1.
CAREER ASPIRATIONS AND
ATTRIBUTES OF
INDIAN GEN Y @ WORKPLACE
A RESEARCH STUDY IN
PARTNERSHIP WITH
IKYA HUMAN CAPITAL
SOLUTIONS LTD.,
MTHR GLOBAL AND
THE ACADEMY OF HRD

2.
Presented by Ms. Prarthana Alley & Dr. Hardik Shah at a round table
conference on ‘Multi Generational Workplace’, held at IIM Bangalore on
28th Nov’2011

3.
THE RATIONALE FOR THE STUDY
Lack of validated Indian
Studies on Indian Gen Y
population
We laugh at We ask ‘Y’ With a smile
stringent 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!

4.
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 are
crucial if economies are to
move up the value chain.

5.
KEY DEFINITIONS
1. Career anchors: A person's 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.

6.
KEY DEFINITIONS
6. 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.

7.
 Cross-sectional exploratory study
RESEARCH  Urban locations of India, divided in 4 zones
DESIGN AND (North, South, East And West)
 Mixed methodology
METHODOLOGY  Two stage sampling: Judgmental and convenience
sampling
As 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.

8.
Demographics-Sample
1981-1985 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%

9.
Service Sector Manufacturing Sector
3%
Unknown Demographics-Sample
23%
74%

10.
Demographics-
Sample

11.
Demographics-Sample

12.
FINDINGS: Characteristics of Gen Ys’ Career
Aspirations (CA), Motivation and Value

13.
FINDINGS: The Relationships between Gen
Ys’ Career Aspirations (CA), Motivation, Value
with Gender Cohorts -Males & Females

14.
FINDINGS: The Relationships between Gen Ys’ Career
Aspirations (CA), Motivation, Value with Service Industry
& Manufacturing Industry Sectors

15.
FINDINGS: The Relationships between Gen Ys’ Career
Aspirations (CA), Motivation, Value with Gen Ys’ work
experience

16.
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

17.
Societal Shifts - Security Sphere
THIS SPHERE ENCAPSULATES SOCIETAL SHIFTS CONTRIBUTING TO
WILLINGNESS FOR RISK, VERSUS UNCERTAINTY IN THE WORKPLACE

18.
Gen Y Motivations In Security Sphere
Well 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 to
them
Every policy made should be properly evaluated. Every SOPs be properly formed, and clearly
communicated
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

19.
Gen Y Motivations In Security Sphere
Responsibility 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

20.
Gen X / Gen Y Security Conflicts
Gen X
• Gen X did just as were asked to do without
questioning .
Risk To bridge communication gap
• Gen X prefer following the rules and Need of clarity
regulations, the tried and tested
Need for transparency
• Gen X prefer working in the same old Need for process elasticity
manner without changing their style of work
• Gen X will try to use the resources available
to them to finish assignment,
• Gen X believes in looking at future
consequences 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”.

21.
Societal Shifts – Control Sphere
THIS SPHERE ENCAPSULATES SOCIETAL SHIFTS CONTRIBUTING TO NEED FOR
HANDHOLDING VERSUS INDIVIDUALISTIC AMBITION IN THE WORKPLACE

22.
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 an
open 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 of
calling 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

23.
Gen Y Motivations In Control Sphere
Guidance And To Be The King, At
Supervision The Age Of A Prince
Learning in the form of guidance provided by supervisors
The boss/leader to trust them and stand by the team. Handholding as and when necessary to seek advice
Supporting and approachable management/leaders
Supervisor should have more knowledge and should be technically superior to provide guidance
Inconsiderate and interfering boss/leader
Unsupportive , incompetent and inconsiderate boss
When 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)

24.
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
Y
Guidance / supervision X To be the king
at the age of prince
Gen X
Gen Y
• Gen X is more family
oriented, 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.

25.
Societal Shifts – Commitment Sphere
THIS SPHERE ENCAPSULATES SOCIETAL SHIFTS CONTRIBUTING TO
EMOTIONAL AND TIME INVESTMENT, OR LACK THEREOF, IN THE
WORKPLACE

26.
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 and
time, 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

27.
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 in
resume development
Convenience (office pick up and drop facilities, employee assistance options like bill
payment, 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 their
country and outside of it is considered real important
Good organizational ambience (cafeteria, sports zone, great building space, comfortable work stations, hot
desking)
Short termers
Job hoppers

28.
Gen X / Gen Y Commitment Conflicts
Instant Gratification
To pacify commitment conflicts
Mentor-Mentee relationship
Need for recognition of differences &
adaptation
Y
High Company Investment My Personal Investment
X
Gen Y
• Gen Y wants everything now Gen X
• Gen Y takes more chances with • Gen X have given sweat and tears
career 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 difficult
only 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 affiliation
company.
• Gen Y believe in recognition

29.
CONCLUSIONS, LIMITATIONS AND
DIRECTIONS 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.

30.
CONCLUSIONS, LIMITATIONS AND
DIRECTIONS 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