Key points covered in the literature review section:• Millennials grew up with constant praise and recognition, which would have led them to be inconsistent and demanding with a high sense of entitlement• Members of this generation are also known to have lower levels of organizational commitment and a need for social approval. • Younger workers were significantly more likely to believe they should be rewarded or recognized in some way for a job well done than their older colleagues. Managers need to know the different values ​​of each generation• Millennials' mindset is more journey-oriented than destination-oriented• How to properly motivate millennials• Intrinsic motivation and extrinsic motivationGeneration Y are natural-born individuals between 1982 and 2000. This generation grew up in the age of technology, using a variety of social networking sites as their main source of communication, which is different from the previous generation's way of socializing face-to-face. Millennials are motivated, tech-savvy, ambitious, and well-aware of the social context of their lives and work. Sure, they want money and “stuff,” but they also value the community and social aspects of their lives. Generation Y employees view their jobs as a continuation of their studies. They need to feel like they are learning and particularly enjoy being coached. Millennials are open to new challenges and a manageable level of risk. This is an adrenaline-driven generation that craves change and challenge, and members will not shy away from assignments outside their comfort zone. They see the opportunity to take on a new challenge as a vote of confidence in their abilities. Team retention is a key tool for motivating and rebalancing an overall effective workforce. Managers should attempt to measure and disrupt relationship levels within their organization and implement plans to help build and promote the importance of the relationship. Team building exercises and other relationship building techniques adopted can help promote and develop relationships among colleagues. Finding that millennials produce almost equal numbers of intrinsically and extrinsically motivated people, we can confidently conclude that millennials should not be stereotyped as being mostly one or the other. Accepting that this generation of workers encompasses a multitude of behavioral characteristics and can be motivated by different means, managers should be able to affectively create a work environment that allows individuals of different motivational tendencies to work together and achieve successfully complete their tasks..