Human Resource Management System For Generation Y | Assignment

Added on -2019-09-22

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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. 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 ( 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 thathelps 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 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 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. IntroductionPeople 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 notedto have “unwavering confidence” because as equipped with the required skills and talent they exhibit a selfish approach towards achieving their personal goals and aims.2 | P a g e
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 ( 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 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 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. 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.3 | P a g e
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 ResourceManagement, 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 atwork 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 YMy 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.Research4 | P a g e
Literature ReviewDemographicsThe 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 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 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.CharacteristicsThe 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 fromMillennial 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 achieving their goals passionately. Changes in the upbringing of the child methodology may have resulted in a close and emotional relationship between 5 | P a g e
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.” ( 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.• 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.6 | P a g e
• 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.VolunteerismGeneration 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, andLucas 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 most 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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