Volume 2, Issue 7, July 2012 ISSN: 2277 128X

International Journal of Advanced Research in

Computer Science and Software Engineering
Research Paper
Available online at: www.ijarcsse.com
Managing Career Aspirations of Generation Y at
Work Place
Dr. Parul Saxena, Mr. Rajiv Jain
Mangalmay Institute of Management & Technology
Greater Noida, India

Abstract: Wired, empowered, nexters - are some of the words associated with generation Y. Generation Y comprises of
people bornbetween the years of 1980-1995. Also known as the „MillennialGeneration‟, they are raisedby the late
babyboomers. This paper studies the attributes and values of generation Y and how these can be utilized to create
value for the organization. This paper also focuses on the strategies to manage the career aspirations of the
Generation Y at the work place. In the course of the research, some interesting facts have emerged such as,
“Millennial don‟t live to work, they work to live". The generation Y professionals generally aspire for brand identity,
competence and a sense of service. They are motivated when they have an empathetic supervisor, good work- life
balance, sound company policies, and equitable pay. The Indian generation Y highly values achievement in both work
and social environment. They love to ask question and despise unnecessary procedure and processes. A generation
with strong sense of social concise and purpose, it never loses an opportunity to create their own identity and space.
Thus, it becomes a herculean task for an organization to handle the career aspirations of generation Y at work place.
This research paper is an attempt to suggest strategies to manage career aspirations of generation Y at work place.
The strong work ethic and an ability to learn rapidly and adapt are some of the attributes that make Generation Y
employees highly valuable assets for an organization.

Key words: Generation Y, Career aspirations, Attributes, Millennial, Nexters

Introduction
Entering the workforce by storm is a new wave of
generation - Generation Y (Gen Y), bringing with them a
set of distinct values, assumptions, and behaviour to the
workplace. This generation has generated a widespread
organizational concern with regards to managing their
career aspirations. The arrival of Gen Y, has forced the
organizations to re-strategize how to attract and retain star
performers as their competitive advantage in a steadily
dwindling labour market.
“You want to think about how to prepare the next
generation to move into leadership and they’re already
thinking about buying the company.” 1
Thus, the newest and youngest members of work forces all
over the world are making their presence felt, forcing
businesses to re-think their working practices and adapt
their working environment to this breed of employees and
managers. Generation Y is perceived as invading the
workplace, arriving like unruly and energetic guests at a
stuffy country house party and shocking the house guests
who are already there. And they are bringing outsize
luggage in the form of multiple digital technologies, their
social networks, their tech-savvy culture, new ways of
1 attractive than before.
As stated by senior management interviewed by Weber
(2008), p( 52)
© 2012, IJARCSSE All Rights Reserved
contemplating, new managerial forms. Generation Y is
also known as the Nexters (aged 15-29), they are the
current entrants into global workforce and estimated at1.7
billion worldwide, representing 25.5% of the world
population. The statistics show that by the year 2020, India
will have the highest percentage of employable workforce
in the world. With each Indian town emerging as a talent
centre, India will be a source of 500 million trained work
force by the year 2020. This reason justifies the need for
studying Generation Y and their career aspirations.Gen Y
population in India is 25.47% of world population (Indian
Population Bureau, 2009)that makes Generation Y
professionals‟ skills and potentials crucial if economies are
to move up the value chain.need
In times of globalization, businesses have to compete to
attract, develop, deploy and retain the services of skilled
people. It is crucial to understand what matters to the
employees. In particular, they need to understand what
things matter most to Generation Y, the youngest and
newly entrants in the workplace. In India, the Generation Y
makes up more than half of the population.Despite the
large potential workforce, not all are „employment ready‟
and so their talents are in short supply. The fact that there
are not enough of them only makes their talents even more
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 Volume 2, Issue 7, July 2012 www.ijarcsse.com
Table 1 Workforce Composition 2010 Vs 2020 millennials, homo zappieneven Genys!. Theyare strongly
team-focused, collaborative, and seekmeaning in work
Generation 2010 2020
and opportunity to learn.The majority of the sources
Overall 1220 Mio 1326 Mio describe the Generation Y as consumers, colleagues,
Population employees, managers, and technological and social
innovators. Although they bring energy and innovation to
Boomers 38% <15% the workplace, the Generation Y is challenging to
manage. They appreciate clear direction, demand
Gen X 32% <25% immediate feedback on performance, expect to be
consulted and included in management decisions, and
Gen Y 25% 45-50%
demand constant intellectual challenge. They have grown
Gen Z Na 10% up with the Internet and mobilecommunications. They are
digitally, globally,and constantly connected.They are
driving howmobile communication technologies are
Source: United Nations (2010) used,initiating social behaviours that are transmitted to
The Generation Y apparently believes theycan achieve other generations. Generation Y is apt at navigating vast
anything. They have been called„workplace divas‟, amounts of data, using multiple digital devices
they must deal with the distinct “values” that each
They are networked, collaborative and highly social, generation brings to the tablein terms of life goals and the
expecting to be constantly connected to their social employment relationship. Baby boomers are divided into
networks, within and beyond company boundaries, and to Hippies and Yuppies and were raised by the
work within a sociable environment with other people. „Builders‟.They followed a work pattern of dawn to dusk
But, before we move on to discuss generation Y‟s career and their needs were focused on making a better working
aspirations and attributes in detail, let‟s have a look at the environmentGeneration X also known as the „Latchkey
time line of generations to better understand the Kids‟, they were raised by early baby boomers. They are
constituents of workforce at workplace. As this is the first considered to be the workaholics and followed a
time that four distinct generational profiles have co- participatory style.
existed in the workplace at the same time – and represents
a significant challenge for organizations. Not only do
employers have to deal with the inevitable differences in
what employees at different life stages want from them,

