From high maintenance to high productivity

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -To offer managers insights into Generation Y and practical suggestions on how to turn this high maintenance workforce into a high productivity workforce.Design/methodology/approach -This research is based on RainmakerThinking Inc.'s ongoing workplace interviews with hundreds of Generation Yers and managers.Findings -Like their Gen X siblings, the most talented members of Generation Yers are independent, entrepreneurial thinkers who relish responsibility, demand immediate feedback, and expect a sense of accomplishment hourly. They thrive on challenging work and creative expression, love freedom and flexibility, and hate micromanagement. Guided by managers who are willing to confront their challenges and meet their expectations, they have the potential to become the highest performers in history. They have 14 expectations of managers that can create the type of professional relationships they want to build.Research limitations/implications -Generation Y is just beginning to gain pull in the workplace as full-time workers. Ongoing research is needed to see how our initial conceptions of them as high school and university students plays out as they mature in their professional lives.Practical implications -This paper not only offers managers insights into this highly diverse, contradictory generation, but suggests best practices they can implement to communicate with and motivate this emerging workforce.Originality/value -As organizations compete to attract and retain the best new talent, this paper offers managers a strategic advantage: a practical guide to the characteristics, needs and expectations of Generation Y.

Factors Affecting Generation Y Employees’ Intention to Quit in Malaysian’s Business Process Outsourcing Sector

“…Martin (2005) and Kim, Knight, and Crutsinger (2008) claim that Generation Y members often leave organizations if they do not receive appropriate training development and career planning. Such emphasis on training and career planning could be attributed to Generation Y employees distrusting job security and strive to increase their employability in the time of boundary-less organizations (similar to BPO sector characteristic) (Eisner, 2005).…”

Y Kartos Darbuotojų Ir Organizacijos Atitikimo Reikšmė Pasitenkinimui Darbu

“…Reikia pažymėti, kad įvairių kartų tyrimus vykdė Lietuvos (Stankevičienė et al 2016) ir užsienio mokslininkai (Martin 2005;Kultalahti, Viitala 2014, 2015. Tuo tarpu darbuotojų ir organizacijos atitikimą nagrinėjo (Vveinhardt, Gulbovaitė 2012).…”

“…Mokslininkai skirtingais aspektais nagrinėja ir apibrėžia šią problemą. Dažniausiai skirtingose teorijose keliami pasitenkinimo darbu reikšmė organizacijos veiklai, pateikiami sėkmingų organizacijų pavyzdžiai, skirtingos organizacinės kultūros charakteristikos ir t. t.Reikia pažymėti, kad įvairių kartų tyrimus vykdė Lietuvos (Stankevičienė et al 2016) ir užsienio mokslininkai (Martin 2005;Kultalahti, Viitala 2014, 2015. Tuo tarpu darbuotojų ir organizacijos atitikimą nagrinėjo (Vveinhardt, Gulbovaitė 2012).…”

Work Life Balance (WLB) and Flexibility in Paid Work (FPW) for “Generation Y”: A Discussion

“…If these conditions do not be present, then Generation Y employees will look for new challenges in their working lives by moving to a new work (Kerslake, 2005). To that end, Martin (2005) argued that organizations need to adjust their training and development policies to the needs of this generation workers which will constitute their future manpower. Economist Intelligence Unit's (EIU) (2008) report noted that the talent pool, within the developed world, is evaporating at an alarming rate, by stating that: "Baby boomers are beginning to retire, and birth rates across most developed countries are slowing dramatically.…”