A Field Study Investigating the Expectations of Employment and Tendencies of the Generations Y (original) (raw)
Generation Y (Gen Y) includes individuals who were born in 1981 and later. Because of their integration with technology, Gen Y has different ways of doing business and different expectations of business life. Businesses that want to manage their human resources effectively should know the developments that change the workforce. In this study, a survey was conducted with 1505 students who are studying in Economic and Administrative Science and Social Science Vocation School at the Hitit University in Corum, Turkey. In this research, Turkish Gen Y’s perception of working, career plans, preference of work sector and factors that impact employment decisions were investigated. The Turkish Gen Y define themselves as “honest,” “self-confident” and “optimistic.” “Contribute to society,” “fair treatment of managers” and “career development” are the most important variables for Turkish Gen Y. In spite of that, “flexible working hours,” “out-of-office work” and “travel opportunities” are less important variables for them. When considered from this point of view, it can be said that Turkish Gen Y have different career expectations in some issues than Gen Y in other countries.
New Studies and Research in Economics, 2019
As of 2018, business world is hosting Baby Boomers (born between 1945-1964), Generation X (born between 1965-1980), and Generation Y (born between 1981-2000) as employees, and managers. The latest generation, Generation Y, follows different work values and career commitment approaches, compared to previous generations. Now, the focus is on how to capture Generation Y at a workplace for more than several years. Gen Y is known for their job mobility. They are not much interested in long term goals and plans, but rather love to live the moment, in the most desired work place of their own. If their job expectations are not met, they do not hesitate to leave and look for another job. Although they give importance to status, they reject hierarchy. They like to be motivated, do their tasks in an enjoyable environment, and prefer to be the part of the decision-making process, rather than unquestioned compliance with the existing system. They are impatient, have unrealistic self-esteem values, and high egos. They do not consider being permanent in a workplace, and thus considered as "unreliable" by their managers. These factors, together with many more, are enough to alert the business environment, especially Human Resource managers, to look for peculiar ways to make Generation Y commit to their workplace. Since Generation Y is assumed to dominate the business environment in a decade, it is becoming more and more important to understand the reasons for their non-commitment. Thus, this study is designed for Generation Y Turkish higher education students, who are the prospective work force in a couple of years, to understand their work values and how this affects their career attitudes, which will be, to our knowledge, the first in the literature. This study used self-reported online survey methodology. The survey consists of three parts. The first part is about the demographics of the participants. The second part consists of 23 items of Work Values Inventory, and the third part measures the boundaryless career attitudes of the students. In the light of being the first study about the influence of work values on the boundaryless career commitment of the Turkish higher education students, this study revealed some intriguing results. Generation Y Turkish higher education students interest in instrumental work values (pay, hours of work, security, benefits, and work conditions) have little to no influence on their physical and psyschological mobility. On the other hand, cognitive (responsibility, advancement, achievement, influence, interest, feedback, meaningful work, use of abilities, independence, company, status, and contribution to society) and affective work values (relations with supervisor, coworkers, recognition, esteem, and opportunity to interact with people) have direct influence on their psychological mobility, but has no affect on their physical mobility. In a decade, Gen Y will dominate the business world. There is no doubt that work values of Generation Y, together with the new emerging career orientations should be understood well, in order to maintain an effective work environment.
2020
This study compares Generation Y, the largest generation in the current labor market, and Generation Z, the most recent generation to enter the work force, with respect to their career goals and work expectations in the context of an emerging European market, Croatia. The data for this empirical study were collected through a survey from undergraduate (representing Generation Z) and graduate students (representing Generation Y) from two large state universities in Croatia. A moderating effect of gender upon career goals was found, with females of Generation Y showing significantly higher career goals than males of the same generation. Further, an ill-specified “work expectations” scale from prior literature was improved by narrowing its focus to create a better fitting “expectations of electronic communication at work” scale. The study offers implications for managers and future research.