2.3.2 Earlier findings on Gen Y’s motivation at work
It is an incontrovertible fact that motivation is critical to performance (Millward, 2005: 192; Sarris and Kirby, 2013). The purpose of motivation is to offer individuals what they really want most from work and organisation could expect more from people in return, such as productivity, quality and service (Sarris and Kirby, 2013). Additionally, the influence of Gen Y is increasing in the workforce due to retirements and shrinking generations. As a result, identifying Gen Y’s motivational factors is particular important (Kultalahti and Viitala, 2014). Although some critics point out that the lack of motivation to work hard is more attributable to life stages rather than cohort (Appelbaum
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Although Gen Ys are somewhat new to the labour market, commentators surmise that they desire great change and substantial variety in their job activities (Lancaster and Stillman, 2002; Baruch, 2004b). They are inclined to plunge into work they find interesting and important even when they know little about it (Holden and Harte, 2004). The biggest motivator of Gen Y is the lack of controls on them as this frees their mind and enables them to engage in assignments that bring about innovation (Broadbridge et al., 2007). Specifically, varying and interesting assignments are mentioned heavily among Gen Y when discussing motivation at work among plenty of revealed findings and stories. On the contrary, demotivation mentioned before might appear simply because work tasks are already familiar and Gen Y has to repeat on the same themes and easy problems over and over again. Interestingly, Martin (2005) argues that change does not startle Gen Y or reduce …show more content…
Effort in the workplace is expended by employees in the form of above motivators (Chung and Fitzsimons, 2013). Gen Ys tend to on behalf of great potential for companies: they crave development opportunities, they are ready to multitask (Freifield, 2007; Rowh, 2007), they are flexible, they are eager to obtain support from their supervisors (Kultalahti and Viitala, 2014). From above literature review chapter, this research has been located within the broader array of knowledge on a particular subject which, in turn, will provide an explanation of the research questions. Now, what the finding ‘say’ and ‘mean’ begin to surface gradually, key points could be extracted from that. In the following chapter, attempt to improve readability and avoid the need for cross-referencing and backward page turning; the writer decides to present an integration of the findings and discussion latter in this library-based
Since both authors can relate to both age groups, they have written this article to describe the reasons behind Gen Y’s characteristics and allow older generations a chance to understand their younger counterparts. The article is written not towards Gen Y but instead is written for their critics. Since the article allows readers inside the lives of Gen Y members, it is directed at people who do not already understand this generation and all it has to offer to the world. The authors’ knowledge of the criticisms that Gen Y faces allows them to portray their purpose to intended audiences. They do all of this while remaining mindful of older generations that work full time and live busy lives by breaking the article up with headings and subheadings that allow readers to read only sections at a
In the article “Why Your Office Needs More Bratty Millennials”, the author Emily Matchar expresses a variety of reasons why the new generation in the workforce (millennials) needs to have their voices heard. She uses different terms to discuss this generation of workers, including Generation Y, another common name for millennials. Matchar’s exposition of why millennials are changing the workplace is broken down into specific points. She references the declining job market and why, due to circumstance, it is hard for millennials to get jobs as it is. Moreover, millennials are now pushing for a “customizable” workplace, such as being able to set their own hours.
Most millennials are hard workers and also smart, being the generation of technology we utilize what we have because it has works for us in multiple occasions. We also are the only generation that is better at switching from task to task, it’s not hard for us to move forward because of our great work ethics, and our ability to work with new and advanced technology. The type of experience that the Y generation has will affects how our lives will continue to be in the near future.
With the current change in demographics throughout the workforce, organizations are feeling the effects of a larger percentage of baby boomers retiring and a large percentage of millennial new entrants. The words used to describe millennial employees, “spoiled, trophy kids, ambitious”, seem to be as everlasting as the constructive and negative perspectives attached to them. Many can debate on the entitlement of these employees within an organization, how these employees can be groomed and managed to better fit the organization, the positive and negative attributes they bring into the workplace, and how the preceding can benefit or derail the effectiveness of an organization. Nonetheless, a harder debate, comes about in denying that organizations must adjust to and integrate these employees into the workforce.
By 2025, about 75% of the American workforce will be made up of Generation Y workers, said Emily Matchar, author of “Why Your Office Needs More Bratty Millennials.” Generation Y, also known as millennials, are those who were born within the years 1982 and 1999. Time management has become a persistent issue for people in the United States because of the lack of flexibility in the workforce. Work is taking over people’s lives. The current generation of workers tend not to demand because of the fear of unemployment; jobs are scarce these days. Generation Y workers have shown that they will not accept today’s hierarchical workplace, on the contrary, they will begin to change the workplace to their likings.
