Page 56 - Appreciating Organization's Biggest Assets

assured, happy, team-oriented, and challenge for businesses due to their
enthusiastic about social service altered demographic characteristics
activities than previous generations. and social standards (Eisner,

Gen Y O’Grady, 2009; Meier, Crocker,
2010). Millennials acknowledge
They feel at ease with technology intrinsic motivation more often than
and prefer using e-mail or text extrinsic motivation. According to
messages to speak with people in this research, it is further explained
person. They are willing to forgo that possibilities for career progress
high salary in exchange for flexible and promotion, as well as a satisfied,
schedules, less billable hours, and balanced life, are discovered to
a better work-life balance. They be the leading motivators for
have high expectations for their Generation Y employees rather
employers and are ambitious. than money (Kultalahti, Viitala,
They are not averse to challenging 2014). Gen Y is described as
authority or asking questions. They technologically savvy and prefers
have a good learning curve and to work in an organisation that
desire meaningful employment. encourages the use of technology in
They are members of the the workplace (Karefalk, Petterssen
generation that believes in leaving & Zhu, 2007). They also prefer
no one behind and do well in teams. working for an organisation
Generation Y values commitment, that prioritises their needs over
loyalty, and participation (Kane, the needs of the organisation
2010). Employees’ motivational (Bassett, 2008) and are more likely
elements change over time and to pursue new opportunities if
among different employees (Smola, they are underappreciated (Cruz,
Sutton, 2002). Additionally, several 2007). This generation is bold
academics concur that managing and unafraid to work in multiple
different generations differently organisations because they believe
(Guillot-Soulez, Soulez, 2014). that previous work experience is
Based on events from the cultural, an added advantage (Safer, 2007).
political, technical, and economic Furthermore, Gen Y does not
milieu experienced during their necessarily seek monetary rewards
childhood, certain generations from organisations (Hewlett,
appear to establish a distinctive Sherbin & Sumberg, 2009).
pattern of behaviour (Galeti et al., According to Döckel, Basson, and
2016a). The Millennial generation Coetzee (2006), Gen Ys prefer
of workers poses the greatest intrinsic rewards such as work/life

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