Exploring the Impact of Generation Y in the Workplace

The assignment content includes various sources on Generation Y, also known as Millennials, and their workplace preferences. The sources cover topics such as work-life balance, job flexibility, digital presence, and job search methods. The content is a compilation of research papers, articles, and reports from organizations like Pew Research Center, Federal Reserve Bank of Kansas City, and National Center for Education Statistics. It appears to be an academic or research-oriented assignment that requires a summary or analysis of the provided content.

Human Resource Management System for
Generation Y
Table of Contents
Summary 4
Introduction 5
Research 7
Literature Review 7
Demographics 7
Characteristics 8
Volunteerism 10
Changes In The Workplace 10
HRM Implications to Incorporate Needs of Generation Y 12
Methodology 16
Limitations 17
Results and Findings 18
Future Research 24
Discussion 27
Conclusion 28
Human Resource Management System 30
References 33
Bibliography 36
Appendices 37

Summary
Generation Y refers to the generation born between 1980's and 1990's. Generation
Y experiences the world where there is a need to be innovative and excels through
life professional and personally. They have experienced a technological era in which
the use of technology to develop skills and be creative is usual. They have mobile
phones, gadgets, laptops and different contrivance where the diverse world of
knowledge is just a few touches or clicks away (People-press.org 2010). It is
essential and a crucial part for this generation to remain connected with innovations
and adapts new skills. With the shift of legacy from Generation X to Generation Y,
the organizations have discovered that there are diverse practices and natural
tendency in this generation to perform at work. These types of organizations have
understood the generational mindsets and requirements deeply. This being said the
corporate world will face new challenges accordingly.
The generational structure of the workforce is evolving quickly. Today, the
workforce incorporates Baby Boomers, Generation X and Generation Y
workers. While the Baby Boomers are starting to retire, Generation X is
moving into senior administration positions, the extent of Generation Y in the
workforce is expanding quickly. Associations can accomplish reasonable
upper hand by viably managing Generation Y.
This project focuses on studying the characteristics and motivation of "Generation Y"
employees in the workplace to generate a human resource management system that
helps the users to manage any firm's employees.
Both primary and secondary research is used. Primary research includes surveys
and questionnaires with both open and close ended questions and the secondary
research include articles and previously done researches.
It is found that generation Y prefers higher pay with less chance of working from
home, lower pay with higher comprehensive benefits plan and higher pay with less
chance for varying work schedules. It is also found that Generation Y respondents
foresaw opposite to their predecessors; be that as it may, given the present condition
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of the economy, this information might not convey an appropriate difference between
the generations.
Era Y exhibits a test to managers who must prepare and spur these
representatives, so that their qualities turn into an advantage to the
organization. To be effective later on, it will be critical for organizations and
chiefs to comprehend these new representatives. While a considerable lot of
the qualities of Generation Y are altogether not the same as past eras, there is
little research on powerful procedures to manage Generation Y. That is why
human resource management is very essential to manage and recruit
generation Y.
In the end, a prototype system “Human Resource Management System” has been
designed and built to support an ingenious management, training and reward
system.
Introduction
People born in between the year of 1980’s and 1990’s are categorized as the
members of Generation Y. As these individuals are in the age range of 20’s and
30’s, the Generation Y members have now been newly experiencing the work
environment (Hansen 1991). Being beginners, this group has distinctive values and
conjecture, allowing them to be unique in the workforce industry. Thus, this feature
gives them an edge over the previous generations because they prove themselves
as unique in the workforce with intellect and skills. They are numerous, wealthy,
literate. Equipped with modesty and good behavior, they are focused to outperform
others and be competitive. They have experienced an ever-changing era
characterized by globalization, ultimate technology and diversity, equipping them to
face global challenges (Ajrouch, Antonucci, and Janevic 2001). They practice
meticulous behavior towards their life and thus expect challenges in their work.
Proving them at par, Generation Y passionately craves for rewards through growing
income and recognition at work. Millennial (Generation Y members) have been noted
to have “unwavering confidence” because as equipped with the required skills and
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talent they exhibit a selfish approach towards achieving their personal goals and
aims.
Members of Generation Y are integrated with technology not just to do more work or
to achieve more but it has been a part of their life since their childhood, and thus
keeping in touch with the technology is usual for them. Whether at home, college,
university or at the office, the members of Generation Y need constant feedback.
Why?! The major reason of this is because of their close family; they were brought
up in a nurturing environment where praise of children for every work they do was
considered essential. They were brought at a time were parents only encouraged
their children with the constant appraisal. They have been working in groups
throughout their life from school projects to university football team. Carrying this
phenomenon forward, they expect to work in teams in the workplace too. Hence,
diversity is very crucial for them.
Understanding of the choice of the career path of this generation and how do they
choose an organization to work with has become essential as the employers could
attract numerous such individuals in their organization and thus could benefit.
Another rising challenge is to understand the characteristics and motivations of
Generation Y to manage them effectively in any organization (Martin, and Tulgan
2002). The main focus is as to how the characteristics and needs of this group of
employees can be understood (Askgeny.com 2008).
The research is being done to study the characteristics as well as the motivation of
"Generation Y" employees in the workplace. To do that, a background research of
Generation Y will be implemented for designing a database application for managing
the human resource to manage Generation Y on different aspects in the workplace.
All the characteristics and motivation of the Generation Y employees will be stored in
that application in the form of data and a program will manage that data efficiently.
This data would provide the user with sufficient knowledge of characteristics and
motivation of Generation Y at the workplace. An already developed database
application can also be used. For example, HR Quik®, a simple HR Employee
Database System can be used. It reduces the HR costs and saves the time of the
organization. It is easy to load into the workplace server. Further, it has an option of
the on-line applicant on the website, which when linked to the company website.
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Further, all the characteristics and motivation can also upload or stored down in the
form of the data so as to compare the Generation Y employees.
The next step is to gather information to generate a useful Human Resource
Management system. By using a research questionnaire, the data has been
collected from numerous working members of public. To ease into achieving the
goal, the project aims at developing a framework for an example of Human Resource
Management, which incorporates the expected requirements of Generation Y
members to manage them effectively (Chou 2012). Investigating the Effects of
Human Resource Management, how deeply it affects the employee’s performance at
work and their behavior towards the organization? From a business point of view,
does injecting resources into Human Resource Management demonstrate deep
investigations into the advanced and innovative new workforce of Generation Y? My
exploration points on the part of Human Resource Management, which deals with
the Generation Y's interests, investigating how these individuals approach the
management system and hence also investigating the outcomes affecting the work
connections based on their approach (Tulgan and Martin 2001).