Fig. 1 Timeline of Generations

1945 1960 1965 1980 1995 2000 2010 2025

Generation Y Alpha Kids

Baby Boomers (1980-1995) (2010-2025)
(1945-1965)
Generation X Generation Z
(1965-1980) (1995-2010)

Generation Y, aptly known as the „Millennial Generation‟ meaning to the work assigned to them. Generation Z, also
is being raised by the late baby boomers and generation known as „Digital Natives‟ are being raised by generation
X. This generation believes in work smarter and quicker X. The below mentioned table gives a glimpse of
till work is done. They work on their terms and probe influences that helped shaped our generations as they are.

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Volume 2, Issue 7, July 2012 www.ijarcsse.com
Table 2Forces that shaped our generations years or longer (Hastings, 2008). Security is valued by
younger workers, but is defined as career security
whereby they build portfolios of transferable skills
Generation Economic Technologic Socio- permitting them to change jobs (Lancaster &Stillman,
Factors al Factors culture 2002; Hira, 2007).Cited in the literature are low levels of
factors trust and loyalty to corporate cultures, attributed to
intensemedia scrutiny of corporations tainted with scandal
1973 Arab Desktops Cold War (Wolburg&Pokrywczynski, 2001) and having witnessed
Oil Telephones (1947 – several instances of organizational downsizing
Embargo Stereo 1991) (Loughlin&Barling, 2001). Consequently, they have
1979 System Vietnam become sceptical; mistrustful, and apathetic toward
Generation Energy War (1955- traditional hierarchies and authority (Martin &Tulgan,
X Crisis 1975) 2002). With Gen Y declared “the most entrepreneurial
Indira generation in history”, organizations are confronted with
Gandhi the added weight of convincing young workers that
Assassinatio working for a corporation has greater appeal than self-
n (1984) employment (Martin, 2005). Gen Y brings an impressive,
portfolio of academic credentials and requisite skills in
Economic Walkmans Fall of technology to the workplace along with lofty expectations
Liberalizati Laptops Soviet for fast-track promotion, raises, perks, independence,
on in India Mobile Union flexible work arrangements, a need for fun (Zemke,
(1991) Phones (1991) 2001), and meaningful work that adds value to the
Dot-com E-mails Rajiv organization‟s strategic direction (Rekar Munro,2008).
Generation Bubble Gandhi They expect continuous recognition and daily feedback
Y Burst(2000) Assassinatio (Hastings, 2008). They also call for managerial support as
n (1991) well as clear and comprehensive instructions, yet seek
Kargil War autonomy to chart the path and pace for achieving goals
(1999) (Yeaton, 2008; Martin, 2005).Given their pressing sense
of immediacy and impatience, Gen Y is unlikely to be
Global iPhones 9/11 enticed by promises of distant pay raises and promotions
Financial Tablet PCs Terrorist (Lancaster &Stillman, 2002).
Crisis Social Attacks
Generation Networking Afghanistan Objectives:
Z & Iraq Wars
Mumbai There is a lack of substantial research on Indian
Attacks Generation Y. Thus, this conceptual study is undertaken
(2008 with the following objectives;
 To study the attributes of Indian Generation Y
 To study and explore the career aspiration of
Source: Grail Research 2010 Generation Y
 To suggest strategies to manage the career
Literature Review aspiration of generation Y

A major challenge which faces organizations is how to Research Methodology

attract, engage, and retain Gen Y who,because of their
experiences and attitudes toward work, are markedly
different from Baby Boomers in their workplace needs
and expectations. Characterized as entrepreneurial and
independent; digitally savvy; rejecting micromanagement;
and valuing empowerment, challenge, and excitement
(Izzzo, 2002), Gen Y has an unorthodox approach to
career management that does not parallel traditional paths.
Job jumping every two years in search of greater
compensation or purposeful work is the norm due to a
boundaryless view of career and an awareness of their
sought-after technological expertise (Zemke, Raines,
&Filipczak, 2000). Gen Y‟s definition of long term
commitment is one year (Martin, 2005), and only one in
five anticipates tenure with the same company for six
This is a conceptual paper based on the secondary data
available through books, magazines and research
papers.The data is mainly collected from the secondary
sources which include articles published in journals,
research papers, published interviews of professionals in
newspapers, magazines and websites of different
companies.
Finding:
Attributes of Generation Y

