the “age of entitlement” and a “crisis of unmet
expectations” (Franklin, 2014; Stein, 2013). Arguably, entitlement has been an issue for years—this phenomenon
is nothing new. But the generation that is posed to comprise three-quarters of the global workforce by 2025
(EY, 2015)—the millennial generation—is considered the most entitled generation yet (Twenge, 2006, 2010,

Hum Resour Manag J. 2019;1–12. wileyonlinelibrary.com/journal/hrmj © 2019 John Wiley & Sons Ltd 1
2 BRANT AND CASTRO

2014; Yi, Ribbens, & Morgan, 2010), and their high levels of entitlement are a global phenomenon (Hoyle,
2017; Ng, Lyons, & Schweitzer, 2012; Yi et al., 2010). Thus, as millennials continue to flood the workforce,
HRM must address this pressing issue.
Surprisingly, relatively little academic research has investigated entitlement in the workplace, and even less has
considered the central role of millennials. We believe that millennials and millennial entitlement must be investigated,
but there are several dominant assumptions in the literature hindering our research (a) entitlement as a trait (which
precludes contextual influence), (b) the singular focus in research on the entitled individual, and (c) entitlement only
has negative effects. We view these three assumptions as critical shortcomings in entitlement research and argue
that to properly address the “millennial entitlement epidemic,” researchers must (a) adopt a new conceptualisation of
entitlement that allows for contextual influence and (b) investigate both the negative and positive impact of millennial
entitlement at multiple levels.
This article is a call for HRM scholars to stop ignoring millennials and address this pressing issue. It begins with a
discussion on the millennial generation related to entitlement, before offering a state conceptualisation of entitle-
ment and new way forward in millennial entitlement research to help advance HRM scholarship.

2 | WHY MILLENNIALS?

The very idea that generations (e.g., baby boomers, Generation X, and millennials) are different is debatable. As Lyons
and Kuron (2013) note, it can be difficult to make generalisations about generations due to fractured and contradic-
tory evidence. Moreover, it can be hard to separate generation effects from age and maturation effects (Lyons &
Kuron, 2013; Rudolph, Rauvola, & Zacher, 2018). Contradicting each other, Lyons and Kuron (2013) argue that
despite these challenges, generational differences are robust, whereas Rudolph et al. (2018) contend that genera-
tional research should be abandoned in favour of a lifespan developmental perspective. We believe that as this per-
tains to millennials and entitlement, both camps are right: Millennials are a different generation, but the emergence
of their entitlement in an organisational setting may fluctuate depending on context.
Millennials, also known as Generation Y or Gen Y, are the generational cohort that follows Generation X and pre-
cedes Generation Z. Although no precise birth years exist for when the millennial generation starts or ends,
researchers typically use birth years beginning in the early 1980s and ending in the mid-1990s to 2000 (Rudolph
et al., 2018). A recurring theme is that millennials are more entitled than previous generations (e.g., Anderson, Baur,
Griffith, & Buckley, 2017; Buonocore, Russo, & Ferrara, 2015; Cennamo & Gardner, 2008; De Hauw & De Vos,
2010; Twenge, 2010; Yi et al., 2010). Millennials are perceived as having “inflated self-esteem, unrealistic and grandi-
ose expectations for prime work, promotions, and rewards, and a general lack of patience and willingness to drudge
through unglamorous components of work” (Thompson & Gregory, 2012, p. 241). Indeed, some of the characteristics
and stereotypes associated with millennials are attributed to every generation as they come of age; however,
researchers believe that some characteristics including high levels of entitlement are unique and enduring
(Thompson & Gregory, 2012).
To better understand millennials' attitudes and behaviours in the workplace, Thompson and Gregory (2012) con-
tend that it is critical to gain “a deeper understanding of the broader educational, economic, social, and political con-
texts in which Millennials came of age” (p. 238). Even though characteristics of the millennial generation vary by
region depending on these contexts, millennials are more similar worldwide than previous generations and represent
a “global generation” (Pew Research Center, 2010). Edmunds and Turner (2005) assert that the defining social influ-
ences of the modern age (including technology, communications, and globalisation) have made it possible for millen-
nials worldwide to experience the same formative experiences, resulting in an emergent global generation that
shares similar characteristics (cf. Alexander & Sysko, 2012; Berset-Price, 2016).
Relative deprivation theory (Crosby, 1976) ties in to the educational, economic, and social contextual factors
experienced by millennials and can be used to explain their high levels of entitlement. Millennials expected to get
BRANT AND CASTRO 3

