...Generation Y in the Workforce: Managerial Challenges Justin Meier, Graduate Student Stephen F. Austin State University, USA Mitchell Crocker, Associate Professor of Management Stephen F. Austin State University, USA ABSTRACT This paper takes a look at the next generation, Generation Y, as it enters the workforce. Nearly all Gen Y research to date focused on characteristics and features drawn from a population still in the midst of the educational system. This research specifically targets Gen Y’ers that have been in the workforce for a few years. Data collection incorporated current technologies such as the social networking website Facebook to invite age-appropriate respondents to participate in this study. Participants completed the survey instrument on-line using a link to Survey Monkey. The data analysis focuses on those workplace issues that act as motivators or de-motivators for this generation. GENERATION Y IN THE WORKFORCE: MANAGERIAL CHALLENGES Toward Understanding Gen Y. What defines a generation? Through the years a number of different things such as wars, discoveries, politics, beliefs, and popular culture have all helped shape and define generations. The characteristics attributed to an age-bound demographic are often reflections of the events occurring in the world around them. While agreement on a definition may be lacking, through a combination of thoughts and ideas, educators can agree on certain aspects of each generation. A generation can influence styles...
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...By-Niren K. Shah (50) Human Resource Management Workforce The workforce is the labour pool in employment. It is generally used to describe those working for a single company or industry, but can also apply to a geographic region like a city, country, state, etc. The term generally excludes the employers or management, and implies those involved in manual labour. It may also mean all those that are available for work. Workers may be unionised, whereby the union conducts negotiations regarding pay and conditions of employment. In the event of industrial unrest, unions provide a co-ordinating role in organising ballots of the workforce, and strike action. Workforce management (WFM) encompasses all the activities needed to maintain a productive workforce. Under the umbrella of human resource management, WFM is sometimes referred to as HRMS systems, or even part of ERP systems. Recently, the concept of workforce management has begun to evolve into workforce optimisation. Specifically, workforce management includes * Payroll and benefits * HR administration * Employee self-services * Time and attendance * Career and succession planning / talent acquisition * Talent management and/or applicant tracking * Learning management and/or training management * Performance management * Forecasting and scheduling * Workforce tracking and emergency assist * Absence management Workforce management can also encompass field service management...
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...Company Structure: What Talent Wants OVERVIEW What does Talent want? This is a question that has changed and become the nucleus of talent acquisition teams across the world. How do you get the best talent and then how do you keep them. With the entrance of the last two generations they have created a new trend where the talent has more power than ever in the workforce. With this shift has come some great new insights into what “work” really means, how it fits into an employee’s life and how can employers get the most out of their employees. Work/life balance For the first time in our countries history, work/life balance is actually a conversation in the work place and a very lively one at that. With the entrance of Gen X and Gen Y into the workforce, they have forced employers to provide alternatives to the “Sorry hunny, I have to work late again” excuse that so many of our predecessors know to be true. Why is this you ask? The war on talent has made it more competitive than ever and the new generation of talent is not only geared toward the flexible lifestyle, they are demanding it. So what does this look like? Being measured more one what you are producing and the quality of that work rather than when you are working on it. Being able to work from home is becoming a requirement instead of a luxury. We have programs such as a lax bereavement policy that give up to six days for any family or friend that has passed away. Adding gyms to all locations so...
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...Recruiting in Labor Markets Case: Who Says the Young are Good Only at Facebook? Question 1: How different are today’s Gen Y employees from others ( Gen X, Baby Boomers, etc.) in terms of their mindset or perspective about work, life, career, and the world? Be specific about how you define Gen Y, Gen X, Baby Boomers, etc. Question 2: In term of recruitment practices, what adjustments or adaptations should HR managers make to enhance the effectiveness of their recruitment efforts? 1.0 Introduction Different generations have shown different characteristic traits in line with their time's requirements, opportunities and difficulties. They have different expectation, beliefs, lifestyle and work style. People attitudes as well as employees have been shaped by previous generation and current environment where reflected on their mindset or perspective about life. They also feel that they are better than other peers especially when it comes to careers, technology, and lifestyle. In order to resolve the conflict arises from different generation at workplace, the understanding difference generations is a must task in building the successful multigenerational workplace. 2.0 Differences of Generations and Mindset 2.1 Baby Boomers The Baby boomers are all those born in U.S. during the demographic Post–World War II baby boom between 1946 and 1964 and they are predominately in their 40s and 50s. According to Madsen Pirie and Robert M. Worcester (1998), the baby boomers represented...
