Gen y research__25th_nov
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Transcript of Gen y research__25th_nov
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
RESEARCH OBJECTIVE
AN EXPLORATION
OF
HOW THE MOTIVATORS & VALUES OF GEN Y
ARE COMPATIBLE
WITH
THEIR CAREER ASPIRATIONS
@ WORKPLACE
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 are
crucial if economies are to move up the value chain.
THE RATIONALE FOR THE STUDY
We laugh at stringent rules
and unproductive processes at
workplace
We ask ‘Y’ ‘how’ ‘what’ ‘when’
often, till we are
ready to proceed…so answer
us!
With a smile we fight
workplace challenges. So lead us and we can
do anything!
Lack of validated Indian Studies on Indian Gen Y
population
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.
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.
RESEARCH DESIGN AND
METHODOLOGY
� Cross-sectional exploratory study
� Urban locations of India, divided in 4 zones (North,
South, East And West)
� Mixed methodology
� Two stage sampling: Judgmental and convenience
sampling
� Schein’s (1985) career orientation inventory , Udai
Pareek’s (1997) extrinsic and intrinsic motivation and
Sarupriya ‘s(1983) value preference scales
� Duration May’2011 to October’2011
As the scope of our research study
is limited to the working Gen Y
professionals in India today, the
Gen Y of our study are born
between 1981-1991
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.
DATA ANALYSIS
61%
35%
4%
1981-1985 1986-1991 Unknown
51%
Gender Male Gender Female Gender Unknown
80%
20%
0-5years 5-11 years
60%
29%
11%
Post Graduates Graduates Unknown
DATA ANALYSIS
74%
23%
3%
Service Sector Manufacturing Sector Unknown
DATA ANALYSIS
DATA ANALYSIS
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’ Career
Aspirations (CA), Motivation, Value with Location
FINDINGS: The Relationships between Gen Ys’ Career
Aspirations (CA), Motivation, Value with Service Industry & Manufacturing Industry Sectors
FINDINGS: The Relationships between Gen Ys’ Career
Aspirations (CA), Motivation, Value with Service Industry & Manufacturing Industry Sub-Sectors
FINDINGS: The Relationships between Gen Ys’ Career
Aspirations (CA), Motivation, Value with Gen Ys’ work experience
FINDINGS: Correlation analysis Gen Ys’ career
aspiration with motivations and value preferences
FINDINGS: Diametric Motivations of Indian
Gen Y @ workplace
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.
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
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