“good” jobs and achieve high standards of living (Alexander & Sysko, 2012). Parents and teachers set the expectation
for millennials that if you work hard, then you will be successful when you grow up. Additionally, they pushed college
education. Consequently, millennials are the most educated generation yet, further elevating their expectations upon
entering the workforce (Pew Research Center, 2010). Unfortunately, many millennials came of age during the Great
Recession (Berridge, 2014), and consequently, economic prospects were grim as they entered the workforce,
resulting in unemployment and underemployment (Associated Press, 2011; Chohan, 2016). Additionally, millennials
often have more debt and are confronted with a much higher cost of living compared with past generations at their
age (Allison, April, 2018; Barr & Malik, March, 2016; Buckley, Viechnicki, & Barua, 2015). Compound this with the
fact that older employees are retiring later in life and leaving fewer “good” jobs for the incoming millennial workforce
(Burtless & Bosworth, 2013). Moreover, millennials have benefited the least from the economic recovery relative to
other generations and are still catching up (Lowrey, 2013). Average incomes of millennials fell at twice the rate and
have recovered at a much slower pace compared with those of older generations (Smith, 2012). In short, poor job
prospects combined with a challenging economic state means that many millennials have started out with a perceiv-
ably distinct disadvantage, as compared with previous generations. These shared circumstances result in millennials
feeling deprived, not getting what they believe they deserve or expect, and as a result their unmet expectations are
often perceived as entitled (Buckley et al., 2015; De Hauw & De Vos, 2010). Relative deprivation theory explains that
millennials feel that their situation is worse than what they perceive they are entitled.
Millennials are a different generation, and the high entitlement they bring to the workplace creates a challenge
for HRM and necessitates an increased research focus. Unfortunately, the field predominantly conceptualises entitle-
ment as a trait, which presents a barrier to research progress. We challenge the assumption that entitlement is exclu-
sively a trait in an attempt to provide a new direction for entitlement research.

3 | A NE W C O N C E P T U A L I Z A T I O N O F E N T I T L E M E N T

The dominant assumption in the entitlement literature is that entitlement is a trait. Entitlement is a concept that man-
agement scholars have adopted from the field of psychology with little scrutiny. Entitlement first emerged as a com-
ponent of the trait narcissism in the personality psychology literature (Raskin & Terry, 1988). Then in 2004,
Campbell, Bonacci, Shelton, Exline, and Bushman made entitlement a popular individual difference variable of its
own, defining it as “a stable and pervasive sense that one deserves more and is entitled to more than others” (p. 31).
They categorised entitlement as a trait, reflecting a stable sense of entitlement across situations. Although primarily
researched in psychology, the concept of entitlement has received research attention from several other disciplines
as well, including law, sociology, anthropology, political science, philosophy, and marketing (Naumann, Minsky, &
Sturman, 2002). Although these various fields rely on different definitions and assumptions in their examinations of
entitlement, they all conceptualise entitlement as a trait or a right, with most emphasising that actual deservingness
is irrelevant.
We challenge this prevailing assumption that entitlement is a trait and argue that it limits the advancement of
knowledge in contemporary dynamic organisational settings. Entitlement as a trait implies stability across time and
setting and thus precludes investigations of Rudolph et al.'s (2018) lifespan developmental perspective. O'Leary-Kelly,
Rosen, and Hochwarter (2017) similarly acknowledge that defining entitlement as a stable trait is a key limiting factor
in prior research because (a) its similarity to other individual traits (e.g., narcissism, superiority, and self-esteem) limits
new insight into organisational phenomena and (b) it neglects contextual factors. These limitations permit only mar-
ginal incremental contributions to management research, precluding HRM research that might address the numerous
influences on entitlement in the workplace (because if trait entitlement is stable, it is not influenced by contextual
factors). Consequently, we believe that a new conceptualisation of entitlement is needed.
We propose that entitlement be conceptualised as a state, rather than a trait, and offer a succinct yet broad defi-
nition of state entitlement that we believe will move the field forward: State entitlement is a context-dependent sense
4 BRANT AND CASTRO

