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Human Resource Management System For Generation Y | Assignment

Added on - 22 Sep 2019

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Human Resource Management System forGeneration YTable of ContentsSummary4Introduction5Research7Literature Review7Demographics7Characteristics8Volunteerism10Changes In The Workplace10HRM Implications to Incorporate Needs of Generation Y12Methodology16Limitations17Results and Findings18Future Research24Discussion27Conclusion28Human Resource Management System30References33Bibliography36Appendices37
SummaryGeneration Y refers to the generation born between 1980's and 1990's. GenerationY experiences the world where there is a need to be innovative and excels throughlife professional and personally. They have experienced a technological era in whichthe use of technology to develop skills and be creative is usual. They have mobilephones, gadgets, laptops and different contrivance where the diverse world ofknowledge is just a few touches or clicks away ( 2010). It isessential and a crucial part for this generation to remain connected with innovationsand adapts new skills. With the shift of legacy from Generation X to Generation Y,the organizations have discovered that there are diverse practices and naturaltendency in this generation to perform at work. These types of organizations haveunderstood the generational mindsets and requirements deeply. This being said thecorporate world will face new challenges accordingly.The generational structure of the workforce is evolving quickly. Today, theworkforce incorporates Baby Boomers, Generation X and Generation Yworkers. While the Baby Boomers are starting to retire, Generation X ismoving into senior administration positions, the extent of Generation Y in theworkforce is expanding quickly. Associations can accomplish reasonableupper 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 thathelps the users to manage any firm's employees.Both primary and secondary research is used. Primary research includes surveysand questionnaires with both open and close ended questions and the secondaryresearch include articles and previously done researches.It is found that generation Y prefers higher pay with less chance of working fromhome, lower pay with higher comprehensive benefits plan and higher pay with lesschance for varying work schedules. It is also found that Generation Y respondentsforesaw opposite to their predecessors; be that as it may, given the present condition1|P a g e
of the economy, this information might not convey an appropriate difference betweenthe generations.Era Y exhibits a test to managers who must prepare and spur theserepresentatives, so that their qualities turn into an advantage to theorganization. To be effective later on, it will be critical for organizations andchiefs to comprehend these new representatives. While a considerable lot ofthe qualities of Generation Y are altogether not the same as past eras, there islittle research on powerful procedures to manage Generation Y. That is whyhuman resource management is very essential to manage and recruitgeneration Y.In the end, a prototype system “Human Resource Management System” has beendesigned and built to support an ingenious management, training and rewardsystem.IntroductionPeople born in between the year of 1980’s and 1990’s are categorized as themembers of Generation Y. As these individuals are in the age range of 20’s and30’s, the Generation Y members have now been newly experiencing the workenvironment (Hansen 1991). Being beginners, this group has distinctive values andconjecture, allowing them to be unique in the workforce industry. Thus, this featuregives them an edge over the previous generations because they prove themselvesas unique in the workforce with intellect and skills. They are numerous, wealthy,literate. Equipped with modesty and good behavior, they are focused to outperformothers and be competitive. They have experienced an ever-changing eracharacterized by globalization, ultimate technology and diversity, equipping them toface global challenges (Ajrouch, Antonucci, and Janevic 2001). They practicemeticulous behavior towards their life and thus expect challenges in their work.Proving them at par, Generation Y passionately craves for rewards through growingincome and recognition at work. Millennial (Generation Y members) have been notedto have “unwavering confidence” because as equipped with the required skills andtalent they exhibit a selfish approach towards achieving their personal goals andaims.2|P a g e
Members of Generation Y are integrated with technology not just to do more work orto achieve more but it has been a part of their life since their childhood, and thuskeeping 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 broughtup in a nurturing environment where praise of children for every work they do wasconsidered essential. They were brought at a time were parents only encouragedtheir children with the constant appraisal. They have been working in groupsthroughout their life from school projects to university football team. Carrying thisphenomenon 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 theychoose an organization to work with has become essential as the employers couldattract numerous such individuals in their organization and thus could benefit.Another rising challenge is to understand the characteristics and motivations ofGeneration Y to manage them effectively in any organization (Martin, and Tulgan2002). The main focus is as to how the characteristics and needs of this group ofemployees can be understood ( 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 ofGeneration Y will be implemented for designing a database application for managingthe 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 inthat 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 andmotivation of Generation Y at the workplace. An already developed databaseapplication can also be used. For example, HR Quik®, a simple HR EmployeeDatabase System can be used. It reduces the HR costs and saves the time of theorganization. It is easy to load into the workplace server. Further, it has an option ofthe on-line applicant on the website, which when linked to the company website.Further, all the characteristics and motivation can also upload or stored down in theform of the data so as to compare the Generation Y employees.3|P a g e
