A 2011 Research findings on the Career aspirations and attributes of Indian Gen Y at workplace
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A RESEARCH STUDY IN PARTNERSHIP WITH IKYA HUMAN CAPITAL SOLUTIONS LTD., MTHR GLOBAL

A RESEARCH STUDY IN PARTNERSHIP WITH IKYA HUMAN CAPITAL SOLUTIONS LTD., MTHR GLOBAL
AND THE ACADEMY OF HRD

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A 2011 Research findings on the Career aspirations and attributes of Indian Gen Y at workplace Presentation Transcript

  • 1. CAREER ASPIRATIONS AND ATTRIBUTES OF INDIAN GEN Y @ WORKPLACEA RESEARCH STUDY IN PARTNERSHIP WITHIKYA HUMAN CAPITAL SOLUTIONS LTD., MTHR GLOBAL ANDTHE ACADEMY OF HRD
  • 2. INDIAN GEN-Y
  • 3. RESEARCH OBJECTIVE AN EXPLORATIONOF INDIAN WORKING GEN-YERS CAREER ASPIRATIONS AND HOW COMPATIBLETHEIR CAREER ASPIRATIONS WITH THEIR ON JOB MOTIVATIONS AND VALUES
  • 4. INTRODUCTION Gen Y population in India is 25.47% of world population (Indian Population Bureau, 2009), but not all are ‘employment ready’Generation Y professionals’ skills and potentials arecrucial if economies are to move up the value chain.
  • 5. THE RATIONALE FOR THE STUDY Lack of validated Indian Studies on Indian Gen Y population We laugh at We ask ‘Y’ With a smilestringent rules ‘how’ we fight and ‘what’ workplace unproductive ‘when’ challenges. processes at often, till So lead us workplace we are and we can ready to do anything! proceed… so answer us!
  • 6. KEY DEFINITIONS1. Career anchors: A persons career anchor is his or her self-concept consisting of 1) self-perceived talents and abilities, 2) basic values, and, most important, 3) the evolved sense of motives and needs as they pertain to the career.2. Managerial Task/Competence: People in this category exhibit a strong desire to climb the corporate general management ladder. Their ultimate objective is management per se and the responsibility which accompanies general management positions.3. Technical / Functional Competence: For individuals anchored in technical / functional competence, actual work content becomes a primary concern and chief area of interest in formulating career decisions.4. Security and Stability: The primary concern of people in this anchor category is stability and / or security.5. Variety: The centrally important theme would involve the diversity of challenges and the need to maintain flexibility of responses.6. Creativity: Individuals anchored in creativity are dominantly influenced by a motivation to build, create, invent or produce something of their own.
  • 7. KEY DEFINITIONS6. Autonomy and Independence: In this category, emphasis is on personal freedom which can be expressed in any number of ways.7. Basic identity: The need to be associated with a firm or occupation which externally or visibly enhances or substitutes for self definition.8. Intrinsic motivation: Intrinsic motivation is "the motivation to engage in work primarily for its own sake (Amabile, Hennesy & Tighe 1994:950) and refers to the pleasure or the personal fulfillment from performing the activity itself (Sonesh-Kedar & Geirland 1998).9. Extrinsic motivation: Extrinsic motivation emphasizes the value an individual places on the ends of an action. It is "the motivation to work primarily in response to something apart from the work itself (Amabile, Hennesy & Tighe 1994: 950).10. Achievement orientation: Achievement orientation is conceptualized as a perceptual-cognitive framework that influences how individuals approach, interpret, and respond to achievement activities. (Dweck & Leggett, 1989).11. Role immersion: High orientation and involvement in one’s professional role in an organization.
  • 8.  Cross-sectional exploratory study RESEARCH  Urban locations of India, divided in 4 zones (North, DESIGN AND South, East And West)  Mixed methodologyMETHODOLOGY  Two stage sampling: Judgmental and convenience samplingAs the scope of our research study  Schein’s (1985) career orientation inventory , Udai is limited to the working Gen Y Pareek’s (1997) extrinsic and intrinsic motivation and professionals in India today, the Sarupriya ‘s(1983) value preference scales Gen Y of our study are born between 1981-1991  Duration May’2011 to October’2011 We have received a total of 707 responses from the online survey; however, only 378 were completed responses. The research findings are based on the quantitative data of 378 responses and the observations from conducting 10 focus group discussions and 21 triad interviews.
