Generation Y and career choice

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 -The transition from higher education to employment is a major life change for many college seniors (currently, the Generation Y cohort). The purpose of this paper is to enhance the understanding of Generation Y and to present new insights regarding Gen Y's retail career expectations, perceptions of retail careers, future psychological contract/entitlement perceptions of retail careers, and career exploration of the US retailing industry. Design/methodology/approach -Utilizing quantitative research methods via an on-line survey, the authors examined 193 Gen Y college seniors' retail career perceptions and expectations, and explored the influence these factors have on future psychological contract/entitlement perceptions of employer-employee obligations and retail career exploration from nine US universities. Findings -College seniors' pre-entry retail job expectations, perceptions of retail careers, and future psychological contract/entitlement perceptions of employee obligations were significant predictors of career exploration; college seniors' preconceived notions of retail careers, combined with what they feel they would owe their future employer, are instrumental in determining retail career exploration decisions.Research limitations/implications -Findings suggest directions for university faculty, academic advisors, and industry practitioners on facilitating college seniors' transitions from higher education to the world of work by suggesting recruitment strategies that can attract, retain and motivate Gen Y. Originality/value -The findings provide useful criteria for organizational development strategies to assist with the transition from higher education to the workforce and may also improve the success of recruiting Gen Y employees. In addition, the conceptualization of psychological contracts (i.e. entitlement perceptions) differentiates this study from prior psychological contract research.

Burnout syndrome prevalence during internship in public and private hospitals: a survey study in Mexico

“…The transition from college to the workforce is a significant change in students' lives, representing more significant responsibilities, a competitive job market, and an overall change in lifestyle. Further, most graduates have overly high or imprecise expectations about how they should approach work, resulting in an increased buildup of stress [14].…”

Fulfillment of the employee psychological contract in a healthcare system: Does it drive employee engagement and reduce turnover intention?

“…Millennial expectation of rapid promotion was also validated by Smola and Sutton (2002), who conducted a 1974 employee research study again in 1999, with the newer study revealing this expectation. Gen Y also expect to have authority and control in the workplace because of the power position they have historically held while growing up (Hurst & Good, 2009).…”

“…Millennials who feel that they have a voice in the workplace are less likely to depart their companies if they are not promoted quickly, and they greatly value training and development (Graves, 2012). Valuing job mobility over job security, this generation prizes growth over traditional incentives (Hurst & Good, 2009).…”

The Impact of Gender and Subtle Sexism on Perceptions of Transformational Leadership Style and its Effect on Employee Outcomes

“…More employees are actively seeking workplaces in which they can find satisfying and meaningful work that contributes to their overall life satisfaction and meaning in life, in addition to traditional expectations of security and income (Cartwright & Holmes, 2006;Hurst & Good, 2009). Often, distinct work experiences (e.g., work engagement) and affect (e.g., interest) can contribute to employees' overall satisfaction or meaning in life, however do not necessarily contribute to both employees' satisfaction and meaning in life simultaneously (Straume & Vittersø, 2012).…”

“…Often, distinct work experiences (e.g., work engagement) and affect (e.g., interest) can contribute to employees' overall satisfaction or meaning in life, however do not necessarily contribute to both employees' satisfaction and meaning in life simultaneously (Straume & Vittersø, 2012). In order to thrive at work, most employees want to find workplaces that provide the necessary resources (e.g., training), allow employees to become fully engaged in their work, and contribute to their sense of purpose (Hurst & Good, 2009;Mauno, Kinnunen, & Ruokolainen, 2007).…”