My study aims are:
To understand the human resource management system for the Generation Y
My study objectives are:
1. Review the literature works that describe characteristics to Generation Y as they
relate to work and differences and/or similarities between other generations and
Generation Y pertaining to career and workplaces. This study estimates
characteristics of Generation Y, ideal work environment, baseline requirements for
employment, etc.
2. Develop a survey that examines the factors that Generation Y and X individuals
considers before making their career choice.
3. Determine if results acknowledged in the study are consistent with survey results
by examining the data on various parameters.
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Research
Literature Review
Demographics
The age section of Generation Y fluctuates, and they are known by the name of
Millennial. There is a confrontation identified with the parameter of this generation.
The start of generation Y is as right on time as 1977 and as tardy as 1981 according
to the study and finishes as right on time as 1993 and as tardy as 2001, a current
number of members of Generation Y is between 70 and 95 million people.
Capable of performing their best, Generation Y seeks opportunities and higher
education at a rate more than any other previous generation. Historically, women
pass out from college at a rate more than men, and their college attendance has
achieved noteworthy levels. While 46% of the girls that are selected in schools are in
the age range of 18 to 25, only 25% graduate before the age of 30 (Erickson 2008).
While watching the inclinations of Generation Y, there is no generous contrast
between sexes. The main inclination that is critical is a propensity to esteem work
association and go and also work connections more so than guys.
Characteristics
The individuals of Generations Y are affiliated with diverse cultures and ethnicities.
Moreover, these people have experienced varying lifestyles and are relates to
multicultural groups (Erickson 2008). This gives them the quality to reach out to any
culture or ethnicity and work or perform with them (Blain 2008). Millennial have the
power to be tolerant and practice equality when it comes to race, culture or ethnicity
(Pin 2015).
Addition to the fact, when compared to senior citizens of the society, individuals from
Millennial observe a sense of tolerance and abhor superiors (Branscum and
Sciaraffa 2013). This generation is at times said as the privilege generation. Their
families’ support, both financially and emotionally play a vital role in the sense of
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achieving their goals passionately. Changes in the upbringing of the child
methodology may have resulted in a close and emotional relationship between
Generation Y members and their parents (Patalano 2008). Millennial have
experienced encouragement and support from their parents throughout their life
which makes them practice the same in their adulthood and career; this has made
them achieve optimism (Erickson 2008). In the work environment, Generation Y
hopes to climb the ladder of promotions at a rate much higher than any previous
generations. (Karefalk, Petterssen, and Zhu 2007). At times, if Millennial doesn't feel
comfortable in the current work environment, they expect new opportunities
welcoming them in life (Felix 2007). Generation Y expects favorable recognition in
the organizations from their bosses and expects them to be praised and rewarded
for their hard work (Ballenstedt and Rosenberg 2008). Millennial are known for their
good connection and knowledge to technology. Recognized as the most
interdependent and benevolent generation in the current workforce, effortlessly
bridge communication gap and instantly gains access to information easily from any
member of the workforce (Bassett 2008, Erickson 2008).
Be that as it may, this effect of technology may not have any significant bearing
similarly to all Millennial in the world. Generation Y wants to send all the messages
more quickly and reasonably through electronic mail, relaxed organizations or
untroubled informing instead of the standard way of communication (Sheahan 2005).
The generation is furthermore changed into unions where unique alterations are the
front line of the organization's atmosphere. Traditional companies are not that
interesting for the millennial generation (Myers and Sadaghiani 2010).
Even though every Generation has its particular employees that are induced into the
workforce but the members of Generation Y are different. As one of the professional
in the field explains that they have “been pampered, nurtured, and programmed with
a slew of activities since they were toddlers, meaning they are both high-
performance and high-maintenance.” (Workforce.com 2016). The following points
could be concluded:
• Generation Y members expect highly professional work staff that are truly
engaged in what they are assigned to.
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• They seek opportunities where they are challenged the most. They consider their
colleagues to be a source of knowledge for them.
• They look for ways to make a good first impression on someone they meet.
• They are good managers of time. They try to break down bigger tasks into small
ones and achieve the goal efficiently.
• They try to outperform and challenge their colleagues to work faster and achieve
better (Bindrim 2009).
Fortune Magazine articulates that Generation Y employees will take along
challenges and strengths to the workplace. They also say that Generation Y might
be the most effective and outperforming employees in the history. Being the only
generation to be raised in the technologically advanced world, their capability to use
these skills in Information Technology gives them an edge for them to outperform
any others.
Volunteerism
Generation Y exhibit personalities that are easy to know about because nothing is
kept secret, they have the capacity to perform at their best to any work that they
have been assigned. Erickson (2008) explains this as a new influx of volunteerism.
Factually in a review of about two thousand members, 75% of Millennial said that
they have worked as the volunteer in some organization in the past year and almost
every other that hadn’t volunteered wanted to participate in such activity in the
upcoming year(Paul 2001). Pooley explains, "members of Generation Y are more
civic minded and appear to be predisposed to being more actively involved in
volunteering than individuals in previous generations" (Pooley 2005). 81% of
Millennial were occupied with such community participations in 2007 (Erickson
2008). Proving the point of Pooley, Cole explains that Generation Y "has a greater
tendency to engage in community service than their predecessors" (Cole, Smith, and
Lucas 2002).
There is an essential financial and socioeconomic limitation to Generation Y's
community endeavors, as explained by Erickson “volunteering is class driven”
(Erickson 2008). In this manner, the Generation Y members that have acquired the
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most education and are financially stable parties more volunteerism, however,
people's social affiliations likewise play a vital part.
Changes in Workplace
The design of the workplace plays a vital role towards employee’s performance in
the organization. In fact, studies show that employee’s health, behavior and attitude
are affiliated with the manufacturing of the workplace (Clements-Croome 2006).
Generation Y’s workplace normally exhibits of fine paints on walls, polished wooden
floors and scintillating furniture. As the employees’ health and behavior are
connected with the workplace design, special attention is given to devise. It has been
observed that the employee’s good attitude towards work and behavior to other
employees is very affected by the good design, a special emotional engagement is
built with the workplace (Nadeau, 1997). Technology plays a crucial role in the lives
of Generation Y. It affects not only their behavior but their attitude towards work.
Individuals from Generation Y are less concerned with their organization but more
with the work they do (Alvi 2011). A standout amongst the most critical difficulties
confronting Generation Y in the workforce is their need to speak with their
predecessors (Ballenstedt and Rosenberg 2008). Researchers take note of that
distinction in qualities and observe that this type of perspective difference in
generations can initiate a clash in the work environment (Bassett 2008). Along these
lines, figuring out how to express values obviously between the generations gets to
be pivotal to building up a bound together and a successful organization (Ballenstedt
and Rosenberg 2008).