that one unjustifiably deserves more. The prevalent (trait) definition of entitlement includes a reference to “others”,
that is, that one is entitled to more than others (Campbell et al., 2004). We view this as limiting and intentionally do
not include “others” in our definition. The emergence of the millennial workforce has necessitated this modification
to the definition, in large part because of their proposed altruistic interest in improving the quality of life for all (Elam,
Stratton, & Gibson, 2007; Gloeckler, 2008). That is, millennials are not solely focused on self-serving attainments, but
rather seek to improve conditions for everyone. This, however, is an empirical question needing investigation, and
one that can now be investigated using our new state conceptualisation of entitlement.
State conceptualisation provides for differentiation from other constructs, particularly traits (e.g., narcissism):
Traits are stable, whereas states allow for variability across time and situations. This provides research opportunities
for state entitlement outcomes to be compared with trait entitlement outcomes, with differences leading to new
insights. By incorporating variability, the state conceptualisation also enables researchers to determine how the
emergence of millennial entitlement varies according to the context and thus investigate the lifespan development
perspective proffered by Rudolph et al. (2018). Our state conceptualisation of entitlement supports Rudolph et al.'s
(2018) idea that perceptions of entitlement may change over time due to maturation, context, and other influences.
Using state entitlement, researchers can take into account contextual factors (e.g., an individual's situation or
motives) and see whether or how entitlement changes over time. Thus, we believe that a state conceptualisation of
entitlement overcomes the inherent barriers of a trait conceptualisation and will allow HRM research to examine
potential consequences and implications—both positive and negative—of millennial entitlement for individuals, orga-
nisations, and society. Using this state entitlement conceptualisation, next, we provide a roadmap for a new way for-
ward in millennial entitlement research.

4 | A NE W W A Y FO R W A R D I N M I L LE N N I A L E N T I T L E M E N T R E S E AR C H

Our second challenge is to move HRM research beyond the remaining two limiting foci. Specifically, we provoke the
following: (a) millennial entitlement affects not only entitled individuals, but also those around them (i.e., co-workers,
managers, and subordinates), organisations, and society, and (b) millennial entitlement has positive effects, challeng-
ing the traditional notion that entitlement only has negative effects. We urge HRM scholars to utilise our state
conceptualisation of entitlement, so they can investigate positive effects of millennial entitlement. State entitlement
allows for the incorporation of contextual factors and changes over time (cf. Rudolph et al., 2018), providing
researchers the opportunity to further our understanding of millennial entitlement at the individual, unit, and societal
levels in addition to cross levels.

