Gen Y research ppt . Showcasing research findings and working Indian Gen Y and Gen X areas of conflicts- Ms. Prarthana Alley & Dr. Hardik Shah at IIMB on 28th Nov'2011
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Gen Y research ppt . Showcasing research findings and working Indian Gen Y and Gen X areas of conflicts- Ms. Prarthana Alley & Dr. Hardik Shah at IIMB on 28th Nov'2011



A research study conducted in partnership with the Academy of HRD, Ahmedabad; IKYA Human Capital Solutions Ltd. and MTHR Global.

A research study conducted in partnership with the Academy of HRD, Ahmedabad; IKYA Human Capital Solutions Ltd. and MTHR Global.



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Gen Y research ppt . Showcasing research findings and working Indian Gen Y and Gen X areas of conflicts- Ms. Prarthana Alley & Dr. Hardik Shah at IIMB on 28th Nov'2011 Gen Y research ppt . Showcasing research findings and working Indian Gen Y and Gen X areas of conflicts- Ms. Prarthana Alley & Dr. Hardik Shah at IIMB on 28th Nov'2011 Presentation Transcript

  • Presented by Ms. Prarthana Alley & Dr. Hardik Shah at a round tableconference on ‘Multi Generational Workplace’, held at IIM Bangalore on 28th Nov’2011
  • 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!
  • INTRODUCTION Gen Y population in India is 25.47% of world population (Indian Population Bureau, 2009), b ut not all are ‘employment ready’Generation Y professionals’ skills and potentials arecrucial if economies are to move up the value chain.
  • 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.
  • 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.
  •  Cross-sectional exploratory study RESEARCH  Urban locations of India, divided in 4 zones DESIGN AND (North, 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 , Udaiis limited to the working Gen Y Pareek’s (1997) extrinsic and intrinsic motivation andprofessionals in India today, the Sarupriya ‘s(1983) value preference scalesGen Y of our study are bornbetween 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.
  • Demographics-Sample1981-1985 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%
  • Service Sector Manufacturing Sector 3% Unknown Demographics-Sample 23% 74%
  • Demographics- Sample
  • Demographics-Sample
  • FINDINGS: Characteristics of Gen Ys’ Career Aspirations (CA), Motivation and Value
  • FINDINGS: The Relationships between Gen Ys’ Career Aspirations (CA), Motivation, Value with Gender Cohorts -Males & Females
  • FINDINGS: The Relationships between Gen Ys’ CareerAspirations (CA), Motivation, Value with Service Industry & Manufacturing Industry Sectors
  • FINDINGS: The Relationships between Gen Ys’ Career Aspirations (CA), Motivation, Value with Gen Ys’ work experience
  • Diametric Motivations Driving Gen Y In The Workplace Gen Y Respondents We Spoke To Appear To Be Motivated By A Series Of Tradeoffs Between Diametric Motivational Gratifications.: -> Well Defined Order / Risk And Challenge -> Responsibility / Freedom->Emotional Connection In Social Order / To Walk My Own Path, Pursue My Passions -> Guidance And Supervision / To Be The King, At The Age Of A Prince -> Work-life Balance / Instant Gratification -> A Company That Invests In Me / My Investment In Company
  • Gen Y Motivations In Security SphereWell Defined Order Risk And Challenge To have a social order, to be there,participate To get grounded, to have roots To have a well defined routine To connect with what is important Orientation training programs which provide an overall understanding of the processes/job Open and clear communication An overall understanding of processes in the organization Role & job description clearly defined Transparent HR policies Answers on why they are asked to do something outside their role and how will that work add value tothem Every policy made should be properly evaluated. Every SOPs be properly formed, and clearlycommunicated High maintenance of the hygiene factors Stringent rules, regulations & odd processes to follow No clear policies and clear communication on organization’s state of affairs Inequality in pay & gender biases Halo effect & grapevines Job transfers to remote locations Unethical & unhealthy organizational practices like firing employees without giving notice period Confusions and ambiguity
  • Gen Y Motivations In Security SphereResponsibility Freedom Responsibility for bigger projects Decision making power. They need more empowerment, want to explore and make mistakes and learn More power in the organization Access to internet 24/7 Allowed to use face book and other such websites on office computers during office times. Work from home policy Ability to question, or circumvent process as long as end-goal is achieved Tolerant organizational policy for making mistakes and learning from them Job roles where company can offer opportunities to implement fresh ideas Autocratic & traditional management practices Getting too much responsibility
  • Gen X / Gen Y Security ConflictsGen X• Gen X did just as were asked to do withoutquestioning . Risk To bridge communication gap• Gen X prefer following the rules and Need of clarityregulations, the tried and tested Need for transparency• Gen X prefer working in the same old Need for process elasticitymanner without changing their style of work• Gen X will try to use the resources availableto them to finish assignment,• Gen X believes in looking at futureconsequences of present action Responsibility Y Freedom Gen Y X • Gen Y are the „Why‟ generation. They ask questions until they are clear what they have to deliver and how the work will add value to them and their organization. • Gen Y want to do work in their manner and with fastest means possible. Gen X says “we will do it in 2 years”, and Gen Y says “will do it in 3 months otherwise you are out”. • Gen Y looks beyond the available resources, creates multiple opportunities to complete the assignment the best and smartest possible way. Technology is a given tool for them, which they Order use, and take for granted • Gen Y despise unnecessary processes which interrupts their way of doing the work as long as the end result is obtained within time. “ENDS JUSTIFY MEANS”.