In Catherine Rampell’s article, “A Generation of Slackers? Not So Much,” the idea of the younger generation, known as Generation Y or Millennials thought of as lackadaisical and indolent by older generations has been quashed by Rampell’s explanations of the differing behaviors and ideas held by these two generations, causing a misunderstanding and misinterpretation of productivity. The era of computers has especially been a major cause of such a rift, specifically the dependence on technology of which has contributed to the growth of synergistic and collaborative dispositions amongst the younger generations- behaviors once thought of as ineffectual in the workplace.
As a matter of fact, the manner in which they handle their children at home, managing their expectations should be the actual case in the work places. The generation Y employee is a constrained bomb of ideas, innovations, and expectations which only then transforms to expectations. The point is, these young employees have abilities that lack capacities. So now they look unto the generation X, the management to feed these capacities, as much as they may do this in a shrewd manner definitive of their expectations (Vaiman & Vance, 2008) Ideally, the generation X should be ready to embrace change in whose case the models of change should be very instrumental to help them manage the generation Y and their ideas and suggestions of change. The synthesis of the two conflicts now becomes the fusion of cultures to end up with a stable understanding of procedures for the young employees and a modern inception and injection of modern ideas into the long held organization cultures,
Smola, Karen Wey, and Charlotte D. Sutton. "Generational Difference: Revisiting Generational Work Values for the New Millennium." Journal of Organizational Behavior 23 (2002): 363-82. JSTOR. Web. 28 Mar. 2012. .
Klobucher, T 2011, Characteristics of Generation 2020: Generations at Work, The Great Workplace Revolution, accessed 11 November 2013, http://www.thegreatworkplacerevolution.com/characteristics-of-generation-2020-generations-at-work/
Motivation is key in the workplace. It is developed from the collaboration of both conscious and unconscious principles such as the strength of desire or need, motivating force or reward estimation of the objective, and desires of the person and of his or her peers/co-workers. These elements are the reasons one has for carrying on a specific way. An illustration is an understudy that invests additional energy contemplating for a test since he or she needs a superior review in the class. The Inside and outside principles that animate want and vitality in individuals to be constantly intrigued and centered around their work, part or subject, or to try to achieve an objective.
In the interview, “Millennials in the Workplace” with Simon Sinek, he implores that millennials should find a balance between social media and their physical life. One of the strategies that Sinek uses is parallel structure, where he states the four reasons why millennials are being very criticized nowadays, “ It can be broken down into 4 pieces actually. 1 Parenting. 2 Technology. 3 Impatience. 4 Environment. The generation that is called the millennials, too many of them grew up subject to “failed parenting strategies.” (2017, 1:44).
The generation that I was born into can sometimes be easily misunderstood by those in earlier generations. The individuals in my generation get thrown many different labels such as those that Rosie Evans (n.d.) listed in her article, “Millennials, Generation Y, the Lost Generation, boomerang kids, the Peter Pan generation…” and more. This can impact us as a whole because some will begin to live by the labels, in some cases that can be negative but in others it may be beneficial. Many people in this generation believe that they can’t reach their full potential due to labels and prejudgment, while there are others believe nothing can hold them back. When we get labeled all together that is also what may drive some to try to stand out from the
Robbins (2013) recognizes that baby boomers have an enormous hard-working attitude with a definitive want to characterize themselves through their expert achievements. Baby Boomers, born between 1946 and 1964 value their achievement, ambition, loyalty to career and dislike to authority in competitive workplace (Robbins and Judge, 2017). Gen Xers, born between 1965 and 1977, who are independent-minded like work-life balance, team-oriented, loyalty to relationship and dislike of rules. The generation born between 1978 and later, known as Millennials value flexible hours, teamwork and collaborative culture, career development, loyalty to both self and relationships with employers and dislike the formality of regular meetings if there
There are many generations in society such as Traditionalist, Baby Boomer, Generation X, Y, and Z. Generation Z is the youngest generation in the list. However, in any work place, Generation Y, which is known as an Echo Boomers or Millenniums, is the youngest. No one knows how it emerged, but it began in 1998 and ended in 2006. The people in this era were born between 1977 and 1994, which is my generation. In the United States, there are seventy one million Generation Y-ers, which takes up the largest part of population. Unlike other generations, Generation Y has very outstanding abilities and environments to success. Those abilities and characteristics are efficient in business and companies. Also, Generation Y’s remarkable characteristics affect their social lives a lot. The Generation Y is very family centric, and able to catch up the trends. Their general cultures are pop-music, iPods, social websites, like Facebook and Twitter, and anything that relates to technology. In principle, Generation Y-ers are optimistic, social, and have high self-esteem. Those characteristics bring many pros and cons to hire them. Pros are general mostly, but cons are not true mostly because of misconceptions.
Erickson, Tamara J. Plugged In: the Generation Y Guide to Thriving at Work. Boston, MA: Harvard Business, 2008. Print.