Researchers define three subjects as they depict present generation's conduct:
1) Need for resilience;
2) Approach towards consistent development;
3) The inclination for teamwork.
Generation Y demands tasks and job adaptability. Generation Y thinks that, with
their capacities, they will be able to gain higher returns with relatively lesser effort.
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They think that they are entitled to flexible working times i.e. to achieve challenging
tasks with little time. Nonetheless, "accomplishing more with less" doesn’t refer to
pay, but rather makes clear the Generation Y's view that they can gain the similar
promise or agreement as other generations in less amount of time (Ntia.doc.gov
n.d.). Moreover, with their personalities with innovation, Generation Y believes that
they can do their work or job more skillfully. Because of their longing for adaptability,
Generation Y tries to keep an adequate work-life equalization. Millennial give a lot of
importance to strong family ties which are why they prefer to work from home knows
as telecommuting. Current innovation and technology, for example, cellular mobiles,
portable workstations and quick internet availability give a collection of ways they
can fulfill this yearning.
Millennial are consistently searching for feedback and response from their bosses –
undoubtedly an effect of their solid binds to and steady criticism from their elderly. At
work, they expect rehashed instructions from supervisors with respect to their
execution. They distinguish the part information executes invocation progress and
searches for chances to gain experience given by their superiors and more
established generations. Also, Millennial sees disappointment as an incitement and
do not demoralize. In this way, they see disappointment as a chance to enhance
their work execution in the future (Blain 2008). Generation Y inclines toward the
adaptability to work except their organization, they tend to work in teams and feel
comfortable doing that, having acquired experience throughout their childhood to do
group projects and studies in schools and colleges (Anantatmula and Shrivastav
2012). As per a study by BSG Concours, they understand that a blend of qualities of
different individuals adds to achievement. Millennial appreciate behaving as a group
to do free assignments as they combine their abilities to utilize them efficiently,
learning, and utilizing the strength of colleagues to attain singular needs.
Nonetheless, when interacting with senior executives, Millennial experience higher
self-confidence if the head cooperates on an individual level. Studies show that
Millennial tend to work in groups if someone desires to organize and convey data to
colleagues. Otherwise their independence refers to an urge to be instructed and
guided as a particular.
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Findings
Innovation
• Get news on the most recent and most noteworthy, what's hot and
up-to-the-moment cool from the Internet – their essential media vehicle
• 1/3 of life on the Internet
• The normal reverberation boomer has no less than 2 email
addresses.
• First era to grow up with PCs in the home.
• Email is favored type of correspondence alongside content
informing and texting.
• Enjoy tech devices (computer games, PDAs, mp3 players.
Sociological
• Upbeat, sure, and emphatic with high self regard
• Optimistic
• Independent and confident: Used to doing it (and numerous
different things) themselves
• Multi-taskers
• Asserting their "scholarly power" over guardians, educators,
bosses since they are more techno-sagacious and equipped for getting
to more noteworthy expansiveness of data rapidly.
• High esteem for instruction
• 90% of HS seniors hope to go to school
• Strive to proceed with instruction through life
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• Unlike the Baby Boomer era, Gen Yers esteem things other than
salary and status as being essential in life
Work Behaviors
• Desire to work in profoundly energetic and conferred groups
• Need to be tested – search for open doors for development,
instruction
• Strive to buckle down and do well
• Trained to be "Practitioners and Achievers"
HRM Implications to Incorporate
Needs of Generation Y
HRM framework ought to give occupations that are perplexing, challenging,
however, achievable to Generation Y representatives. The framework ought to allow
them to take a shot at various assignments and ventures that keep them receptive,
bring rousing and new business related thoughts. The time when the statistical
combination of the workforce varies, their motivation and expectations grow as well.
It is essential that the Human Resources are aware that what is important for these
employees. Whether they expect more salary, desire higher self-esteem, maybe
more self-control at the job? Are the questions that the HR must address and
understands? At times, HR has to go across the way to arrange financials for the
employees that expect promotions and more salary (Ogasawara 1998).
While work environment information of Generation Y borderlines on being
generalizations, one actuality about the most youthful individuals from the workforce
stands out: they stay in one occupation between the year and a half to two years all
things considered, after which they proceed onward looking for vacation betterment
(Hankin 2005). New contracts should be prepared, costing the association cash that
could have been spent all the more strategically. Gen Y wishes to have a bond with
the associations working in the office. It could be a bond with the manager, it could
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be a bond with the job itself, or it could be a bond with the other employee. It's the
bond with the supervisor for many of the generation y. Gen Y needs the feeling of
having a place. HR needs to make that feeling of having a place (Research Methods
in HRM 2014). This is the place the values of the organization come into the big
photo. On the off chance that Gen Y relates to the values, and sees that what they
are doing has an immediate connection to them, they will probably stay at the
organization.
Different ways HR can retain Gen Y representatives is to make the workplace a fun
place since work and life are not things that are partitioned to Generation Y. That
regularly signifies "Google-flying" the workplace by making it more fun for things, for
example, foosball tables, cheerful hours, open workplaces, and smoothing the
association structure. While such an office might suit the more youthful set, it can
unsettle more established workers who are utilized to a more unbending chain of
command. Notwithstanding, it also gives a decent chance to connect with both Gen
Y and the most experienced representatives in an association.
Retention of Generation Y will turn out to be challenging, as Generation Y looks for
prizes and appreciation. Usually, Millennial feel that stellar presentations are not
being compensated legitimately. They observe that their superiors tend to keep
increasing their expectations for them, but they are not paid up to the mark for the
amount of work that they do (Pegg 2010). This is very crucial for HR as these
Millennial tend to leave the organization based on low salary. Searching for more
employees is a much tough task that can perform equally well. The employers may
not be currently available for the new hiring, and thus, the position is kept on the
hold, and the organization loses workforce. Thus, it is vital for HR to keep observing
the attitudes and behaviors of employees and fulfill their legitimate desires. As the
demographic blend of the workforce changes, their motivations and longings
advance also. It is fundamental that HR comprehends what is most esteemed by
these workers. Is it compensation, or possibly self-standard at work? Overall, HR
should modify their impulses, favorable circumstances methodologies, and
maintenance strategies for workers that are not just controlled by budgetary
compensation.