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...Application Case 2–1 Gen Y Rocks the Business World Nearly every businessperson over 35 has done it: sat in her office after a staff meeting and—reflecting upon the 25-year-old colleague with two tattoos, a piercing, a near addiction to checking his Facebook account with his smart phone, no watch, and a shameless propensity for chatting up the boss—wondered, What is with that guy! At once a hipster and a climber, he is all nonchalance and expectation. He is new, he is annoying, and he and his female counterparts are invading corporate offices across America. Generation Y: Its members are different in many respects, from their upbringing to their politics. But it might be their effect on the workplace that makes them truly noteworthy— more so than other generations of twentysomethings that writers have been collectively profiling since time immemorial. They’re ambitious, they’re demanding in terms of the boss’s time, and they question everything, so if there isn’t a good reason for that long commute or late night, don’t expect them to do it. When it comes to loyalty, the companies they work for are last on their list— behind their families, their friends, their co-workers and, of course, themselves. But there are millions of them. And as the baby boomers begin to retire, triggering a well-publicized and feared worker shortage, businesses are realizing that they may have no choice but to accommodate these curious Gen Y creatures. Especially because if they don’t, the...
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...Dawn Butler Org 415 - Summary Paper September 17, 2011 Today’s workplace is more diverse than that of any other time in history. With four different generations actively in the workplace, the way people work together is more important than ever, as is the role of today’s manager. Many organizations have a wide range of employees within several different age groups, each with different work ethics and all must be managed in various ways. Today’s problem in the workplace is no longer the effects of downsizing, competition, stress or greed but rather the four generations of people working together and often colliding. (Hammill, 2005) These four generations; the Veterans, the Baby Boomers, Gen X and Gen Y, make up today’s workforce and each bring different values, ideas, communication styles and ways of getting things done to their organization. (Hammill, 2005) This is the first time in American history that we have had a wide range of ages in the workplace. With such an assorted group of people working together, the traditional roles in the workplace have changed. “There were definite rules as to how the boss was treated and how younger workers treated older workers. No longer: Roles today are all over the place and the rules are being rewritten daily.” (Hammill, 2005, p.1) First, it is important to identify the different generations and who make them up. The Veterans were born between 1922-1945. This group is characterized as hard workers...
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...1. Introduction This chapter provides an assessment of the contemporary labour market context of Human Resource Management and the impact of current trends in labor market on the practices associated with Human Resource Management in relation to attraction, motivation and retention of talents. 1.2 Review of Prior Work A labour market can be understood as the mechanism through which human labour is bought and sold as a commodity and the means by which labour demand (the number and type of available jobs) is matched with labour supply (the number and type of available workers). As such, the labour market constitutes the systematic relationship that exists between workers and work organisations. In order to achieve its strategic objectives, a fundamental concern for an organisation is to ensure that it has the right people with the right skills, knowledge and attributes in the appropriate positions. Labour market is divided into two the internal labour market and external labour market. The internal labor market refers to that which exists within a single organisation and represents its internal supply or stock of labour. In its broadest sense, the internal labour market is the mechanism by which existing employees are attributed particular roles within a firm. The specific characteristics of an organization’s internal labour market are reflective of a number of HR policy emphases, for example...
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...CSGB6101 Human Capital Management MANAGING GENERATIONAL DIFFERENCES IN THE WORKPLACE CASE STUDY OF FELDA Prepared by GROUP 3 : Name | Matrix No. | Phone. No. | E.Mail Address | Khadijah Mohamad Radzi | CGA130056 | 019-6795231 | khadijah.fahim@gmail.com | Nasira Banu Rahim Khan | CGA130106 | 019-3612038 | nasira@bnm.gov.my | Yu Kong Cing | CGA120010 | 012-6842818 | kcyu@fella.com.my | Prepared for DR. MOHAMMAD NAZRI BIN MOHD. NOR Submission Date: 15 May 2014 Due Date: 19 May 2014 Word Count: 3859 Content | Page | 1.0 Executive Summary | 1 | 2.0 Background of Study | 2-6 | 3.0 Problem Statement | 6-8 | 4.0 Research Question | 8 | 5.0 Objectives of Study | 8 | 6.0 Literature Review | 8-9 | 7.0 Discussion | 9-12 | 8.0 Recommendation | 12-15 | 9.0 Conclusion | 15 | 10.0 References | 16 | 11.0 Appendix 1 – Organizational Chart | | 1.0 Executive Summary The purpose of this paper is to study the differences and similarities of four generations of FELDA workers and the implication of it to the organization’s competitiveness. FELDA has been chosen for the study because it is a unique organization involved widely in business as well as community development in 319 Felda Settlements. With a total employee of 3,990 people working locally and overseas...