4.1 | Individual level

Past entitlement research has primarily investigated entitlement at the individual level. Scholars have emphasised
multiple negative consequences of entitlement for entitled individuals, including behavioural, attitudinal, and well-
being outcomes (Tomlinson, 2013): counterproductive work behaviour (Grijalva & Newman, 2015), the perception of
increased salary deservingness (Campbell et al., 2004), job frustration (Harvey & Harris, 2010), turnover intent
(Harvey & Martinko, 2009), stress (Maynard, Brondolo, Connelly, & Sauer, 2015), and decreased job satisfaction
(Foley, Ngo, & Loi, 2016; Harvey & Martinko, 2009; Maynard et al., 2015). Although this research has provided impor-
tant insights, it does not take a state perspective or investigate millennials specifically, it exclusively looks at the nega-
tive, and it primarily treats entitled individuals in isolation. We caution that past entitlement research might not
directly translate to the millennial generation due to the generation's unique characteristics discussed above. There-
fore, replicating past entitlement studies using a state perspective with a millennial sample could provide important
new insights. For example, the study of millennials' perceptions of increased salary deservingness from a state per-
spective could consider variables such as education level and career life stage. By using referent cognitions theory
BRANT AND CASTRO 5

and Rudolph et al.'s (2018) lifespan development perspective, perceptions of increased salary deservingness (entitle-
ment) might be high for a millennial with a college degree looking for his/her first job out of college. When good job
prospects are scarce, the millennial experiences negative outcomes because he/she feels deprived compared with
what he/she believes he/she deserves, or is entitled to. Millennial entitlement might not be stable (i.e., affected by
context) because this same individual's perceptions of increased salary deservingness might change later in his/her
career. Research is needed to determine if millennial state entitlement changes have corresponding effects on the
negative outcomes they experience. By using a state conceptualisation of entitlement that enables researchers to
capture these changes, new insights can be shed on all sorts of phenomena. However, we also urge future research
to move beyond the narrow focus on the negative and explore a potential positive side of millennial entitlement.
Initial research suggests that millennial entitlement may be related to positive behaviours. One stream of research
has provided evidence that entitlement has desirable positive correlates including empathy, life satisfaction, self-
esteem, gregariousness, concern for others, and conscientiousness (Brummel & Parker, 2015). Additionally, Neville
and Fisk (2018) found evidence for entitlement leading to positive effects in negotiations, and Zitek and Vincent
(2015) found that entitlement positively relates to creativity. Another stream of research has provided evidence that
millennials have higher levels of desirable traits including self-esteem (Trzesniewski & Donnellan, 2010; Twenge &
Campbell, 2001), assertiveness (Twenge & Campbell, 2001), and external locus of control (Trzesniewski & Donnellan,
2010) compared with previous generations. Furthermore, Kowske, Rasch, and Wiley (2010) found evidence that mil-
lennials have higher levels of company satisfaction and satisfaction with job security, recognition, and career
advancement compared with previous generations. HRM scholars can combine and build upon these two streams of
research to investigate positive effects of millennial entitlement. Utilising a state conceptualisation of entitlement,
research can investigate the influence of contextual factors on millennial entitlement and whether these correlates
(or other, new outcomes) are impacted. For example, perhaps education level impacts the level of millennial entitle-
ment, which then has a corresponding effect on the aforementioned positive correlates. Given the lack of research
on millennial state entitlement and positive outcomes, there are innumerable research opportunities.
In addition to investigating the positive effects of high millennial entitlement, we urge research to expand beyond
the current focus on the entitled individual. Entitled individuals do not work in isolation and can greatly affect those
around them (e.g., co-workers, managers, subordinates), especially as workplaces become more saturated with millen-
nials high in entitlement. We argue that it is perhaps even more important to study the effects of millennial entitle-
ment on others (rather than just the effects on the entitled millennials), as one entitled millennial has the potential to
affect many (e.g., others in their team or workplace). For example, while one entitled millennial may experience
increased creativity and satisfaction, that one entitled millennial may have similar beneficial effects on numerous
others in the workplace, affecting the creativity and satisfaction of many. Additionally, we note that those perceiving
the entitled millennial's behaviour may experience different outcomes than the entitled millennial experiences. A
state conceptualisation of entitlement allows researchers to investigate contextual influences that might increase or
decrease state levels of entitlement, affecting the impact of entitlement on others. Additionally, a state
conceptualisation of entitlement allows for contextual factors of the perceiver (e.g., personality, developable skills,
and demographics) to be taken into account in how he/she perceives and reacts to millennial entitlement. Thus, we
next discuss three specific groups of people entitled millennials are likely to impact: co-workers, managers, and
subordinates.