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Another way HR can retain Gen Y employees is to involve the employees in some
decision-making processes so that the Gen Y could feel their importance and need
for the company. It is known that Gen Y Employees are hardworking and innovative
and motivated towards their tasks and take every task as a challenge so due to this
fact that they are so much involved in a particular business they can make honest
decisions which are beneficial to the business and employer. So Gen Y employees
can be asked which business functions need to be improved or how many staff are
required for a particular department, or what technology should be used for business
processes, or what is the potential area for investing capital, or how to enhance
customer relations, or how to do promotions of products, or how to do market
segmentation, or how to set targets for the employees in the company. This step by
the HR may increase the motivation of the Generation Y employees and make them
more efficient in work and also enable them to stick towards the company.
As the Generation Y employees are considered to be hardworking so in order to
reward them, HR should also implement some financial rewards such as bonuses
and performance related pays for them on completion of some specific tasks or
goals. For example, HR can implement 5% bonus on salary if a Generation Y
employee achieves a particular task in the given period or HR can introduce a
performance-related pay for a Generation Y employee who completes his task
before the other colleagues. This will enable the Generation Y employees to work
efficiently. HR can enhance competition in the company among the employees who
would be completing their task before or on time which would mean that the
business functions and processes would be enhanced, and targets would be
achieved in less time.
HR can also introduce a policy of share in profits for the Gen Y employees which
would enhance the motivation level of the employees because the employees would
consider themselves as being the part of the business so they would be more than
interested in increasing the profits of the company. For example, if the Gen Y
employees can enhance the profits of the company by 20% or 30 % they should be
given a quarter of this increased profits so that they would be able to work hard with
dedication and motivation in the future too. This would benefit the company in the
long term as business profits might increase by huge margins through this step, and
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this would also help the HR to retain the Gen Y employees and enhance their
dedication towards the work (Mondy, Noe, and Gowan 2005).
HR might look into reforming the culture of the organization. This means that HR
should respect the Gen Y employees and encourage their work, and if targets are
not achieved do not be harsh towards them because this would not be a motivational
factor for them and affect their future performance and may lead to increased labor
turnover rate. So encouraging the employees and adjusting them to the culture by
making the environment suitable and friendly for them like organizing social parties
and distributing certificates of achievements among them would be enough to
motivate these employees towards achieving more in the future.
HR should also introduce training programs for the Gen Y employees so that the
employees can learn more skills and experience through this. The work might
improve through these programs as employees would learn how to innovate and
enhance performance in the work. The training programs, thus, might help the
employees to reduce errors in their job and work skillfully in less time.
Assuming reluctance, HR might occasionally be unwilling to assume an extra burden
on themselves for learning new techniques and skills acquired by Generation Y to be
adaptive of them at the workplace. One of the more frequent refrains that are
witnessed from HR, who were reluctant to accept this burden was, “They
[Millennials] just need to grow up—just like any other generation.” This leads to the
negative environment of the workplace and thus costs the organization with
forfeiture.
Mentioned below are the Research Hypotheses that has been developed from
the literature review above:
Hypothesis #1: Generation Y prefer work hours and vacations as the criteria
for making career choices
Hypothesis #2: Generation Y wants to keep their personal and professional life
separate while making career choice.
Hypothesis #3: Career choices of Generation Y depend on factors such as pay,
vacation, work flexibility, weekends, and commute timings.
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Hypothesis #4: Career choices of Generation Y depend on job status and the
level of professionalism
Methodology
It is true that Generation Y will proceed with the push that started with Gen
Xers for cutting edge innovation in the working environment. This era will
likewise keep on encouraging their business for more paid time off to wind up
dynamic in group ventures. They will ask for a adaptable work routine
permitting them chances to work from home and to trade additional time for
Friday evenings off. Era Y will hope to be regarded and perceived as the
exceptional people they are. They will keep on looking for new routes inside
the association to create their expert aptitudes. Their point is to create the
same number of attractive abilities as could be allowed, anticipating that
organizations should help them manufacture their resumes. Generation Y
needs their fantasy work as ahead of schedule as could be expected under the
circumstances. They turn out to be rapidly disappointed as the substances of
the workaday world sets in. This era just feels a feeling of unwaveringness to
the general population they work with and are set up to change vocation ways
a few times for the duration of their lives.
Rationale for this Survey:
The motivation behind this study is to determine whether Human Resource
Managers perceive the working environment inspirations of the distinctive
generations and if or to what degree organizations are changing their enrolling
and maintenance practices to draw in and hold Generation Y into the working
environment.
• To identify the workplace motivations of older generations (those born
before 1980).
• To identify the workplace motivations of Generation Y (those born 1980
and 2000).
• To identify the methods companies use to advertise employment
opportunities.
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• To identify the recruitment strategies companies use to attract
Generation Y.
• To identify the retention strategies companies use to retain Generation
Y.
We conducted a primary research which was a survey based on a sample size of
200 respondents which consists of students and the people are who have
completed their education and are currently in looking for the job as fresher or
for job changes. The respondents are from both, the Generation X and the
Generation Y. This is the ideal requirement regardless of any field, and we took up
the survey methodology because it helped us gain the insight into our research and
also survey is the most reliable method and most used method. Our survey was
divided into four sections:
1. Demographics.
2. Characteristics.
3. Changes in Workplace.
4. HR Implications.
These methods were used as the powerful predictive qualities for estimating the
characteristics of the employee and help to develop knowledge regarding the
employee demographic and various factors differences. This practice acquires a
potential for assisting practitioners in developers of Human Resource Management
policies and practice and makes it more cognizant of a way that different groups of
employees including Generation Y may respond to these.
Our research was confined to students of universities who fulfilled the requirement of
Generation Y. Our questions were based on the four sections mentioned above. We
used both open and close ended questions. Before self-testing the paper by
ourselves, the review expected various emphases. The pretest determined that the
time required to attempt the paper should be between 10 and 15 minutes. Taking
after alters to the study, we tested another paper, which was an electronic variant to
guarantee legitimate performance. We conducted face to face surveys and also e-
mail surveys as these were the most convenient methods for collecting the results,
and also it saved us a lot of time. We were able to collect all our results in time, and
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the data collected fulfilled our requirements. However, a large amount of surveys has
been conducted using an online website called Survey Monkey.
Based on the background of Generation Y and by implementing the characteristics
and traits of the generation a database application has also been designed. For this
application, a program has been built to increase the efficiency of Human Resource
Management. The complete detail of the database application has been attached to
the report. The database has been tested and finalized. Hence, it can be applicable,
and many organizations can gain benefit from it. we’ll be demonstrating a wider
aspect of it further in the project.
Research Questionnaire
The research questionnaire has been presented in the appendix.
Limitations
Studies are liable to particular impediments, for example, self-determination
inclination and inspiration predisposition and they usually bring about a tradeoff in
time utilized and painstaking quality. We attempted to eradicate this kind of issues by
permitting a balance for respondents, utilizing various inquiry sorts and thus
expecting detailed reactions. The vast majority of the impediments examined were
outside the ability to control of the examination group, however, are contemplations
for the future scientist.
