NARMADA COLLEGE OF MANAGEMENT

COMPREHENSIVE PROJECT

Topic-: “A STUDY ON GENERATION Y AND GENERATION Z CHARACTERISTICS

AND ITS IMPLICATION ON HR PROCESS IN GOVERNMENT SECTOR”

Prepared by:

Devyani Subramanian (197370592007)

Farha naaz Malek (197370592009)

Guided by -: Rashmi Ghamawala

MBA (sem 4)
 CONTENT

Introduction
 PSU’s
 Generation Y and Generation Z
 Human Resource Process
Literature review
Research objectives
Research methodology
Data analysis and interpretation
• A state-owned enterprise in India is called a Public Sector U
PSU’s
ndertaking (PSU) or a Public Sector Enterprise.

• These companies are owned by the union Government of In

dia or one of the many state or territorial governments or bot
h together in parts.

• The company stock is majority-owned by the government in

a PSU.
Classifications of Public Sector Undertaking – PS
U

• Below are the complete PSU Companies List. The

PSU companies in India are categorized as;

1. Maharatna

2. Navratna

3. Miniratna Category-I

4. Miniratna Category-II
 Generation Y
Millennial Birth Years: 1981 to 1996
Current Age: 25 to 40
Other Nicknames: Gen Y, Gen Me,
Gen We, Echo Boomers
Generation Size in India: 426 million

Media Consumption:  95% still watch TV, but Netflix edges out traditional cable as
the preferred provider. Cord-cutting in favor of streaming services is the popular
choice. This generation is extremely comfortable with mobile devices, but 32% will
still use a computer for purchases. They typically have multiple social media
accounts.
• Strengths

1. Of all generations currently featuring in the workforce, Millennials are considered the
most independent workers.

2. Millennials are concerned with ethics and the social responsibility of the organization
they work for.

3. Millennials have grown up sourcing information, they need to be left to create their o
wn processes rather than being told exactly what to do.

• Weaknesses

1. Due to their independent nature, Millennials are not as interested in teamwork as other
generations.

2. Millennials do not have as strong a work ethic, with an average of 38.8 hours spent at
work a week compared to previous generations who both average above 40 hours.

3. This generation is impatient when it comes to career growth – 49 per cent are likely to
leave before two years if they feel their skills are not being developed.
 Generation Z

Gen Z Birth Years: 1997 to 2012/15

Currently Aged: 6 to 24
Other Nicknames:  iGeneration, Post-
millennials, Homeland Generation
Generation Size in India: 375 million

Media Consumption:  The average Gen Z received their first mobile phone at age
10.3 years. Many of them grew up playing with their parents' mobile phones or
tablets. They have grown up in a hyper-connected world and the smartphone is their
preferred method of communication. On average, they spend 3 hours a day on their
mobile device.
• Strengths

1. The most tech competent of any generation, members of Gen Z are able to pick up ne
w developments quicker than other employees

2. This generation is particularly ambitious, with two-thirds of Gen Z saying their goal in
life is to make it to the top of their profession

3. Gen Z are natural entrepreneurs, with 72 per cent wanting to start their own business a
nd hire people

4. Described as the ‘always on’ generation, Gen Z are able to multitask unlike any other
generation, using up to five screens at once

• Weaknesses

1. Gen Z are regarded as more cynical than their predecessors, favoring a realistic outloo
k over the idealism of Gen Y

2. Gen Z don’t know much about a time before social media and easily accessible tech. T
his can make them very reliant on technology to solve problems
 HR Process
1. Engagement Practices

Employee engagement is a workplace method designed to improve a

n employee’s feelings and emotional attachment to the company, their
job duties, and position within the company, their fellow employees, a
nd the company culture.

2. Learning And Development

Learning and development is a way of accruing value in employees th

at involves evaluating staff for potential and then developing it, “on-b
oarding” new staff and honing the skills of current employees.
3. Retention

Retention of productive employees is a major concern of HR profession

als and business executives. It is more efficient to retain a quality emplo
yee than to recruit, train and orient a replacement employee of the same
quality.

4. Leadership

According to Hemphill’s Leadership–the directing of group achievemen

ts.

5. Team Building 

Team building is the process of bringing individuals together to build a t

eam. Team building is required for making a strong cohesive team whic
h works together for a common goal.
Literature Review
• Findings Of Jenki
ns (2019) No.for Findings
Ge
Millennial desire feedback, making a difference, and diverse collaboration
neration Y:
A.  
Millennial approach differently how they learn, work, socialize and communicate
B.  due to technology.
Millennial are the first generation that didn't consider parents or teachers as the
C.  authority but rather the Internet. They treat the Internet as their external brain
and approach problems in a whole new way from previous generations

Millennial are early adopters of technology (e.g. social media, cell phones, and
D.  texting) and seek opportunities to innovate especially as they enter the workforce.