4.1.1 | Millennials' co-workers

The first group of people millennials are likely to impact is their co-workers. Co-workers tend to have high levels of
interaction and therefore have the ability to affect one another. Thus far, research has only looked at the negative
impact of entitled individuals on co-workers. Specifically, perceived co-worker entitlement behaviour was associated
with increased tension and depressed mood at work, decreased satisfaction and citizenship for employees low in
attention control (Hochwarter, Meurs, Perrewé, Royle, & Matherly, 2007), and increased job tension in the absence
6 BRANT AND CASTRO

of political skill (Hochwarter, Summers, Thompson, Perrewé, & Ferris, 2010). These initial findings indicate that there
are important impacts of entitlement on others, but there is still much research to be done. Utilising our state
conceptualisation of entitlement (which allows the context to impact entitlement and perceptions of it), research
should incorporate contextual influences and look to find ways to capitalise upon positive effects (and mitigate nega-
tive). We argue that individual differences are important to consider in entitlement and can act as a contextual factor
impacting millennial state entitlement or as a moderator affecting the millennial entitlement—outcome relationship.
For instance, it is possible that the co-worker's traits (e.g., trait entitlement, equity sensitivity, core self-evaluations,
and altruism), developable skills (e.g., attention control and political skill), or demographics (e.g., age, gender, national-
ity, race, tenure and position) impact the level of the millennial's state entitlement. Research is needed to identify
whether co-worker traits reduce or increase levels of millennial entitlement and thus have a positive impact on out-
come variables. Furthermore, generational differences may be an important individual difference to investigate in
how entitled millennials impact their co-workers. For example, baby boomers, Generation Xers, and other millennials
may react differently to entitled millennials. Evidence suggests that baby boomers and Generation Xers react more
strongly and negatively towards millennial entitlement, whereas other millennials may react positively because they
may be more understanding of their peers and even feel similarly due to shared experiences and situational factors
(Angeline, 2011).
Expanding our research focus to include co-workers (and others) allows us to also look at cross-level relation-
ships. One obvious research avenue to pursue relates to teams. Millennials have a strong team orientation (Elam
et al., 2007), perhaps even stronger than Generation Xers (Borges, Manuel, Elam, & Jones, 2010). This strong team
orientation combined with high entitlement can have aggregated impacts at the unit level (e.g., team, department,
organisation, etc.), perhaps affecting important team performance antecedents such as team climate (e.g., Eisenbeiss,
van Knippenberg, & Boerner, 2008) or collective efficacy (e.g., Gully, Incalcaterra, Joshi, & Beaubien, 2002). Of
course, these impacts could vary as millennial entitlement varies, hence the importance of utilising a state
conceptualisation of entitlement. Various organisational cultures (a unit level variable) may value team orientation
more than others, affecting levels of millennial state entitlement (an individual level variable), which may then have
effects on individual creativity, satisfaction, etc. Research could also look at cross-level direct effects of millennial
state entitlement on unit level outcomes, so we can gain a better understanding of how it affects all levels of the
organisation and which contextual factors influence these relationships.