  • 9. DEMOGRAPHIC PROFILE1981-1985 1986-1991 Unknown Gender Male Gender Female Gender Unknown 4%35% 51% 61% 0-5years 5-11 years Post Graduates Graduates Unknown 20% 11% 29% 60% 80%
  • 10. Service Sector Manufacturing Sector Unknown SAMPLE GEN-YERS 23% 3% WORK PROFILE 74%
  • 11. SAMPLE GEN-YERS WORK PROFILE
  • 12. SAMPLE GEN-YERS WORK PROFILE
  • 13. FINDINGS: Characteristics of Gen Ys’ Career Aspirations and Value preference
  • 14. FINDINGS: Characteristics of Gen Ys’ Motivation
  • 15. FINDINGS: The Relationships between Gen Ys’ Career Aspirations (CA) with Gender Cohorts - Males & Females
  • 16. FINDINGS: The Relationships between Gen Ys’Motivation(s) with Gender Cohorts -Males & Females
  • 17. FINDINGS: The Relationships between Gen Ys’ Value Preference(s) with Gender Cohorts -Males & Females
  • 18. FINDINGS: The Relationships between Gen Ys’ Career Aspirations (CA), Motivation, Value with Location
  • 19. FINDINGS: The Relationships between Gen Ys’ CareerAspirations (CA), Motivation, Value with Service Industry & Manufacturing Industry Sectors
  • 20. FINDINGS: The Relationships between Gen Ys’ CareerAspirations (CA), Motivation, Value with Service Industry & Manufacturing Industry Sub-Sectors
  • 21. FINDINGS: The Relationships between Gen Ys’ Career Aspirations (CA), Motivation, Value with Gen Ys’ Work Experience
  • 22. FINDINGS: Correlation between Gen Ys’ Career Aspirationwith Intrinsic & Extrinsic Motivators And Value Preferences
  • 23. FINDINGS: Diametric Motivation(s) of Indian Gen Y @ workplace… a challenge for organization(s)!
  • 24. CONCLUSIONS, LIMITATIONS ANDDIRECTIONS FOR FUTURE RESEARCH Conclusions – Managerial competence, organization brand identity and sense of service are Gen Yers’ focus in making their career decisions. However, a Gen Y employee may have one particular primary aspiration and two or more secondary aspirations. – Gen Ys are motivated by extrinsic factors, only marginally than the intrinsic factors and they are highly oriented towards achievement value. – Overall career aspirations are positively correlated with intrinsic motivations and values such as achievement, monetary and role orientations. – Partial negative correlation is seen between the career anchors and intrinsic motivations, such as, technical & functional competence - technically competent supervisor, autonomy & independence - Equitable Pay, geographical stability - equitable pay. – Some career anchors are partially negatively correlated with extrinsic motivations, such as managerial competence vis-a-vis sound company policies, job stability vis-à-vis fringe benefits and alike. – Further analyses showed there were significant differences within the different cohorts, such as, industry, gender, location, and work - experience, for overall career aspirations, motives and values.
  • 25. CONCLUSIONS, LIMITATIONS ANDDIRECTIONS FOR FUTURE RESEARCH Direction for Future research: – Gen Ys’ career aspirations, motives and values are shaped by their individual socio-cultural background – As Gen Y moves forward in their career & life stages, their career aspirations also gets influenced by their personal and socio-cultural needs. – North youth is not enough demanding for comfortable working conditions &sound HR policies. Either it could be because of “satisfied lot” Low aspirations or something more serious. These in-congruencies is worth exploring in future research Limitations: – Inter and intra organizational factors have not been considered {for eg. Comfortable working condition (as an extrinsic motivator) is very low at 18.71 (at Delhi & NCR) as compared to west (54.84) & south which indicates that organization in the north zone may have less developed corporate culture}. – Market variables are neglected, {for eg. In the eastern zone, job stability lower than any other zone, maybe because of “socio-political effect”- more security feeling}. – We have taken a single unit of analysis. Also, the underlying reasons of the correlation analysis results remain inconclusive, but it gives direction for future research. – Generation Yers’ archetypes not explored. Scope of study limited to urban locations
  • 26. RECOMMENDATIONS