scholarly journals Millennial Workforce: Personality Traits and Motivating Factors

2019 ◽  
pp. 100-111
Author(s):  
Radhika Kiran Kumar
Keyword(s):  
Personality Traits ◽  
Generation Y ◽  
New World ◽  
Baby Boomer ◽  
Motivating Factors ◽  
Working Population ◽  
Gen Y ◽  
Single Generation ◽  
Younger Generation ◽  
Board Room

Children born in the 80s and 90s, the Millennials are today‘s 20 to early-30-somethings, poised to make up the majority of the workforce by 2025, and already an important part of the working population. The Millennials, also known as Generation Y, Gen Y and at least a dozen other labels, is now the largest single generation (35%) in the workforce. That makes Millennials a force to be reckoned with. That is a problem for companies who are still trying to figure out how to attract, manage, and retain a younger generation with very different values than the Baby Boomer. Millennials can no longer just be a buzzword thrown around the board room like a hot potato - it is time for organizations to embrace the new workforce majority and start understanding millennials in the workplace, and as a result, embrace the new world of work.

scholarly journals The Digital Bridge: A Boomer's View of Course Management Software in the Gen Y Classroom

2009 ◽  
Vol 23 (2) ◽  
pp. 174-177 ◽  
Author(s):  
Michael W. Shreeve
Keyword(s):  
Generation Y ◽  
Digital Technology ◽  
Baby Boomer ◽  
Educational Process ◽  
Management Software ◽  
Gen Y ◽  
Baby Boomer Generation ◽  
Course Management Software ◽  
Student Cohorts ◽  
Current Student

Today's Generation Y student population entered adulthood in a world immersed with digital technology. This commentary discusses the migration of educators, primarily from the Baby Boomer generation, in the use of digital technology as part of an educational process designed to engage current student cohorts.

Can the Petroleum Industry Attract and Engage GenY?

2007 ◽  
Vol 01 (03) ◽  
pp. 22-24
Author(s):  
Bruce Bullock
Keyword(s):  
Baby Boomers ◽  
Generation Y ◽  
Middle Managers ◽  
Baby Boomer ◽  
Petroleum Industry ◽  
Leadership Teams ◽  
Senior Leadership ◽  
Gen Y ◽  
Talent Pool ◽  
Demographic Challenges

The Long View - The petroleum industry's current shortage of people and the demographic challenges it faces given its older workforce are well known and well documented. The cyclicality, consolidation, and previous downturns in the industry have resulted in an industry with a shortage of people overall and a critical shortage of middle managers in position to succeed aging baby boomers on the senior leadership teams. As Generation Y (or Gen Y) enters the workforce, the industry's challenges have become even more critical. The industry is faced with recruiting a generation of people that is unfamiliar to older baby-boomer managers. Can the industry refresh its talent pool with this up-and-coming generation? It must—the stakes have never been higher.

Perceived Leadership Behaviors among Multigenerational Managers

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

scholarly journals Computer Programming E-Learners’ Personality Traits, Self-Reported Cognitive Abilities, and Learning Motivating Factors

2021 ◽  
Vol 11 (9) ◽  
pp. 1205
Author(s):  
Aiste Dirzyte ◽  
Aivaras Vijaikis ◽  
Aidas Perminas ◽  
Romualda Rimasiute-Knabikiene ◽  
Lukas Kaminskis ◽  
...  
Keyword(s):  
Personality Traits ◽  
Visual Processing ◽  
Cognitive Abilities ◽  
Computer Programming ◽  
Social Pressure ◽  
Negative Emotionality ◽  
Future Research ◽  
Motivating Factors ◽  
Individual Attitude ◽  
The Impact

Educational systems around the world encourage students to engage in programming activities, but programming learning is one of the most challenging learning tasks. Thus, it was significant to explore the factors related to programming learning. This study aimed to identify computer programming e-learners’ personality traits, self-reported cognitive abilities and learning motivating factors in comparison with other e-learners. We applied a learning motivating factors questionnaire, the Big Five Inventory—2, and the SRMCA instruments. The sample consisted of 444 e-learners, including 189 computer programming e-learners, the mean age was 25.19 years. It was found that computer programming e-learners demonstrated significantly lower scores of extraversion, and significantly lower scores of motivating factors of individual attitude and expectation, reward and recognition, and punishment. No significant differences were found in the scores of self-reported cognitive abilities between the groups. In the group of computer programming e-learners, extraversion was a significant predictor of individual attitude and expectation; conscientiousness and extraversion were significant predictors of challenging goals; extraversion and agreeableness were significant predictors of clear direction; open-mindedness was a significant predictor of a diminished motivating factor of punishment; negative emotionality was a significant predictor of social pressure and competition; comprehension-knowledge was a significant predictor of individual attitude and expectation; fluid reasoning and comprehension-knowledge were significant predictors of challenging goals; comprehension-knowledge was a significant predictor of clear direction; and visual processing was a significant predictor of social pressure and competition. The SEM analysis demonstrated that personality traits (namely, extraversion, conscientiousness, and reverted negative emotionality) statistically significantly predict learning motivating factors (namely, individual attitude and expectation, and clear direction), but the impact of self-reported cognitive abilities in the model was negligible in both groups of participants and non-participants of e-learning based computer programming courses; χ² (34) = 51.992, p = 0.025; CFI = 0.982; TLI = 0.970; NFI = 0.950; RMSEA = 0.051 [0.019–0.078]; SRMR = 0.038. However, as this study applied self-reported measures, we strongly suggest applying neurocognitive methods in future research.