4.1.2 | Millennials' managers

The second group millennials are likely to impact is their managers. Managers, many from baby boomer and Genera-
tion X generations (due to experience and tenure), are challenged by the high entitlement of the largest generation in
the workplace (millennials; EY, 2015; Twenge, 2006). Millennials have different expectations of their leaders (Yi et al.,
2010) than previous generations including (indeed, they feel entitled to) better work–life balance (Twenge, 2010),
sufficient attention and recognition (Hershatter & Epstein, 2010; Ng, Schweitzer, & Lyons, 2010), more meaningful
work (Lancaster & Stillman, 2002; Ng et al., 2010), and training and advancement opportunities (Thompson & Greg-
ory, 2012). The state conceptualization of entitlement provides researchers the ability to investigate whether millen-
nials' expectations change over time and/or are influenced by contextual factors (education level, career stage, etc.).
Ultimately, should managers or organisations act on these expectations, these would be positive outcomes, improv-
ing the quality of work life for all employees. Of course, the onus is on the manager to ensure perceptions of fairness
in quality of work life and other outcomes for all employees. Otherwise, some employees may perceive unequal
treatment that could create tension and other problems.
There are numerous multilevel relationships that should be explored. One type of relationship would be cross-
level direct effects, with entitled millennial expectations possibly affecting both managers (e.g., impacting managerial
style) and unit level outcomes (e.g., flexible work arrangements). For example, millennials' desire for support, develop-
ment, and a sense of belonging (Hershatter & Epstein, 2010) can influence managers to provide a coaching
BRANT AND CASTRO 7

management style (cf. Etheredge, 2017). In line with our state perspective, moderators can be useful ways to incor-
porate important contextual variables for millennial entitlement and those perceiving it. Additionally, cross-level
mediation/moderation relationships should be investigated (e.g., unit level contextual factors, such as department
policies, moderating the relationship between entitled millennials, and individual level outcomes like job perfor-
mance). Recent research emphasises the importance of moderators, as Klimchak, Carsten, Morrell, and MacKenzie
(2016) found significant relationships between entitlement and outcomes at the individual level only when modera-
tors (e.g., organisational identification) were included. This research could be extended to see if similar relationships
held at other levels by incorporating team level moderators (e.g., team identification) and team level outcomes
(e.g., team performance).

4.1.3 | Millennials' subordinates

The third group of people millennials impact is their employees. Not all managers are baby boomers and Generation
Xers: There is an emerging group of millennial managers. This presents a situation where an entitled millennial man-
ager oversees subordinates of various generations. Contextual factors (e.g., education level, career stage, etc.) that
impact millennial managers' level of entitlement are important to research and understand. Generational differences
compounded with age or tenure may lead to interesting, and perhaps even tense, dynamics that our state
conceptualisation can attempt to capture. For example, a baby boomer or Generation Xer may feel that a millennial
does not have the proper experience to be their manager and as a result, he/she may not respect him or her. Com-
pound this cynicism with the millennial's belief that he/she is entitled to the position, and the problems are exacer-
bated. Likewise, another millennial may not feel that his or her peer (another millennial) should be his or her boss.
We propose that research specifically explore how entitled millennial managers can overcome consequent obsta-
cles and cultivate strong relationships with their employees of all generations, so positive effects can be experienced
for all. One important contextual factor to consider using our state entitlement perspective is leadership or manage-
rial style. As recent multilevel transformational leadership research has demonstrated, transformational leadership at
the firm level had a positive impact on unit level performance through unit level knowledge sharing (a cross-level rela-
tionship; Chang, Chao, Chang, & Chi, 2019). Borrowing on this phenomenon, we can suggest that investigations of
the impact of millennial managers' styles on lower level (e.g., unit or individual) constructs, perhaps with mediating
influences, could be enlightening. Chou (2012) notes that millennial managers demonstrate high levels of participative
leadership style, which involves including subordinates in decision making, seeking subordinates' suggestions, and dis-
cussing organisational issues with subordinates. How millennial managers' style (participative or otherwise) affects
lower-level units/individuals (including millennial subordinates' levels of entitlement) as well as cross-level relation-
ships are certainly of interest, especially when taking into consideration subordinates of different generations.
We have argued here that research must expand to consider the effects of millennial entitlement on all in the
workplace: co-workers, managers, and subordinates. We also stress how our state conceptualisation of entitlement
allows researchers to consider how various contextual variables affect these relationships. As this line of research is
pursued, we may even find that external constituents such as customers and suppliers are impacted by high millennial
entitlement, as well as higher-level units.