As our survey was confined to members of the university, the biggest limitation that
we faced was regarding the availability of these members. Students were mostly
found busy in their classes, and not many of the students were available during
campus hours due to which we had to email them the surveys on their personal
emails. Another issue that I personally faced was member’s reluctance to fill out the
surveys due to which we had to persuade them which we thought was uncomfortable
for both the parties.
With minimal racial and generational differing qualities, analysis crosswise over
generations and races is constrained. While the most amount of share of individuals
in expert's projects were Millennial, there is relatively lower representation their
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predecessors. Thus computing results for each generation individually was not
possible due to the lack of respondents from other generations (Nces.ed.gov 2007).
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Results and Findings
Survey data can be processed to give significant statistical analysis. We can
find mean, standard deviation and variance from our findings. The results
should be in this order:
• The Human Resource Manager's perspective of the motivations of older
generations (those born before 1980) in the workplace.
• The Human Resource Manager's perspective of the motivations of Generation
Y (those born 1980 and 2000) in the workplace.
• The standard and Internet methods of advertising the respondent's company
uses to advertise employment opportunities.
• The recruitment strategies the respondent's company uses to attract
Generation Y.
• The retention strategies the respondent's company uses to retain Generation
Y.
• The size of the respondent's company.
• The age range of the respondent.
Out of 200 completed surveys, we dropped four as they were unsuccessful in
completing the survey and thus lacked any analysis but due to the large volume of
members that had to be reached, two other students have volunteered to carry out
the surveys around the university . The rest of the 96 surveys were compiled, and
statistically analyzed. We couldn’t possibly reach out to all the aspects of Generation
Y, and thus, our team focused on four broader categories which helped us to
evaluate the required results. The analysis is divided into four categories after the
compilation of results:
1. Field inclination.
2. Work environment dispositions.
3. Technology.
4. CRS-particular matters.
The table below summarizes the data of 50 respondents related to demographics. All
of the respondents were related to generation y, and this was done deliberately to
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gain more and accurate insights into generation y and also considering the fact that
our sample size was confined to 50 respondents.
Percentage
Respondents
Percentage
Respondents
Generation Y 120.0
Generation X 80
Gender Job Status
Male 62.75 Full-Time 57.82
Female 37.25 Half-Time 42.18
Marital status
Highest Degree
Attained
Single 55.27 Bachelors 84.4
Married 40.28 Masters 13.3
Divorced 3.74 Professional 1.24
Separated 0.53 Doctorate 0.53
Widowed 0.18 Other 0.53
Table 1. Summary of Respondents
Table 1 induces the data for 96 respondents. Most of whom were students.
Around 54% were bachelors and almost 70% had no children. Discussing the
ethnicity of the respondents, almost 80% were non-Hispanic. Moreover, around 66%
of respondents were women. By 2008 some examinations of online study reaction
conduct recommend that, as opposed to traditional reviews, men might react to
electronic overviews in more prominent extents than females, although different
researches have observed, like traditional study modes, women react in more
noteworthy extents than men. For easier references of reports for the results, the
hypotheses of the survey and study have been summarized in Table 1. The survey
depicts that women were also given a fair chance and women of Generation Y are
not far behind their counterparts of Generation Y. Further the results of job status
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depict that Generation Y prefers a full-time work as compared to half-work time
despite their educational qualifications.
% Generation Y
Higher pay with less chance for working from home 78.89
Lower pay with more chance for working from home 15.30
No answer 5.80
Higher pay with lower comprehensive benefit plan 37.63
Lower pay with higher comprehensive benefit plan 56.05
No answer 6.32
Higher pay with less chance for varying work schedules 55.67
Lower pay with more chance for varying work schedules 39.84
No answer 4.49
Table 2. Questionnaire about employment options.
Adaptable and portable methods for working are turning out to be more normal these
days as opposed to the traditional and stationary working example. With the more
youthful era entering the workforce, interest for such a method for working is
expanding. We know adaptable working has fundamentally expanded over the
previous years. Representatives are turning out to be more versatile in their method
for work. As talked about in the writing audit, Generation Y individuals' craving for
adaptability impacts some of their working environment dispositions including their
preference for employment advantages. Since writing recommends Generations Y
prefers certain natural parameters, for example, a work/life equality, demanding
errands and adaptable work routines, respondents considered various inherent and
outward elements taking into account level of significance while considering a
vocation offer. These elements included post-job lifestyle, health protection, starting
pay, excursion time, educational cost repayment, open door for progression, open
admiration for the sort of work, and chance to effect issues.
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Since the writing is blended with respect to if pay is the ultimate target of Generation
Y, the study solicited an arrangement from inquiries compelling respondents to
choose from different advantages and pay. The Table 2 demonstrates that for two
characteristic advantages, working from home and fluctuating routines, the greater
part of both respondent gatherings preferred high salary in contrast with expressed
advantage. Be that as it may, respondents demonstrated a preference for a
comprehensive advantage arrangement, with almost 57% of respondents willing to
give up salary in return of such an arrangement, in spite of the fact that not
convincing, the outcomes propose Generation Y values pay as much as different
generations.
Questions Probable Improbable Not-Sure
Work 40 hours or more in a week 84.53% 14.92% 0.55%
You to take work home 75.69% 22.65% 1.66%
Minimal vacation time 24.31% 75.13% 0.55%
High stress environment 46.96% 51.94% 1.10%
Work on weekends 25.41% 72.38% 2.21%
Availability beyond normal work
hours
75.14% 23.21% 1.66%
Excessive commute 10.00% 88.89% 1.11%
Table 3. Survey on job specifications.
As talked about in the writing audit, researchers don't concur whether Generation Y
has a feeling of privilege or, provided that this is true, what parameters determine
their perception about work. The findings as shown above in Table 3, also indicate
blended proof in regards to qualification. As far as pay is concerned, Generation Y
respondents foresaw opposite to their predecessors; be that as it may, given the
present condition of the economy, this information might not convey an appropriate
difference between the generations. Furthermore, pay reckoning might vary every
respondent to respondent because of experience variations, work area, or division
desire (Economist.com 2008).