scholarly journals DESTINATION SUCCESSES FACTORS FOR MILLENNIAL TRAVELERS CASE STUDY OF TANAH LOT TEMPLE, TABANAN, BALI

2020 ◽  
Vol 1 (2) ◽  
pp. 136-146
Author(s):  
Jaya Pramono ◽  
I Made Sumartaha ◽  
Bambang Purwantoro
Keyword(s):  
Generation Y ◽  
Quantitative Research ◽  
Survey Design ◽  
Descriptive Statistics ◽  
Success Factor ◽  
Research Model ◽  
Business Travel ◽  
Gen Y ◽  
Main Factors

Millennials are a popular term to replace the term Generation Y (Gen Y). There are 2.5 billion millennials worldwide. They have contributed to business travel, and tend to spend most of their expenses on travel and vacation, driven by future travel trends. This research conducted to shape the success factor of the destination for millennial tourists, where the destination of Tanah Lot Temple is used as a case study, which is quantitative research, using survey design and purposive sampling. There are 160 millennial tourists as respondents (who are visited Tanah Lot Temple). The instrument used was a questionnaire with a Likert scale, and the data were analysed using descriptive statistics and factor analysis. This research has indicated that there are nine (9) main factors that shape the success factor of the destination for millennial tourists. The nine main factors are: Millennials interested in traditional costume guides and officers, believe in social media reviews, Millennial will add several/more days to enjoying the destination, The layout of the souvenir shop, buildings, temples, parks, and the others building should support sustainable practices. A millennial will invite parents and closest friends for visiting destination. The experience in destination worth it with or even more than spending, and meet the expectations. The facility of destination affected millennials during visiting. Millennials are interested in the culture at the destination. Traveling is a necessity for Millennial. This research model has an accuracy of 71% on the error rate of 5%.

scholarly journals The Effect of Service Quality on Customer Loyalty of Generation Y – An Empirical Investigation on Superstores in Bangladesh

2020 ◽  
Author(s):  
Mirza Mohammad Didarul Alam
Keyword(s):  
Service Quality ◽  
Customer Loyalty ◽  
Generation Y ◽  
Structural Equation ◽  
Equation Modeling ◽  
Future Research ◽  
Physical Aspect ◽  
Gen Y ◽  
Retail Service ◽  
Retail Service Quality

Today, retailers have been struggling to retain their existing customers in the face of severe competition in their business operations. By expanding the service quality, retailers will be able to stand out among the other businesses and create the opportunity to strengthen customer loyalty, particularly within the younger generation. The aim of this study is to propose and empirically investigate the mechanism of increasing customer loyalty of Generation Y (Gen Y) toward superstores by means of enhancing service quality practices. Based on a structured questionnaire, data was collected from 252 Gen Y consumers who have visited four leading superstores in Bangladesh. The data was analyzed through SEMPLS3.0 to test the validity of the measures, and used to examine the hypothesized relationships by employing structural equation modeling. The findings show that the Retail Service Quality Scale (RSQS) is a reliable and valid instrument for assessing service quality in the retail sector of Bangladesh. The structural model indicates that the customer loyalty of Gen Y toward superstores is positively influenced by retail service quality dimensions such as policy, reliability, personal interaction, physical aspect, and problem solving, in the order of influencing strength. This paper provides the research implications and avenue for future research.    

scholarly journals Corporate social responsibility impact on talent retention among Generation Y

2020 ◽  
Vol 27 (4) ◽  
pp. 369-392
Author(s):  
Intan Azurin Zainee ◽  
Fadilah Puteh
Keyword(s):  
Corporate Social Responsibility ◽  
Generation Y ◽  
Employee Retention ◽  
Research Model ◽  
Accounting Firms ◽  
Content Type ◽  
Gen Y ◽  
Talent Retention ◽  
Corporate Social ◽  
The Impact

PurposeAs the new emerging workforce, Generation Y (Gen Y) is said to be demanding, influential and possessing strong bargaining power. This study examines the impact of corporate social responsibility (CSR) on employee retention among Gen Y in the accounting profession. CSR is widely researched subject due to its applicability in multidisciplinary fields and industries. This research intends to investigate the nexus between CSR and human capital disciplines. It employs Carroll's pyramid of CSR as the main theoretical framework to establish its relationship with talent retention among Gen Y employees. This study has a threefold aim: (1) to determine the level of CSR awareness, (2) to determine the relationship between CSR dimensions and talent retention and (3) to examine the effect of CSR dimensions on talent retention.Design/methodology/approachThe paper opted for an exploratory study using the structured questionnaire. A total of 377 Gen Y accountants who are currently working in accounting firms located in Klang Valley, Malaysia, were involved as respondents. Data were analyzed using descriptive, correlation and regression analyses to answer the research objectives.FindingsThe paper provided empirical insights about the impact brought by CSR practices in financial-based firms on employee retention. It was found that all CSR elements, as suggested by Carroll, have a significant relationship with employees’ retention. The interaction between the CSR elements and employee retention accounts for 16% of the research model. Based on the multiple regression analysis, it was found that only two CSR elements are the significant predictors of employee retention among Gen Y in the case of financial-based firms in Malaysia.Research limitations/implicationsThis research covers Gen Y employees in accounting firms; thus, generalization is not applicable to other generations. Besides, the predictors of the research study utilize Carroll’s pyramid of CSR. Therefore, future research studies are encouraged to validate the research model into other sectors. Other models of CSR could also be used.Practical implicationsThis paper includes implication for the organization to understand employee retention practices on Gen Y who are currently dominating the workforce.Originality/valueThis paper fulfills an identified need to study how CSR practices could enhance employee retention among Gen Y in the organization.

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