Millennial' (and every other generation's) communication has and will continue
E.  to be shaped by technology.
Millennial are contributors looking for an active role and immediate impact.
F. 
Millennial are heavily persuaded by their peers. Constantly turning to their
G.  networks for new opportunities, to stay in touch, connect with a brand, and to
acquire news.

Millennial demand transparency from leaders, employers, and brands.

H. 
Millennial work/life behavior and values continue to be shaped by technology.
I. 
Millennial high-tech and hyper-connected upbringing have made them disruption
J.  prone leaders.
Findings of Jenkins (2019) for Generation
Z:

No. Findings
Generation Z will approach work with a do it yourself (DIY) approach, work hard, and pragmatic mindset.
  
Generation Z gravitates towards gasified processes or procedures and are native to global communication and collaboration
   across virtual platforms.
Generation Z is a video and mobile-centric generation where their mobile devices serve as the remote control of their lives.
  
Generation Z is quick to adopt new communication channels and prefers real-time, transparent, and collaborative digital
   communications
Generation Z wants teachers and managers to not be the sole source of their learning but rather supplement their learning --
   coaching them through their questions, mistakes, and successes.

Generation Z has developed a much higher instinctual relationship with technology and the increasingly interconnected
   world shifts their expectations for how work can and should be executed.

Generation Z prioritizes honest, transparent, and authentic messaging from friends, leaders, employers, and brands.
  
Generation Z expects to co-create with brands, contribute on teams, and collaborate with managers; and they expect
   innovation from their employers, leaders, and brands.

Generation Z are self-starters, self-learners, and self-motivators seeking swift impact at work.
  
Generation Z place a premium on entrepreneurship, innovation, and "side hustles."
  
Generation Z's relationship with technology will re-wire how they show up as workers and consumers.
  
Generation Z will leverage the diversity of thought and experience of their generation to create innovative solutions for
   tomorrow's complex problems.
 Research Methodology
• Research Area: Area of the study is employees in category (Generation Y an
d Generation Z) of public sector units.

• Research Design: Descriptive research design

• Sampling Technique: Convenience Sampling Method

• Sample Size:150

• Sources of Data: The following are the sources of the data:

1. Primary Data- Collected through questionnaire

2. Secondary Data- Collected through research papers and internet.

• Statistical Tool Used: Graphs, Pie chart, Charts and Excel

• Method of Collecting Data: Questionnaire

• Type of Questionnaire: Structured

 Research objective

• PRIMARY OBJECTIVE

1. To study characteristics and to analyze the difference between c

haracteristics of Generation Y and Generation Z and its implication
on HR Process in Public Sector Units.

• SECONDARY OBJECTIVE

1. To study the different characteristics of Generation Y and Gener

ation Z in Public Sector Units.

2. To study the implications of Generation Y and Generation Z cha

racteristics on HR Processes (including Engagement, Retention, Te
am Building, Learning and Development and Leadership).
Data analyzes and interpre
tation
 Gender

Generation Y Generation Z

From the above interpretation we can say that most of the respondents ie.;56% are
male from generation Y and most of the respondents i.e..; 65.3% are females from
generation Z
 Highest level of education

Generation Y Generation Z

From the above illustration we can say that most of the respondents ie.;57.33%
from generation Y has occupied their Master’s degree and maximum number of
respondents i.e..; 57.35% from generation Z has occupied Bachelors' degree
  Job design

Generation Y Generation Z

From the above illustration we can say that maximum number of employees i.e..;
45.3% from generation Y are designated as senior manager where in generation Z
maximum number of respondents i.e..; 32% are designated as analyst.
 Experience

Generation Y Generation Z

From the above graphs we can interpret that most of the respondents ie.; 57.3%
from generation Y has the experience of 5to 10 years And most of the respondents
ie.; 82.7% of generation Z has the experience of 0to 2 years only.
 Recruitment channel

Generation Y Generation Z

From the above illustration we can say that maximum number of respondents ie.;
41.3% from generation Y recruited through company only where maximum
number of respondents ie.; 41% from generation Z has recruited through social
media.
 Outlook for compensation
Generation Y Generation Z

From the above illustration we can interpretate that maximum number of

respondents ie.; 70% from Generation Y look for wages as for compensation and
maximum number of respondents ie.; 56% from generation Z look for wages as an
outlook for compensation.