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Supporting the idea of privilege, Generation Y respondents demonstrated being
more averse to acknowledge a vocation obliging them to stay at the workplace and
work 40 hours for each week. Moreover, they take their work home or even work on
Sundays. The survey also required the respondents to respond if they would apply
for work for which they didn't meet all base necessities; around 56% of Millennial
concurred that they would apply for an opportunity like that. Be that as it may, a few
results negate the thought of a qualification generation. Millennial seemed less
worried as compared to other generations about movement separation. Moreover,
when asked if they would apply for a job in which they are least qualified, roughly
58% of respondents demonstrated they didn't as a matter, of course, hope to get
such a vocation. At the point when inspected by whether respondents had family
commitments, the couple of contrasts were present in between the respondents with
youngsters or a life partner and those without. The main contrasts watched were that
married respondents with children or a spouse were more averse to acknowledge an
occupation that wanted travel or work at odd schedules, especially on the weekends,
than those who had no such responsibilities.
% Generation
Y
How frequently do you experience Digital
presence?
Everyday 59.21
Weekly 25.53
Monthly 4.21
Less than once a
month
11.05
In the last month have you used Facebook? Yes 85.71
No 14.29
In the last month, have you used LinkedIn? Yes 33.77
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No 66.23
Have you searched for a job on the internet
ever?
Yes 99.47
No 0.53
Table 4. Social Network and Website Use.
Considering the large number of media claims on Generation Y, one could be
overlooked for feeling that the demographic shortage of resigning Baby Boomers
and lacking Generation Y substitutions is the reason we are all so inspired by them.
However, the salary is not the only factor (Rappaport2015). No, it is the social
transformation they are activating. Youth society works through "self-built systems of
shared social practice and sets behavioral patterns that impact individuals of all
ages". We realize that interfacing, talking, sharing, labeling, and making and
appropriating content is a characteristic behavior for them. They are taking their
social propensities into the work environment to the colossal point of preference of
enterprises, which have not yet acknowledged it! Utilize an individual from
Generation Y and you get the benefit of their whole system, which they convey with
them to work each day through their perpetual availability. Among the long-range
social communication destinations questioned in Oxygenz, Facebook was the
staggering decision of both females and males. There were slight inclinations
(possibly suggestive; perhaps not) for Facebook and MySpace to be marginally more
mainstream among females than males while LinkedIn might have been somewhat
more well known among males than females. Not that all businesses see this
arranged amiability as the preference. An apprehension of time-squandering has
prompted numerous associations banning access to the person to person
communication destinations. A swell of online articles, web journals, publications,
research and books show a developing energy about the business preferences of
person to person communication advancements. Generation Y themselves will drive
change as they search out businesses of the decision. Selection of big business
person to person communication will quicken as Generation Y makes their vicinity
24 | P a g e

felt in the work environment. Whenever inquired as to whether they utilized the
Internet every day for correspondence implies other than email, more than 70% of
respondents addressed positively. In any case, around 59% of Millennial expressed
that they utilized the Internet routinely for social correspondence. This recommends
Generation Y might adapt comfortably in their utilization of the social websites to
convey.
As literature recommends, Millennial reported utilizing social networking sites all the
more as often as possible. Everyone knows that technology changed almost
everything we do. The Generation Y uses smartphones and iPads to communicate
with colleagues and friends, and to plan trips, manage money, and look for local
eateries. They increasingly use technology for many human resource management
type applications, such as looking for jobs. As Table 4 appears, around 75% of
respondents demonstrated utilizing some social networking sites in any event week
by week. In any case, about 60% of Millennial were proved of utilizing such sites
every day. Further, overview results recommend that the respondent gathering uses
diverse sorts of networking sites. For instance, about 17 in every 20 respondents of
Generation Y reported socializing on Facebook. When taking a gander at the more
business arranged site, LinkedIn, roughly 30% of Generation Y respondents reported
utilizing the site.
The correlation analysis of the result led to the following output:
Pay Vacation Work Flexibility Weekends Commute Timings
Career Choice 0.75 0.69 0.54 0.81 0.61
Analysis of Hypotheses
From the study above we can reach the following results in relation to the
hypotheses:
Hypothesis #1: Generation Y prefer work hours and vacations as the criteria
for making career choices
As evident from the descriptive analyses one can state that from the overall
respondents, more than 84% of the respondents prefer working 40 hours a
week and more than 75 per cent of the respondents does not consider
vacation as the criteria for the career choice. From the correlation analyses
25 | P a g e

above one can state that the vacation and pay has some good correlation with
the career choices.
Hypothesis #2: Generation Y wants to keep their personal and professional life
separate while making career choice.
As evident from the study that the respondents are ready to work beyond forty
hours work week and vacations do not matter to that extent, therefore it can be
stated that the Generation Y prefer separated personal and professional life
but not to that extent due to less responsibilities and more to spend.
Hypothesis #3: Career choices of Generation Y depend on factors such as pay,
vacation, work flexibility, weekends, and commute timings.
The correlation analysis table given above shows that the correlation between
pay and weekends is strong in comparison to other three factors, however, all
the relations are positive. Therefore, it can be stated that the hypothesis 3
holds true and the Generation Y considers pay and weekends more as the
factor for career choice.
Discussion of Results
Every day we read the features about more baby boomers resigning at an
expanding rate and about organizations worried about their progression
arranges, thinking about whether they will have the workforce to fill empty
spots. As managers proceed with their quest for good ability, more Generation
Y youth are entering the workforce and climbing the corporate stepping stool.
With an expected 80 million individuals in this accomplice, organizations that
remember this mind blowing opportunity and tap into it early will have the
upper hand. This exploration could give the system to businesses to perceive
how they can Y - size their associations by fusing the key methodologies
sketched out in this study or where they are missing the mark concerning
actualizing the basic segments important to pull in and hold this vast era of
future laborers.
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For some businesses, the objective of drawing in, contracting, and holding
Generation Y is going to take a complete reconsidering of how the association
augments its HR. This re-examining regularly needs to originate from senior
administration. These are the general population who will require being locally
available and building up clear approaches for pulling in, selecting, create,
assessing, and advancing Generation Y. Without senior authority, it will be
hard to authorize a society shift.
Another essential relationship is between senior administration and Human
Resources. This association can cooperate to consider working environment
strategies that consolidate a ton of adaptability while keeping up a profitable
structure. As managers keep on looking to Generation Y as the workforce
without bounds, it will be progressively essential for these businesses to
comprehend and welcome the qualities of this partner. As educated in this
examination, this era is innovatively insightful; they are vocation minded in the
way that they need their work to mean something and have significance to
them actually and in addition to their organization. In addition they will convey
certainty to the working environment also, the conviction that they can do it
all. This generation will challenge the working environment like no other.
Current individual’s practices were planned for an alternate period. This era
will bring new thoughts and qualities into the working environment. They are
persuaded and willing, maybe at a quicker rate than one is acclimated to, yet
they are inspired. So understanding them and being sensitive to their
requirements will be the key component in enrolling and holding them. In the
event that you need them to think about your organization, demonstrate to
them that you think about them.
