Factors Affecting Expectations of Gen Y at the Workplace:

A Study of Delhi / NCR

AuthorsGaurav Wadhwa & Pulkit Gupta

BBA, 3rd YearAnsal University

Introduction

• Generation Yers, also known as Millennials and Nexters, are the children of Baby Boomers who are born between 1980 and 1995.

• This generation is confident, independent, and goal-oriented. Although, technology advances began in the Gen X era.

• Generation Y was born into technology and often knows more about the digital world than their teachers and parents.

• They are networked, collaborative and highly social, expecting to be constantly connected to their social networks, within and beyond company boundaries, and to work within a sociable environment with other people.

• Gen Y, has forced the organizations to re-strategize how to attract and retain star performers as their competitive advantage in a steadily dwindling labor market.

• The entrance of Generation Y into the workforce seems to have begun a certain level of commotion in the workplace, as employers scramble to find out information about them

Objectives

• To analyze the Gen Y expectations from their workplace.

• To study the factors affecting Gen Y expectation from their future workplace.

Literature Review

• People of this generation are looking for a work situation that they can incorporate into the kind of life they have desired and are building for themselves. Tulgan (2009)

• Espinoza, Ukleja, & Rusch (2010) suggest the work-life balance as one of the most celebrated values of the ‘Millennial’ generation. It means that they want the meaningful work

Nine proven strategies in order to manage the generation Y Tulgan (2009) “How to Manage Generation Y”

• Hire them with the right message• Get them up to speed quickly and turn them into knowledge

workers• Practice in loco parentis management. • Help them in understanding their role and responsibilities in

the company and where they fit in your picture• Get them to care about great customer service• Teach them how to manage themselves• Teach them how to be managed by you• Retain the best of generation Y one day at a time• Build the next generation of leaders

• Gen Y tends to favor an inclusive style of management, dislike slowness, and desire immediate feedback about performance (Francis-Smith, 2004).

• Gen Y is likely to perform best when its abilities are identified and matched with challenging work that pushes it fully. Speed, customization, and interactivity two-way non-passive engagement is likely to help keep Gen Y focused (Martin and Tulgan, 2004).

• Technically able, highly informed and confident, but lacking direction, Gen Y is more likely to rock the boat than any prior generation (Johns, 2003).

• Gen Y is likely to equate job satisfaction with a positive work climate, flexibility, and the opportunity to learn and grow more than any prior generation. Compared with other generations, Gen Y tends to have less respect for rank and more respect for ability and accomplishment. It is likely to turn down more pay in order to do work it feels is meaningful at a company where it feels appreciated (Alati, 2004).

• Gen Y tends to value respect, and want to earn it. Acknowledgement and freedom to perform as it finds best tend to matter to Gen Y, too (Dealing with Your New Generational Mix, 2004).

Research Methodology• This study has been conducted in Delhi NCR among undergraduate and post graduate

students.

• The sample size of the study is 70. • A survey questionnaire was developed based on the review of literature, titled,

“Survey of Workplace Expectations of Gen Y”. • The questionnaire had two sections namely: Section I: Demographic profile, Section II:

20 statements on a five point Likert’s scale.

• The parameters used for the purpose of the study included- job profile, work environment, remuneration, monetary rewards, workplace flexibility and employee development.

• The study was carried out in higher education institutions in NCR among students.

• Data collected for the study was analyzed by using SPSS.

DemographicsTable 1:

Table 2:

Table 3:

• Factor analysis with principal component extraction was applied with varimax rotation to understand the factor loadings across the components.• Cronbach’s alpha was obtained to test the reliability of the data. • The varimax rotation clubbed the items on 5 components, and using the Rotated Matrix Component Table, the Factor Loadings were derived

Factor Loadings

Following 5 dimensions were derived:• Student Expectations• Work-related clarity• Rewards and Benefits• Work-life Balance• Employee Development

Proposed Innovative Strategies

From Organisation’s perspective

• Organisation culture is the key

• Good corporate responsibility reputation

• Organization’s commitment to the environment

From Job perspective

• Inculcate Flexibility in Jobs

• Provide opportunities for specialization & development

• Assign challenging assignments

• Give competitive and lucrative compensation

• Provide a launch pad for International career and overseas trips

• Flexibility for transition between jobs.

From Leadership’s perspective

• Encourage competency development – for future needs

• Facilitate speed induction and integration through mentors

• Provide a collaborative & participatory work environment

• Encourage empathetic leadership through constant feedback, coaching and mentoring

• Develop binding communication

• Create customized career paths

Conclusion

• It can be seen that the organizations must understand the characteristics of this generation and their perceptions and desires regarding work and career.

• “Gen Y expects work related clarity, reward and benefits, work life balance and self-development from their employers.”

• A major challenge which faces organizations is how to attract, engage, and retain Gen Y who, because of their experiences and attitudes toward work, is markedly different from other generations in their workplace needs and expectations.

References

• Crocker (June 2010). Generaton Y in Workplace: Managing Challenges. The Journal of Human Resource and Adult Learning , Vol. 6, Num. 1.

• Hodges. (June 2008). Coping With Different Generations In The Workplace Elena Comperatore. Journal of Business & Economics Research .

• Sean Lyons. Generation Ys Psychological Traits, Entitlement and Career Expectations. University of Guelph.

• Martin & Tulgan (2006). Managing the Generation Mix.• Saxena & Jain (2012). Managing career aspirations of Gen Y. Grater Noida,

India: Mangalmay Institute of Management and Technology.• Sky Brown, Michael Collins, Christopher Gallerson, Grady Giffin, Jon Greer, Ray

Griffith, Emily Johnson, Kate Richardson (2009). Generation Y In Workplace.• NAS.(2006).Generation Y: The Millennials – Ready or Not, Here They Come.‖• Yan, Sophia (2006). Understanding Generation Y. The Oberlin Review, 8

December

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