Reserch Work On : Factors Affecting Expectations of Gen Y at Workplace

1. Factors Affecting Expectations of Gen Y
at the Workplace:
A Study of Delhi / NCR
Authors
Gaurav Wadhwa & Pulkit Gupta
BBA, 3rd Year
Ansal University

2. 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.

3. • 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

4. Objectives
• To analyze the Gen Y expectations from their
workplace.
• To study the factors affecting Gen Y
expectation from their future workplace.

5. 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

6. 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

7. • 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).

8. • 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).

9. 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.

10. Demographics
Table 1:
Table 2:

11. 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

12. Factor Loadings

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

16. 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

17. 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.

18. 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

19. Thank You