Developing a Human Resource Management System for Generation Y

This project focuses on designing a Human Resource Management (HRM) System tailored for Generation Y employees, also known as Millennials. The project begins with an introduction to Generation Y, highlighting their characteristics, values, and expectations in the workplace. It then delves into a literature review, exploring demographics, key characteristics, and the impact of changes in the workplace. The project emphasizes the importance of understanding Generation Y's preferences, such as their affinity for technology, desire for constant feedback, and expectations for career growth. The methodology involves both primary and secondary research, including surveys and literature reviews, to gather data on Generation Y's motivations and preferences. The project identifies key findings, such as Generation Y's preferences for higher pay, comprehensive benefits, and flexible work arrangements. Finally, a prototype HRM system is designed, incorporating the expected requirements of Generation Y members to manage them effectively, including features for efficient data management, training, and rewards. The project concludes with a discussion of the implications for organizations seeking to attract and retain Generation Y employees, and suggestions for future research.

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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