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... Ageism is discrimination against any person based on their age; specifically against the elderly. I would like to focus on ageism in corporate America and the effects on Baby Boomers , Generation x, and Generation y. Today ageism is alive and well in corporate America. It seems the older workers or the baby boomers are effected the most. At the other end of the spectrum you have Generation y fresh out of college with no experience effected by the economy. The whole spectrum of ages are greatly effected in todays economy. We are seeing more and more of generation mixing in corporate america. You have the Baby Boomers who have been with a company for twenty plus years who still writes hand written letters sitting next to Generation y ,who are extremly tech savvy and fresh to the company. Then you have Generation x (ages 29- 42) who is familiar with communications, media and digital technologies and are also feeling the affects of ageism in corporate America. Baby Boomers are the fifty year olds and up in corporate America, born usually from 1946- 1964. They are considered the fastest growing group in the workforce today. Lets face it, we are a country obsessed with youth and vitality, how are Baby Boomers who are more wise and experienced going to compete. Ageism is a huge threat for the Baby Boomers today. “According to a survey by...
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...Sarah Brown Module 1 Case Study November 22, 2015 Our Plan to Recruit Generation Y Employees Generation Y employees are a new breed of employees. This group of people are much different than the older generations of employees. In order to obtain successful recruitment, new strategies must come into effect. The Human Resource department needs to be well informed of Generation Y’s expectations and work ethics. They hold themselves to a different standard than previous generations have. Rather than external pressures, they have internal forces pushing them to perform. One of the major developments that separates Generation Y from any previous generation is the continued growth of technology. Their lifestyle revolves around technology. This can be both a positive and negative factor for us. Addressing the negative aspect, they can become a nuisance to the organization by misrepresenting themselves on social media. On a positive note, they can be more available to us and our clients through their mobile devices on an almost constant basis, and help us network and market our name. Generation Y are reticent. They have a lower power distance than Generation X. They consider upper management more their peers and are not afraid to make suggestions. As an organization and with our HR department, we must prepare ourselves and adapt to having this generation work for us. With the upcoming expected retirement of the baby boomer generation, we are faced with a deficit in our work force...
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...MG409-AC TR 11:AM-12:15PM CASE 1 1) Challenges from managing the human resource differences between the Navy sector and the public sector employees because the size and responsibility of the Navy. The Navy’s recruiting goal is 37,000 annually and maintaining a 600,000 workforce. They then have to train these employees in specialized positions, help them with education goals, and manage their career for the next four to six years. Then recruit them again by trying to convince then to reenlist, become a reserve or serve as a civilian on the base. While completing all this HR department of the Navy must maintain performance appraisals, compensation plans, discipline and dismissal along with retirement for all members. 2) Economic, technological, and cultural environment affects human resource management in the Navy and other branches of armed forces. Economic factors coincide with retention rates, as the economic downfalls began in the USA the retention of the soldiers in the Navy became greater causing a surplus. The Navy is experiencing a shortage in qualified sailors in several areas due to technological challenges. They have to be verified in that area to work it. Culture effects the management of the Navy as well. When they lifted the “Don’t Ask, Don’t Tell” policy allowing homosexuals to be in the military as long as they were not openly gay, they know have to approach with caution. 3)...