Future Research
While inspection of the outline of the results for this project was entirely expressive,
the group also concluded some theories that could be implemented in the future for
further exploration of this theme. Seven theories, which would give more top to
bottom analysis, were ordered into three general gatherings: area preferences,
working environment demeanors, and innovation.
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Although it has for some time been expected that alumni related with expert's
projects out in the open approach and open organization will look for employments in
the general population division. Research proves that understudies are presently
being enrolled by charitable associations and reserved contractual workers. With
hypothetically undesirable perspectives in regards to people in general division
enlisting process, and their yearning for adaptability, it is accepted, as the literature
survey recommends, Generation Y won't just hope to work in different segments, yet
that they hope to change employments often all through their vocations. In this
manner, the accompanying three speculations recognize Millennial' segment
preference choices.
Theory 1:
Individuals from Generation Y show immense interest in providing themselves
for non-profit or private social welfare organizations.
Theory 2:
Individuals from Generation Y have precisely an adverse point-of-view of
open segment enlistment and employing forms.
Theory 3:
Individuals from Generation Y hope to change divisions amid their vacation all
the more regularly.
Work Environment
Millennial don't characterize themselves regarding occupation, but instead by their
personality outside their work. Moreover, literature recommends millennial hope for a
satisfactory work-life balance, looking for adaptable job routines that allow satisfying
other external commitments too. Past adaptable hours, inborn work values, for
example, stimulating situations, challenging activities, and shared environments are
critical to Millennial. In any case, exploration is disputable on Generation Y's partiality
towards relieving inherent values for outward remunerates. Moreover, no agreement
exists on whether Generation Y respondent's vibe entitled or is essentially self-
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assured. In this manner, the accompanying theories measure which work
environment states of mind precisely portray Generation Y.
Theory 4:
Millennial attempt to achieve a perfect work-life balance.
Theory 5:
Individuals from Generation Y will position characteristic work ethics, for
example, challenges at work, probable personal development, and the capacity to
get consequences of effort, more than extraneous prizes, for example, pay and
traditional advantages.
Theory 6:
Individuals from Generation Y will prompt a more elevated amount of privilege
regarding section level work (with respect to desires of beginning pay and open
doors for headway).
Innovation
Generation Y is the most unified and scientifically well-disposed generation to date
(Bassett 2008). Due to this recognition with innovation, Generation Y is acclimated to
having quick access to data and correspondence. Additionally, Millennial
progressively use social networking instruments to fulfill different undertakings. In
this way, the accompanying theory thinks about generational contrasts in innovation
use.
Theory 7:
Individuals from Generation Y are more probable than those of different
generations to depend vigorously on the Internet and other innovation and
specialized gadgets for data, as well as for different day by day errands and
communications.
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Discussion
The main objective of this project was to understand the Generation Y, its
characteristics, behavior and traits to alter the Human Resource Management of the
organization according to Generation Y to fulfill their requirements and to run an
organization in the most effective manner.
All the characteristics of Generation Y force the organizations to change their Human
Resource Management system according to the changing trends from Generation X
to Generation Y. New challenges are to be faced by organizations to meet the
demands of Generation Y, to understand their characteristics and to take actions in
favors of Generation Y to run an efficient organization.
Understanding these challenges, we carried out a survey to analyze the
characteristics of Generation Y and to have a clear image of the traits of Generation
Y. Through the results of our survey, we found out some key characteristics of
Generation Y related to demographics, workplace environment and technology
(Sona and Manohari 2012).
A similar study by Sky Brown(Generation Y in the Workplace, n.d.) suggested the same
results stating that the Generation Y has characteristics different from the Generation
X by comparing their views on various matters. Some of them included higher
confidence in Gen Y in the nonprofit sector for delivering public services, the higher
number of Generation Y employees who choose higher salary with less opportunity
for telecommuting, the demand of higher flexibility by Gen Y, use of technology and
other matters resembling this survey.
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Similar to this, we found out that Generation Y demands flexibility in the work
environment, they have a sense of entitlement, they want to be appreciated for their
work, and they are highly dependent on technology and expects to change sectors
during their career more often. A database has been built to help the Human
Resource Management system to effectively fulfill the needs and requirements of the
Generation Y which in turns gives benefit to the organization as Generation Y is the
emerging generation and dealing with them in the right manner can lead to the
success of the organization (Macnamara 2010).
Conclusion
A union cannot forge an appropriate collection of working professionals without a
prodigious human resources base. The most important components of the Human
Resources Management (HRM) group include registering persons, getting them
ready, performance evaluation, motivating representatives and additionally
workplace exceptionality, working atmosphere safety, and much more. The
inordinate impact of these capacities which helps to make the organization efficient
is talked about here.
Over the number of years, human resource management has gained a lot of
importance and why wouldn't it? There have been several changes in the
organization structure, the approach towards it, the employee recruitment procedure,
etc. (Eisner 2011). Nowadays a lot of focus is given to the way the employees are
recruited, the way they are trained and most importantly, what kind of employees are
serving the company and how their skills can be used to reach maximum
productivity. Companies nowadays are more focused towards generation y since
they are more energetic and are more focused and motivated in achieving the results
for themselves which would gain them incentives and bonuses and also the
company because if the company does well, only then the employee would last in
the company because if the company doesn’t do well then it would be recalled which
31 | P a g e

would result in the loss of jobs for the employee even it might lead to the vanishing of
the company itself.
It can be observed from the deep analysis of the paper that Generation Y initiates
several Human Resource Management challenges for firms. The arrival of
Generation Y into the workforce, associations can attain a workable rational point of
interest by contriving viable talent preservation techniques. Organizations that deeply
understand the necessities and essential requirements of Generation Y members
can effectively accomplish these requirements. Due to this quality and standards,
these organizations are termed as "employer of decision". Although many of the
middles aged and senior supervisors that are on higher posts belong to other
generations. Successful management will encompass a thorough understanding of
"hard working attitude" of Millennial and capability to deal with unique qualities of
these workers. Critically differentiating the Generation Y to the previous generations,
it is observed that the organizations will need to authenticate the work environment
and provide essential resources for the human resources to efficiently manage these
personnel. Organizations that provide the challenging work environment, higher
conspicuous flexibility, a satisfying office, provide guidance when required and
administer a good work, and life evenness is very much probable to profit with the
skills that Generation Y possess.
In this report, we concluded the demographics, characteristics and workplace
attitude of Generation Y and the challenges it raised against any organization
(Clements-Croome 2000). As your workforce experience change your entire team is
transforming. Thus it is very essential that not only the young employees but also the
senior employees should be provided help understanding and inheriting the change.
