Exercise Motivation: The Life and Times of AndyAndy has had what might be described as a ‘privileged’ upbringing. His motheris a lawyer and his step-father is a businessman. Andy went to the best schoolsbut he did not attempt to achieve at any of them. Achieving was for ‘nerds andgeeks.’ He is however intelligent, articulate but lazyAt high school he got interested – temporarily - in soccer and did well.However, he smoked too much and discovered ‘substances.’ No party wascomplete without Andy.At school academic work did not interest him and he failed more subjects thanhe passed. In the 7th form things got worse and he became a nuisance whichforced him to join the workforce. A six months stint at Big Mac did nothing forhis work ethic.Andy’s father found him a job at a Warehouse which, for a short period heseemed to enjoy. He got up each morning unaided, went to work where heactually appeared to apply himself and seemed to be doing well. However, after8 months he became dissatisfied with everything; the work, the hours, hisworkmates and the boss. One day he walked off and did not return.His father got him another job at a new supermarket. Three weeks later he failedto turn up for work, was hunted down, given a second chance which ofcourse…. he blew! After 6 weeks he walked away complaining that only a foolwould work for $13.50 an hour.His persistent father found him another job as a landscape gardener but the firstmorning he failed to turn up.To fill in time, he decided to enroll at university but after two years and $20Kinstudy loans he had amassed a total of six papers.He took up body building. He bought supplements using his student loan,insisted on eating only the best steak, read the back of every food container tomake sure it did not contain ‘impurities’ and kept up a strict regime. He becamea very big boy!Andy is what researchers call a ‘generation Y-er.’ He is outwardly confident,easy-going, bordering on arrogant, flexible, and secure. He is not at all like his
‘gen X’ parents who worked hard to become secure. The ‘Y-ers’ have adifferent view of work which for them is a means to an end, to be tapped intoand dropped when they feel like it. They want jobs that are interesting, pay welland allow them to take three months off to go snow-boarding.The text books talk endlessly about motivation but seem to have failed to cometo grips with this new phenomenon!Some questions to ponder with the person next to you:Have you met people like Andy? Are there many of them? At uni?Are you one!!!What do the models of behaviour tell us about employees like Andy?Theyshould help understand him and help managers. Do they?If you were a manager in a local company, how would you go about trying tomotivate Andy?Can you motivate the Andy’s of this world?
Exercise Motivation: The Golden GenerationAoteraoa New Zealand is experiencing major population changes. The firstconcerns the end of the ‘baby boom’ generation, those men and women whowere born after World War 11. They are now reaching retirement age andadding to a rapidly ageing population. At the other end of the continuum, thebirth rate is declining which means that there will be fewer young peopleavailable to enter the workforce. There are approximately 600,000 NewZealanders aged 15-24 who have been dubbed the ‘golden generation’ and theirexpectations of the world of work are very different from their ‘baby boomer’parents.For the ‘golden generation’, ‘yesterdays’ expectations of work and career arebeing challenged. Take Alban Ford for example. Alban is a 23-year-oldworking for Active Communications which is a six-person Telecom dealershipwith more than $9m in sales in 2003. Alban asserts confidently; "Ive gotbusiness cards saying Im a General Manager. I plan on being filthy rich. If youasked me a year ago where Id be in five years, Id probably have said to be in aposition to buy a house. I can do it now if I wanted."With a severe skills shortage, organisations will need to radically change theirapproach to managing the ‘golden generation.’ They will need to providegreater flexibility in working arrangements, provide rewards that meet theirindividualistic needs and more than anything, realise that the days of ‘take orleave it’ are over. Organisations in the near future will be competing for scarce,valuable human assets. The ‘golden generation’ will still be committed – but tothemselves, not the corporation.Questions 1. With a severe skills shortage, what will New Zealand organizations need to do to encourage more of the ‘baby boomers’ to put off retiring and continuing to work? 2. What practical steps will organizations have to take if they are to retain the services of the ‘golden generation’? 3. What will organizations need to do to ensure that the ‘baby boomers’ and ‘golden generation’ work harmoniously together and avoid inter- generational conflict?