The next step is to gather information to generate a useful Human ResourceManagement system. By using a research questionnaire, the data has beencollected from numerous working members of public. To ease into achieving thegoal, the project aims at developing a framework for an example of Human ResourceManagement, which incorporates the expected requirements of Generation Ymembers to manage them effectively (Chou 2012). Investigating the Effects ofHuman Resource Management, how deeply it affects the employee’s performance atwork and their behavior towards the organization? From a business point of view,does injecting resources into Human Resource Management demonstrate deepinvestigations into the advanced and innovative new workforce of Generation Y? Myexploration points on the part of Human Resource Management, which deals withthe Generation Y's interests, investigating how these individuals approach themanagement system and hence also investigating the outcomes affecting the workconnections based on their approach (Tulgan and Martin 2001).My study aims are:To understand the human resource management system for the Generation YMy study objectives are:1. Review the literature works that describe characteristics to Generation Y as theyrelate to work and differences and/or similarities between other generations andGeneration Y pertaining to career and workplaces. This study estimatescharacteristics of Generation Y, ideal work environment, baseline requirements foremployment, etc.2. Develop a survey that examines the factors that Generation Y and X individualsconsiders before making their career choice.3. Determine if results acknowledged in the study are consistent with survey resultsby examining the data on various parameters.Research4|P a g e
Literature ReviewDemographicsThe age section of Generation Y fluctuates, and they are known by the name ofMillennial. 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 accordingto the study and finishes as right on time as 1993 and as tardy as 2001, a currentnumber of members of Generation Y is between 70 and 95 million people.Capable of performing their best, Generation Y seeks opportunities and highereducation at a rate more than any other previous generation. Historically, womenpass out from college at a rate more than men, and their college attendance hasachieved noteworthy levels. While 46% of the girls that are selected in schools are inthe 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 contrastbetween sexes. The main inclination that is critical is a propensity to esteem workassociation and go and also work connections more so than guys.CharacteristicsThe individuals of Generations Y are affiliated with diverse cultures and ethnicities.Moreover, these people have experienced varying lifestyles and are relates tomulticultural groups (Erickson 2008). This gives them the quality to reach out to anyculture or ethnicity and work or perform with them (Blain 2008). Millennial have thepower 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 fromMillennial observe a sense of tolerance and abhor superiors (Branscum andSciaraffa 2013). This generation is at times said as the privilege generation. Theirfamilies’ support, both financially and emotionally play a vital role in the sense ofachieving their goals passionately. Changes in the upbringing of the childmethodology may have resulted in a close and emotional relationship between5|P a g e
Generation Y members and their parents (Patalano 2008). Millennial haveexperienced encouragement and support from their parents throughout their lifewhich makes them practice the same in their adulthood and career; this has madethem achieve optimism (Erickson 2008). In the work environment, Generation Yhopes to climb the ladder of promotions at a rate much higher than any previousgenerations. (Karefalk, Petterssen, and Zhu 2007). At times, if Millennial doesn't feelcomfortable in the current work environment, they expect new opportunitieswelcoming them in life (Felix 2007). Generation Y expects favorable recognition inthe organizations from their bosses and expects them to be praised and rewardedfor their hard work (Ballenstedt and Rosenberg 2008). Millennial are known for theirgood connection and knowledge to technology. Recognized as the mostinterdependent and benevolent generation in the current workforce, effortlesslybridge communication gap and instantly gains access to information easily from anymember of the workforce (Bassett 2008, Erickson 2008).Be that as it may, this effect of technology may not have any significant bearingsimilarly to all Millennial in the world. Generation Y wants to send all the messagesmore quickly and reasonably through electronic mail, relaxed organizations oruntroubled informing instead of the standard way of communication (Sheahan 2005).The generation is furthermore changed into unions where unique alterations are thefront line of the organization's atmosphere. Traditional companies are not thatinteresting for the millennial generation (Myers and Sadaghiani 2010).Even though every Generation has its particular employees that are induced into theworkforce but the members of Generation Y are different. As one of the professionalin the field explains that they have “been pampered, nurtured, and programmed witha slew of activities since they were toddlers, meaning they are both high-performance and high-maintenance.” ( 2016). The following pointscould be concluded:• Generation Y members expect highly professional work staff that are trulyengaged in what they are assigned to.• They seek opportunities where they are challenged the most. They consider theircolleagues to be a source of knowledge for them.• They look for ways to make a good first impression on someone they meet.6|P a g e
• They are good managers of time. They try to break down bigger tasks into smallones and achieve the goal efficiently.• They try to outperform and challenge their colleagues to work faster and achievebetter (Bindrim 2009).Fortune Magazine articulates that Generation Y employees will take alongchallenges and strengths to the workplace. They also say that Generation Y mightbe the most effective and outperforming employees in the history. Being the onlygeneration to be raised in the technologically advanced world, their capability to usethese skills in Information Technology gives them an edge for them to outperformany others.VolunteerismGeneration Y exhibit personalities that are easy to know about because nothing iskept secret, they have the capacity to perform at their best to any work that theyhave 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 thatthey have worked as the volunteer in some organization in the past year and almostevery other that hadn’t volunteered wanted to participate in such activity in theupcoming year(Paul 2001). Pooley explains, "members of Generation Y are morecivic minded and appear to be predisposed to being more actively involved involunteering than individuals in previous generations" (Pooley 2005). 81% ofMillennial were occupied with such community participations in 2007 (Erickson2008). Proving the point of Pooley, Cole explains that Generation Y "has a greatertendency to engage in community service than their predecessors" (Cole, Smith, andLucas 2002).There is an essential financial and socioeconomic limitation to Generation Y'scommunity endeavors, as explained by Erickson “volunteering is class driven”(Erickson 2008). In this manner, the Generation Y members that have acquired themost education and are financially stable parties more volunteerism, however,people's social affiliations likewise play a vital part.Changes in Workplace7|P a g e
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