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...SPOTLIGHT ON LEADERSHIP: THE NEXT GENERATION Spotlight ARTWORK Gus Powell, Still Life: Raspberry, from the series Lunch Pictures, 1999—2007 A HBR.ORG Tamara J. Erickson (tammy@ tammyerickson.com) is the author of a trilogy of books on generations in the workforce and has written several articles for HBR, including “It’s Time to Retire Retirement” (March 2004), which won a McKinsey Award. A member of the Boomer generation, she is based in Boston. The Leaders We Need Now Generation X will produce executives who bring a distinctive sense of realism to the modern corporation. by Tamara J. Erickson A NEW COHORT of leaders is poised to take senior executive roles and is bringing with it a whole new mind-set. Baby Boomers have been firmly in charge for the past few decades, and as a rule they have been willing to operate by a well-understood set of corporate practices and policies related to compensation, hierarchy, and expectations for the way work “works.” Generation Xers, born from 1961 through 1981, have different ideas. They’re more apt to reject status-quo definitions of success and seek their own paths. The differences can be traced to the times during which each group came of age and formed its attitudes toward work and society. Although it’s impossible to draw neat boundaries along generational lines and unproductive to overgeneralize, we are each, in part, a product of our time. The formative years of Xers looked very different from those of Boomers. For...
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...Resource Center (ARC) for concise APA guidelines. 1. Assume you have just started your own business and are ready to hire some employees. How could you use the ARDM model to guide your initial HR strategy? 2. The productivity of the workforce is essential for the success of an organization. What HRM activities and programs can impact productivity? 3. Historically HRM activities were developed and implemented by a department or functional unit. Today however, operating managers are often responsible for applying and modifying HRM tools and activities. Why has this change occurred? 4. Explain the reasons why today HRM is playing a larger role in an organization's strategy than it did 10 years ago. 5. HR processes are designed to acquire, reward, develop, and maintain/protect human resources. What are the desirable organizational end results of such processes? 6. Read Application Case 2.1: Gen Y Rocks the Business World in Chapter 2 and answer the following questions. a) What will organizations have to do to adapt to the influx of needed Generation Y individuals? b) Is Generation Y really that different than previous generations that entered the workforce in large numbers? Explain. c) Will Generation Y individuals have to make adjustments in their style, preferences, and interests to be successful in their careers? 7. Assume that you've started to expand your company's operations into India and China. This is the...
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...report discusses and examines employee motivation in an IT organisation. The report examines the benefits of employee motivation followed by the various theories concerning motivation. The initial portion of the report focuses on the benefits of employee motivation which is followed by a discussion of motivation theories – content theories and process theories. The report further tries to outline the various options or methods followed by organisations to drive higher levels of motivation among the workforce. The methods included in the report addresses the various rewards and recognition options, use of scorecards, fun and recreational activities, communication channels, learning and growth opportunities and corporate social responsibility as methods to effectively drive employee motivation levels. The report recommends the establishment of a basic framework with respect to hygiene factors of a workplace in order to successfully drive initiatives to motivate workforce. Further, the report concludes on the note that various other factors including cultural, political, social and spiritual needs should be considered while arriving at a combination of methods to drive higher levels of motivation. Success of the initiative would depend upon the appropriateness of technique and timeliness beyond other factors. Table of Contents Executive Summary ............................................................................................................. 1 1. Introduction...
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...2011 3rd International Conference on Advanced Management Science IPEDR vol.19 (2011) © (2011) IACSIT Press, Singapore Effects of Motivational Factors on Job Satisfaction: An Empirical Study on Malaysian Gen-Y Administrative and Diplomatic Officers Nargess Mottaghi Golshan1, Aznur Hafeez Kaswuri2, Betsabeh Aghashahi3, Muslim Amin4, Wan Khairuzzaman Wan Ismail5 1 International Business School, University Technology Malaysia Abstract. Purpose - This study examines the relationship between motivator and hygiene factors of the two-factor theory and job satisfaction of Gen-Y. Design/ Methodology/ Approach - Totally 128 full time Gen-Y employees of the Malaysian Administrative and Diplomatic officers completed a questionnaire measuring their motivator and hygiene factors and job satisfaction. The motivators were measured by work values questionnaire (WVQ) with 25 items, and job satisfaction was measured with a 15-item questionnaire adapted from Warr et al., (1979). The scales for all questions were seven point Likert scales. Factor analysis, T-Test, regression, and One-way ANOVA were applied in the data analysis. Findings - The results revealed that employees’ motivators are related significantly to their intrinsic job satisfaction. However, employees’ hygiene factors are not significantly related to extrinsic job satisfaction. This result is inconsistent with the previous study of Furnham A. and Eracleous A. (2009) and supports Locke’s (1976) criticism of Herzberg’s theory...
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