Problems faced by Gen Y in recruitment processes and HRM mistakes

Los sujetos que buscan la novedad y los sujetos impulsivos puntúan bajo en matutinidad

European psychiatry (Ed. Española) ◽

10.1017/s1134066500004100 ◽

2004 ◽

Vol 11 (5) ◽

pp. 297-302

Author(s):

H. Caci ◽

P. Robert ◽

P. Boyer

Keyword(s):

Gen Y ◽

El Sistema

ResumenLa dimensión bipolar de matutinidad-vespertinidad se refiere a los momentos preferidos del día para llevar a cabo diversas actividades (es decir, la fase del reloj circadiano). Está validada desde un punto de vista biológico, se asocia al menos con un gen y es heredable por medio de un mecanismo epistásico. Se ha utilizado como variable próxima para estudiar las relaciones entre el sistema circadiano, la per-sonalidad y las manifestaciones psicopatológicas: hay una correlación entre la orientación vespertina y la depresión, la extraversión y, pro-bablemente, la impulsividad. Además, hay una posible relación con el temperamento en nifios, segiin teorizaron Thomas y Chess. En este artículo, desarrollamos la hipótesis de que los sujetos impulsivos puntúan bajo en matutinidad realizando un análisis factorial de la Esca- la Compuesta de Matutinidad, el Inventario del Temperamento y el Carácter de Cloninger y el Inventario de Ansiedad como Rasgo de Spielberger en una muestra de 129 varones. Probablemente, los resultados se pueden extender a mujeres. La matutinidad correlaciona negativamente con la búsqueda de novedad (que incluye una faceta de impulsividad), correlaciona positivamente con la persistencia y es independiente de las dimensiones de carácter y la ansiedad como rasgo. La investigación futura puede centrarse en la participación del sistema circadiano en estas dimensiones y facetas de la personalidad, y los beneficios de afiadir manipulaciones cronoterapéuticas en el tratamiento de los trastornos de la personalidad.

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Gen Y: Employee Rewards, Motivation And Workplace Loyalty

10.15405/epsbs.2018.07.02.38 ◽

2018 ◽

Author(s):

Mohd Nur Ruzainy Alwi

Keyword(s):

Gen Y

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Perceived Leadership Behaviors among Multigenerational Managers

11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES - Global Conference on Business and Social Sciences Proceeding ◽

10.35609/gcbssproceeding.2020.11(164) ◽

2020 ◽

Vol 11 (1) ◽

pp. 164-164

Author(s):

Yanki Hartijasti ◽

Dodi Wirawan Irawanto ◽

Asri Laksmi Riani

Keyword(s):

Organizational Performance ◽

Baby Boomer ◽

Leadership Behaviors ◽

Leadership Behavior ◽

Multigenerational Workforce ◽

Generational Diversity ◽

Gen Y ◽

Perceived Leadership ◽

Behavior Description ◽

The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

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An Investigation on Extrinsic and Intrinsic Rewards on Employee Retention among Gen Y: A Study in Malaysian Manufacturing Companies

Journal of Business & Economic Analysis ◽

10.36924/sbe.2020.3104 ◽

2020 ◽

Vol 3 (1) ◽

Keyword(s):

Regression Analysis ◽

Employee Retention ◽

Future Research ◽

Manufacturing Companies ◽

Extrinsic Reward ◽

Intrinsic Rewards ◽

Gen Y ◽

Intrinsic Reward ◽

Factors Influencing ◽

The Relationship

The aim of this study is to investigate the relationship between extrinsic and intrinsic reward on retention among Gen Y employees in Malaysian manufacturing companies. The data was collected from 113 respondents worked in manufacturing companies located in Seri Kembangan, Selangor using questionnaires. Multiple regression analysis was conducted to test the hypotheses. The results showed both extrinsic and intrinsic reward are the factors influencing retaining Gen Y in manufacturing companies. The discussion on the analysis, limitation of the study, recommendation for future research and conclusion were discussed at the end of this study. In a nutshell, it was proven extrinsic reward and intrinsic reward has contributed to the retention of Gen Y employees.

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Eupsychian Management: Understanding the Paradigms to Empower Youth Labor Force

Adhyayan A Journal of Management Sciences ◽

10.21567/adhyayan.v6i1.10836 ◽

2016 ◽

Vol 6 (1) ◽

Author(s):

Sneha Saha ◽

Anubhav Pratap

Keyword(s):

Labor Force ◽

Case Studies ◽

Employee Engagement ◽

Business Trend ◽

Job Seekers ◽

Quality Of Working Life ◽

Organizational Goals ◽

Gen Y ◽

Business Excellence ◽

Age Range

“India is a very young country”, most of its population lies in the age range between 18-30 years making India one of the youth dominant labor force in the world. With the new age of passion, commitment, creativity, technology and drive among youths, youth manpower is here to stay. In the midst of current trends of globalization and urbanization in India, it is up to the youth intellects to utilize their energy towards business excellence directly influencing the nation’s GDP and growth. Attention of Gen Y job seekers does not prioritize money as their sole job agenda, they also focus on growing as a professional: psychologically, behaviorally and intrinsically. Eupsychian management is a part of theorist Abraham Maslow’s vision to see a time when organizations are managed by self-actualizing people and their zest results in psychologically conducive environments where employees are intrinsically motivated and empowered to achieve organizational goals and make societal contributions. In the current business trend, more and more companies are focusing on employee oriented culture to achieve organizational goals. The present paper aims to elaborate the concept of Eupsychian management and its relevance in Indian business excellence. This concept will be elaborated in two parts: Part I sheds light on the theoretical base and implications. It includes the historical grounds of Maslow’s work on Eupsychian management, assumptions of Eupsychian management policies and its inference on employee psyche and work morale. Part II illuminates applications of Eupsychian management through case studies of Indian companies and its impact on organizational essentials like work ethics, employee engagement, work-life balance, quality of working life, work culture and employee satisfaction. These case studies have been selected on the basis of 2015 survey of employee-friendly organizations by the Economic Times, Business Today and India Times News.

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