4.2 | Unit level

Research at the unit level (e.g., team, department, organisation, etc.) is needed as well. Based on reviews of the
extant literature, Ng et al. (2010) note that millennials “want it all” and “want it now” in the form of “good pay and
benefits, rapid advancement, work/life balance, and interesting and challenging work” (p. 282). Some of these
desires may translate into positive outcomes at the unit level, and our state conceptualisation will allow research to
determine whether/how changes in millennial entitlement due to context (e.g., organisational culture, organisational
8 BRANT AND CASTRO

change) or time affect these unit level outcomes. Although past entitlement research is limited at this level, we do
know that millennials are characterised as altruistic (Elam et al., 2007; Gloeckler, 2008) and having a strong team
orientation (Borges et al., 2010). High millennial entitlement can have cross-level effects, positively impacting unit
level outcomes such as unit creativity and unit performance. Millennials have many desires including opportunities
for work variety, personal development, interesting and flexible work environments, and use of technology
(Hershatter & Epstein, 2010; Ng et al., 2010). Cross-level effects of millennial entitlement on department and orga-
nisation policies, procedures, and practices to meet these needs and desires should be investigated. Presenting an
alternative approach to entitlement, Byrne, Miller, and Pitts (2010) looked at entitlement as a moderator, investigat-
ing the moderating role that entitlement plays with the relationships between various HRM practices and job satis-
faction. They found that entitlement was indeed a moderator: for those high in entitlement, perceived favourability
of recruitment and selection practices were positively associated with job satisfaction, whereas perceived
favourability of safe working practices was negatively associated with job satisfaction. We need multilevel studies
to get an accurate understanding of these complex relationships, investigating how best to encourage and capitalise
on potential benefits.
Another positive impact millennial entitlement can have on organisations is increased corporate social
responsibility. Corporate social responsibility has been shown to be critically important to millennials
(PriceWaterhouseCoopers, 2008). Millennials care about their organisation's mission and values and desire to work
for organisations that go beyond simply making money and provide meaningful and fulfilling work (Lancaster & Still-
man, 2002). Millennials desire to “save the world” and hold high expectations for their organisations to act in ethical
and socially responsible ways (Ng et al., 2010). As Beaton (2016) asserts, millennials' expectations are not completely
outlandish. In short, progress may come from people thinking they deserve more (i.e., entitlement). Millennials expect
more from their organisations and perhaps their entitlement will drive organisations to be better, for example, pro-
vide better benefits, more opportunities for development and advancement, a better work–life balance, more
mission-driven, more socially responsible, and more meaningful and challenging work. These are positive changes
that benefit everyone, including older and future generations. Our state conceptualisation of entitlement will allow
for scholars to investigate whether millennials' expectations change over time or due to context and thus investigate
the effects on subsequent outcomes.

4.3 | Societal level

In addition to driving organisations to be better, we advocate that research also investigate how millennial entitle-
ment can push society to be better. In the workplace in most of the developed world, basic needs have been met—
hours are restricted, fair labour laws are in place, etc. But the entitled millennial generation desires even more. Ng
et al. (2010) note that millennials are concerned with “making a contribution to society” (p. 282). Millennials' sense of
entitlement and higher expectations are pushing the boundaries, encouraging people, organisations, and even society
to both expect and do more, and we believe this can ultimately raise the status quo for all.
Future research should investigate whether millennial entitlement is self-focused, such that millennials only care
about obtaining benefits for themselves, or do millennials genuinely care about seeing positive progress on broader
societal issues? By definition, entitlement is a sense of deservingness. Although possibly unjustified deservingness,
this desire can seed positive social progress. History provides several examples of progress resulting from entitle-
ment. For example, Beaton (2016) reminds us of women's suffrage, the impetus of which was women feeling entitled
to vote. Another example is the rising number of consumer items people say they cannot live without. Beaton (2016)
explains that “basic needs” no longer mean merely safety and shelter, but has been expanded to now include refriger-
ators, TVs, microwaves, air conditioning, etc. In general, people today believe they deserve more than previous gener-
ations. “As expectations get higher, reality gets better. Entitlement pushes us forward” (Beaton, 2016, p. 1).
As our examples above imply, millennial entitlement might have the potential to drive positive social progress.
Just as we believe millennial entitlement can drive organisations to be better, we also argue that millennial
BRANT AND CASTRO 9