  • Gen Y Motivations In Control Sphere Emotional Connection In Walk My Own Path, Social Order Pursue My Passions Open and fun working environment Informality of relationship between junior and senior. To address each other with first name. Creating anopen door policy. Constructive and collaborative team members Work that involves being connected to people and not working alone Informal organizational culture where in they can be friendly with boss and seniors up to the extent ofcalling them by their first names Friendly and approachable HR partners Colorful & fun work environment Training which involves engagement Communication gap “To test the waters, something new with childlike exuberance to satiate my passions and leverage my unique talents” “Work that adds value. Interesting & meaningful work projects where in I can learn on the job” Use learning as a means to stay on the edge and enhance in career. “Creating a niche for myself in the job market to go my own way, to explore a different side of myself” To reject mainstream, to diverge from the norm
  • Gen Y Motivations In Control SphereGuidance And To Be The King, At Supervision The Age Of A PrinceLearning in the form of guidance provided by supervisorsThe boss/leader to trust them and stand by the team. Handholding as and when necessary to seek adviceSupporting and approachable management/leadersSupervisor should have more knowledge and should be technically superior to provide guidanceInconsiderate and interfering boss/leaderUnsupportive , incompetent and inconsiderate bossWhen no guidance is given when needed To impress, be the center of attention A platform to leapfrog into entrepreneurship To be a young leader, to be respected To be the master of my destiny To prove myself Exponential growth in their job/role/work Management‟s focus on employees‟ career aspirations opportunities to enhance my resume To be successful at their role Fast pace promotions (I want to be CEO by the age of 35)
  • Gen X / Gen Y Control Conflicts Walk my own path pursue my passions To pacify control conflicts Need for appropriate reward & recognition Need for continues feedback Need for direction YGuidance / supervision X To be the king at the age of princeGen X Gen Y• Gen X is more familyoriented, bread earners • Gen Y are more career-oriented. They follow the concept of individuality “about me than• Gen X have worked hard to we”.reach the elite position • If called upon Sunday, Gen Y will be happy to work until they know they are getting what they want in return. Gen Y would even work on holidays to climb the corporate ladder Emotional connection • Gen Y think that some Gen X managers discourages Gen Y and hinders their growth in social order • Gen Y just look for being on top, they don’t want to start from scratch as per Gen X.
  • Gen Y Motivations In Commitment Sphere Work Life Balance Instant Gratification Flexible organizational policies (flexi working hours, flexi coffee breaks,) Work life balance which allows or give the flexibility to do the work in hand at preferred location andtime, within their work/life priority Expected to be available 24*7 due to technology, No work life balance, Stretched office hours Recognition for achievements quick and tangible Answers to their questions related to their work on right time and immediately Instant gratification on work well done. Performance must be monitored and a platform to discuss the same must be created within the organization. Efforts must be recognised after 1-2 months. Immediate feedback on their performance after implementation of the assigned product/ service/ project task etc
  • Gen Y Motivations In Commitment Sphere A Company That My Investment In Invests In Me Company On the job learning through job rotations & job enrichment Effective training programs offered by the company which enhances tacit knowledge Their management to take good care of them and their families Needs fast pace learning of latest technologies Organization should spend more on imparting training programs which enhance skill levels and result inresume development Convenience (office pick up and drop facilities, employee assistance options like billpayment, food(breakfast/lunch/dinner), ticket booking etc and online employee assistance programs) Learning environment inside the company Organizations should provide paid sabbatical for learning and development Organization should sponsor for international certification programs Without any orientation to organization, thrown into the pool without anyone to handhold. Workshops on stress and time managementinforming people about the trends and what is happening in theircountry and outside of it is considered real important Good organizational ambience (cafeteria, sports zone, great building space, comfortable work stations, hotdesking) Short termers Job hoppers
  • Gen X / Gen Y Commitment Conflicts Instant Gratification To pacify commitment conflicts Mentor-Mentee relationship Need for recognition of differences & adaptation YHigh Company Investment My Personal Investment XGen Y• Gen Y wants everything now Gen X• Gen Y takes more chances with • Gen X have given sweat and tearscareer choices • Gen X prefers stability in career• Gen Y are happy if given the • Gen X feel that by working from home,opportunity to work from home. bonding with employees and keeping track• Gen Y believes “no fun and of the work becomes difficultonly work, makes you dull” • Gen X do not mix business and pleasure• Gen Y are loyal to work not Work-life Balance •Gen X believe in affiliationcompany.• Gen Y believe in recognition
  • 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, work - experience and company size, for overall career aspirations, motives and values.
  • 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