It is crucial to study how the association will hold, supervise, develop and preserve
these new highly technical employees in light of the fact that Millennial are not
leaving, they will only transform in the workforce (Morehouse 1980). For this
purpose, the organizations have to work on their Human Resource management and
systems to overcome these challenges and to manage the Generation Y in most
effective manner. A Human Resource database has also been developed to manage
the new generation employees and to understand their behavior. Our results and
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findings show that Generation Y is not like other generations, it has distinct
characteristics such as intensive use of technology and social media, sense of
entitlement, huge expectations about work and desire for flexibility in the work
environment. These features which are found in Generation Y have to be analyzed
critically, and relevant steps should be taken by organizations regarding Human
Resource management to understand these characteristics and to manage the
organization according to changing trends.
The results of this study support various literature works regarding the characteristics
of Generation Y. Results suggest that salary, flexibility and health are important for
the Generation Y, which is in accordance with various literature works done on this
subject. Furthermore, the study reveals mixed results regarding the sense of
entitlement in Generation Y.
Human Resource Management
System
The human resource management database constructed would help in finding the
information related to a particular employee. It is very important to have an individual
database for all the employees so that the management of the employees become
comfortable and also helps the company in saving the time and utilize it for any
purpose they want to.
Like every other database, this database also contains certain fields which are
unique and distinctive in their way for example employee ID, name, etc. The
database has been created in such a way that the company can edit the information
of the employee, delete an existing employee or add a new employee. A data model
has been created to express the database data contents. (See Appendix 8) When
any of these things is done, the database gets updated and displays the result
(Ulrich, Geller, and DeSouza 1984).
How it works is basically that you go to the edit mode or action of the database
where you delete, add or update an employee. First of all, an employee ID is entered
which is a key field which means that it is a unique field since every employee's ID is
different and unique from others so that's why this field I.E. Employee ID is the key
33 | P a g e

field since it would differentiate the employees from another because there is a
probability that names might overlap each other, some employees might be working
in the same position etc. so this field is very important, and this database has been
designed in such a way that without entering, no one can proceed forward with
updating, removal or addition of an employee (Fan, Guan, and LV 2015). Next field
is the name of the employee. Here the name of the employee will be entered. If the
company hires a new employee, then it will enter that person's name in this field
along with his ID or if the company wants to find a particular employee by the
particular name, it can enter the name in this field similarly if the company wants to
remove the employee from the company and also wants to remove that person's
information from the database, the company would just enter the name of the
employee, the employee would be shown and company has to click the delete
employee, and all the information of that employee would be removed from the
database. Next is the contact number. When company would hire the new
employees, it would definitely need the contact number of its employees so it would
take the number from its employees and put it in this field and click on the add
employee button. This field would also be used to delete or update the information
related to the employee. By simply putting in the number, it would also help in finding
the employees if the name is forgotten or if the ID is missing. Next field would be the
qualification of the employee. A qualification is very important for anyone to get into
any firm or a company so when a new employee would be hired, the company would
put in the qualification of the new employee in this field and along with the fulfillment
of other fields, click on the add employee button and qualification would be put into
the database of the employee. But if the company wants to find the employee by this
field than it would be very vague since many employees have done the same thing
for example if the firm puts in Masters than it will display all employees who have
done masters so there won't be anything specific. The next field would be Enter the
position in the firm. When a new employee would be hired, the database would be
updated with what position he is hired for example if an intern is hired, then intern
would be entered in this field if CEO is hired, CEO would be entered in this field and
then the database would be updated. If the company wants to update or edit the
position of the employee, then in this field it would be edited and by putting in the
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position in this field, it can help find the information of the employee and this field can
be crucial along with the Employee ID and name but only for higher positions
because small positions are large in number so it won't distinguish employees. The
next field is the office number which could also play the role of a key field since every
employee's office number would be different and unique so this field could be given a
second preference for a key field after the employee ID so basically if the company
quickly wants to find the information of the employee, this is the 2nd field to go to after
the employee ID. Speaking of which, this field would help in finding the information of
the employee and based on that you can either delete or edit the information of the
employee. The last field is further notes field. This field is not that important and it
also would not help the company while editing, deleting or adding the information of
an employee. What it can be used for is that if the company wants to remember
something distinctive or particular about an employee, it can enter in this field. This
field won’t be useful at all in quickly finding the information of the employee because
it is very vague and not specific at all. (See Appendix 1)
After everything is put in these fields, the database of the employee would be
updated and saved which would look like thisIt shows the ID of the employee, his or
her name, the contact number, qualification, the position in the company and the
office number. If any of these fields wish to be edited, then it could be done in the
action mode or the edit mode. If a particular employee leaves the company, go to the
edit mode or action mode, punch in all the details and click the delete employee
button, the database would be updated with the removed employee from the
company. (See appendix 2 and appendix 3)
Instructions to run the database
- You must have the following application installed to run the databased program:
(Netbeans) and a cross platform program that would run MySQL as it’s needed to
run the database such as “XAMPP”.
- The Netbeans project will be available for you to operate on the CD provided
alongside this paper in the hand-in documents
- Once the Netbeans project has been loaded into Netbeans. After running the
package it’ll show driver registered which would mean that a connection has been
established and the program is ready to operate. (See appendix 4)
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- The username is “root”and password isn’t assigned (click enter if it requires a
password and leave box empty)(See appendix 5 and appendix 6)
- Once the username and password has been entered. A pop-up message will appear
verifying that the connection has been established in the database. (See appendix 7)
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Document Word Count: 9254 words
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Appendices
Research Questionnaire
The research questionnaire has some questions that have been used to reach
the suitable analysis:
1. Would you prefer to work 40 hours or more in a week?
a. Yes
b. No
2. Would be comfortable with the job that allows you to take work home?
a. Yes
b. No
3. Do you look for minimal vacation time while looking for the job?
a. Yes
b. No
4. Do you prefer to choose company that tells you to work on weekends?
a. Yes
b. No
5. Will you go for the work that looks for your availability beyond normal
work hours?
a. Yes
b. No
6. Will you be comfortable with the job that requires excessive commute?
a. Yes
b. No
7. How frequently do you experience digital presence?
a. Everyday
b. Sometimes
c. Never
8. In the last month have you used Facebook?
a. Yes
b. No
9. In the last month have you used LinkedIn?
a. Yes
b. No
10. Have you searched for a job on the internet ever?
a. Yes
b. No
11. What are the other factors you look for while choosing the job?
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Program
Appendix 1
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Appendix 3
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Appendix 4
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Appendix 5
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Appendix 6
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