entitlement can drive society to be better. Millennials have a strong desire to be socially responsible and feel a per-
sonal responsibility for making a positive difference in the world (Alsop, 2008). According to Alsop (2008), this may
be due to educational and social forces such as schools encouraging millennials to participate in community service
activities and their exposure to global and humanitarian issues from the Internet, the media, social media, cour-
sework, and personal international experiences. Additionally, research indicates that volunteering and community
involvement are higher among millennials (Credo, Lanier, Matherne, & Cox, 2016). Credo et al. (2016) argue that mil-
lennials believe that their time is a unique and meaningful contribution and are driven to make the world a better
place because of their entitlement rather than in spite of it. Future research should develop this idea, investigating
higher level effects, and look at how millennial entitlement impacts employment-related societal level variables such
as better health and wellness, educational opportunities, retirement benefits, workplace sustainability efforts, and
workplace equality.
Additionally, future research should look at changes in millennial state entitlement, possibly affected by macro
factors such as economic and labour market changes, and incorporate Rudolph et al.'s (2018) lifespan development
perspective. The expectations of millennials over time should be monitored as they may adjust their expectations
based upon societal changes as well (Ng et al., 2010). These changes in millennial state entitlement could then be
expected to have repercussions, affecting outcomes across multiple levels, not just at the societal level.
There are innumerable directions for future research exploring millennial entitlement at all levels of analysis,
investigating potential positive and negative results, and addressing moderators and mediators to inform HRM schol-
arship so we can gain an understanding of millennial entitlement—for better or worse. We see several opportunities
regarding millennial entitlement for better and argue that entitlement in the workplace can be considered a vehicle
for individual, team, organisational, and social progress, and that millennials will be driving it. HRM researchers need
to be proactive and address this phenomenon to investigate ways to minimise the negative and capitalise on the
positive.

5 | SUMMARY AND CONCLUSIONS

Entitlement is a pressing issue that nearly all organisations face, amplified by the highly entitled millennial generation.
With the continuing influx of millennials into the workforce, organisations have yet to experience the full impact of
the “Me Generation”. Therefore, understanding millennial entitlement is critical for HRM. With the existing state of
knowledge, HRM scholarship is currently lacking sufficient information to address the implications for individuals,
teams, organisations, and society. It is crucial for researchers to challenge the conventional wisdom of only consider-
ing entitlement as a stable trait (ignoring contextual factors), exclusively focusing on the entitled individuals, and only
seeing the negative side of entitlement. Researchers can address these critical gaps by looking at entitlement differ-
ently than in the past: using a state conceptualisation that allows for contextual influence and investigating positive
effects at all levels. Millennial entitlement is a part of contemporary organisations—for better or worse. Our hope is
that this article will spark future HRM research that allows researchers and practitioners alike to better understand
entitlement in the millennial age and how best to handle it in a manner that is for better.

CONFLICT OF INTE REST

The authors have no conflicts of interest to declare.

OR CI D

Katarina K. Brant https://orcid.org/0000-0003-3964-1182

Stephanie L. Castro https://orcid.org/0000-0002-1895-2558
10 BRANT AND CASTRO

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How to cite this article: Brant KK, Castro SL. You can't ignore millennials: Needed changes and a new way
forward in entitlement research. Hum Resour Manag J. 2019;1–12. https://doi.org/10.1111/1748-8583.
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