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Volume 2, Issue 7, July 2012 www.ijarcsse.com
Table 3 Who are the Millennials? an ability to learn rapidly and adapt – making Generation
Demographics Defining Y employees highly valuable assets. But the “right” job
Traits/Attributes should have some Generation Y-specific parameters. It
Work well with friends and should be both interesting and fun, provide flexible hours
No definitive agreement
onteams and location to allow for the blending of work, socializing
on birthyears; experts say
and recreation, and involve opportunity for praise and
somewherebetween 1978 Collaborative, validation. Generation Y employees can also be ambitious
and 1995; mostsay 1980 to resourceful,innovative and are anxious to move up the corporate ladder quickly,
1995 thinkers but they are less willing to “pay their dues” than other
Love a challenge generations. This is a generation that can be loyal and
Seek to make a difference give a lot back to their employers, but it is perhaps also
Children of Baby Want to produce one that expects more from them than previous
Boomers somethingworthwhile generations. It is clear that employers have to pay
Younger siblings of Gen Desire to be a hero attention to Generation Y‟s unique needs if they are to
Xers attract, retain and motivate the best and brightest. As
employers are beginning to notice, Generation Yshave far
Largest generation (75 Impatient less hesitation over “job hopping” to find a better fit and
million)after the Boomers Comfortable with speed better opportunities compared to other generations, they
(80 million),compared to andchange are becoming more and more conscious of managing their
the Gen Xers (40million) Thrive on flexibility and career aspirations.
space toexplore
Partner well with mentors Conclusion
Positioned in history to be Value guidance
the The new age economy is facing a dearth of employable
Expect respect
next “Hero generation” workforce as the baby Boomers, the post-world war II
generation associated with social change, are beginning to
retire in large numbers, taking their knowledge and
Source: Deloitte Consulting (2005). Who Are the experience with them. And generation Y is the new
Millennials, aka Generation Y? generation to replace this deficit, making their knowledge
and skills more in demand. This is another major reason
Career Aspirations of Generation Y why the generation Y is grabbing attention. Many
commentators are claiming that Generation Y is setting
In terms of career aspirations, Generation Y values off a new wave of social and business transformation.As
sustainability. They are flexible, mobile, collaborative and organizations prepare for the arrival of Gen-Y as the next
unconventional. The Generation Y prioritises generation ofstrategic business partners in our 21st
opportunities to learn, and prefers workplaces in an century workplaces, questions bubble about their
urbanised location with access to social and commercial aspirations and how these can be synergized to create
facilities. The Generation Y prioritises collaboration and value for the organization.A major challenge which
interaction in the workplace and requires access to facesorganizations is how to attract, engage, and retain
dedicated team spaces as well as ample breakout spaces. Gen Y who, because of their experiences and attitudes
The Generation Y sees the workplace as a very important toward work, is markedly different from Baby Boomers
factor and values it as a place of learning and in their workplace needs and expectations.
development. They prefer a work environment where they “Gen Y expects challenging work assignments,
can emotionally engage themselves, a space where they accelerated career growth, socially responsible
socialise with other co-workers and a space which workplaces, flexible work environments, freedom,and
supports their health and well-being. The Generation Y collaboration and innovation from their jobsand
privileges access to their own desk rather than desk employers.”2
sharing or hot desking (hoteling)
Some of the prominent career aspirations of generation
are:
• Strong work ethic when job is “right”
• Job must be interesting and FUN!
• Low loyalty – “job hop”
• Eager to move up the ladder – won‟t wait to “pay their
dues”
• Expect more from their employers than previous
2
generations R. Anish, Intel‟s South Asia HR Director
Thus, all this translates into a different type of employee.
They have a strong work ethic when the job is right and

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Volume 2, Issue 7, July 2012
Recommendations
Fig. 2 Strategies for managing career aspirations of Gen Y
From Organisation‟s perspective
• Organisation culture is the key
• Good corporate responsibility reputation
• Organization‟s commitment to the environment
From Work‟s perspective
• Inculcate Flexibility in Jobs
• Provide Opportunities for specialization &
development
• Assign challenging assignments
• Give competitive and lucrative ccompensation
• Provide a launch pad for International career and
Overseas trips
• Flexibility for transition between jobs.
From Leadership‟s perspective
• Encourage competency development – for future
needs
• Facilitate speed induction and integration
through mentors
• Provide a collaborative & participatory work
environment
• Encourage empathetic leadership through
constant feedback, coaching & mentoring
• Allow for flexible & personalized work
environments
• Develop binding communication
• Create customized career paths
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Generations at Work: Managing the clash of
Veterans, Boomers, Xers, and Nexters in your
workplace. Washington, DC: American
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 Loughlin, C. &Barling, J. (2001). Young
workers’ work values, attitudes, and
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behaviours.Journal of Occupational and
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 Wolburg, J &Pokrywczynski, R. (2001). A
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