Journal of Strategic Human Resource Management

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Strategic HRM Perspectives: Study of Indian Gen Y Management Professionals


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1 National Institute of Construction Management and Research (NICMAR), India
     

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This research is based on a pilot study conducted on a limited population of Gen Y employees in the executive cadre having work experience of minimum 1 year to an upper limit of 8 years, within the age group of 19-29 years. The study shows that contrary to the general belief of employees getting motivated on aspects of enhanced pay, stable career and satisfactory work environment; Gen Y employees expect fairness in allocation of pay and benefits based on capability and merit, give higher importance to challenging work and strive to maintain cordial relationships with their peers and supervisors, collaborating for enhanced learning and career growth opportunities.This study emphasizes that Gen Y management cadre employees across industry categories, irrespective of gender tend to give a higher level of importance to aspects of career growth, meaningful work, work-life balance and cordial relationships which challenges preset HR notions of motivation, performance evaluation and pay allocation demonstrating that this generation is highly different from its previous counterparts in their openness, inquisitiveness and ability to foster collaboration for growth.

Keywords

Gen Y, HRM, India, Organisation, Strategic, Supervisor.
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  • Strategic HRM Perspectives: Study of Indian Gen Y Management Professionals

Abstract Views: 356  |  PDF Views: 2

Authors

Soumi Rai
National Institute of Construction Management and Research (NICMAR), India

Abstract


This research is based on a pilot study conducted on a limited population of Gen Y employees in the executive cadre having work experience of minimum 1 year to an upper limit of 8 years, within the age group of 19-29 years. The study shows that contrary to the general belief of employees getting motivated on aspects of enhanced pay, stable career and satisfactory work environment; Gen Y employees expect fairness in allocation of pay and benefits based on capability and merit, give higher importance to challenging work and strive to maintain cordial relationships with their peers and supervisors, collaborating for enhanced learning and career growth opportunities.This study emphasizes that Gen Y management cadre employees across industry categories, irrespective of gender tend to give a higher level of importance to aspects of career growth, meaningful work, work-life balance and cordial relationships which challenges preset HR notions of motivation, performance evaluation and pay allocation demonstrating that this generation is highly different from its previous counterparts in their openness, inquisitiveness and ability to foster collaboration for growth.

Keywords


Gen Y, HRM, India, Organisation, Strategic, Supervisor.

References