A RESEARCH STUDY IN PARTNERSHIP WITH IKYA HUMAN CAPITAL SOLUTIONS LTD., MTHR GLOBAL AND THE ACADEMY OF HRD

1. Career Aspirations and Attributes of
Indian Gen Y @ Workplace
Research Report 2011
In Partnership with
IKYA Human Capital Solutions Ltd,
MTHR Global and
The Academy of HRD

2. Abstract
The first of its kind in India, this research study is an empirical exploratory study
on Indian Gen Y working in urban locations of India today.
India’s Generation Y covered in this study work in urban India, and were born
between 1981-1991. This study explores their career aspirations, motivations
(extrinsic and intrinsic) and values at the workplace, and explores how these
factors impact organizations.
The study examines career aspirations and their relationship with motivations
(extrinsic and intrinsic) and values (achievement, money and role immersion) of
Indian Gen Y at the workplace today. The findings reveal heterogeneity of Gen
Ys’ career aspirations, and suggest that the respondents aspire to achieve
managerial competence, brand identity, and a sense of service. They are
motivated by extrinsic factors (i.e. tangible rewards obtained from external
sources such as salary, perks and physical conditions) only marginally, and are
mainly motivated by intrinsic factors (i.e. Individuals are intrinsically motivated
when they seek enjoyment, interest, satisfaction of curiosity, self-expression, or
personal challenge in the work) and they highly value achievement. Overall
career aspirations are positively correlated with intrinsic motivations and values
(achievement, monetary and role orientations). However, partial negative
correlation is seen between the career anchors and intrinsic motivations, such as,
technical & functional competence - technically competent supervisor, autonomy
& independence - Equitable Pay, geographical stability - equitable pay. Alike,
some career anchors are partially negatively correlated with extrinsic
motivations, such as sound company policies - managerial competence, fringe
benefits - job stability and alike. Further analyses showed significant differences
within the different cohorts, such as, industry, gender, location and work -
experience for overall career aspirations, motives and values. From the
qualitative sessions we also inferred that the career aspirations, motives and
values of Indian Gen Y do depend on their individual socio-cultural background.
Also, when one moves forward in their career & life stages, their career
aspirations also gets influenced by their personal and socio-cultural needs.
However, these are the areas for future investigation. The implications on HR
policies and practices for management and suggestions for future research are
put forward.

3. Key Findings Key Findings
Overall Region specific
• The Indian Gen Y professionals aspire mostly for managerial • Gen Y working in the northern zone of India are seen to have low extrinsic
competence, brand identity, and sense of service. motivations (earnings, benefits, infrastructure, etc) & values
• The Indian Gen Y professionals are motivated when they have a (Achievement/ monetary orientation/ role immersion) as compared to
considerate and sympathetic supervisor, work-life balance, sound the east, west and south zones of India.
company policies and practices and, equitable pay. • In terms of career aspirations, Southern zone Gen Y career aspirations are
• The Indian Gen Y highly value achievement. The Gen Yers expressed in prominent than the other zoners and they are highly motivated by
both the quantitative and qualitative study, the importance of advancement in career and life.
achievement, not only in their professional environment, but in the
social environment in which they belong. Industry specific
• They want to prove themselves and work ‘NOW’. They ask questions • Job stability is the highest aspiration in the healthcare industry, closely
only to be clear of what they have to do. Once, they know which area of followed by the IT industry, the education industry and the infrastructure
specialization to pursue in their career, there is no stopping them as industry.
they are the most focused lot, are emotionally intelligent and dare to • Brand Identity is aspired highest by the Gen Yers from the IT industry,
speak out their mind. closely followed by the Gen Yers from the consulting industry cohort.
• Peer pressure is very high in this group and the pressure to compete
within their peer group also motivates them to be offbeat and create Work-experience specific
their own identity and their own space. • It is interesting to note that Gen yers from the 0-5.5 years of work
• Gen Y respondents appear to be motivated by a series of tradeoffs experience are oriented more towards achievement, while the Gen Yers
between diametric motivational gratifications. with more than 6 years of work experience are seen to value money
more.
Gender specific
• Equitable pay (male-higher), sound co. policies & practices (female- Location specific
higher) and career advancement (male-higher) are key differentiating • Urban work location is highly preferred by the Indian Gen Y.
motivators for male and female Indian Gen Y.

4. value preferences and motivating factors will give a foundation for
1. INTRODUCTION developing effective management strategies in attracting, motivating,
engaging and retaining the Gen Yers. It is a proven fact that knowledge
The newest and youngest members of work forces all over the world and human capital are increasingly important determinants of an
are making their presence felt, causing businesses to re-think their organization's sustainable competitive advantage.
workplace practices and adapting flexibility at workplace to this new
breed of Generation Y (Gen Y) employees and managers. With about After reaffirming the facts that there is a lack of validated Indian
half of India’s one billion people under the age of 25, Generation Y in studies on Indian Gen Y working population and, a growing concern of
India is the world’s largest compared out of total of 1,723,911,077, organizations on how to tap the opportunities and challenges posed on
which is 25.47% of world population (Indian Population Bureau, 2009). them by the Gen Yers which has brought about a radical
transformation, perplexing organization(s) today to rethink on their
The Gen Y, in our study, is the generation born in between 1981-1991, human resources strategies to sustain in the competitive and dynamic
as the scope of our research study is limited to the working Gen Y market, ‘we’- IKYA Human Capitals, MTHR Global and the Academy of
professionals in India today. The Generation Y in India is a remarkable HRD, have come together to conduct, first of its kind-exploratory
group which is ambitious, optimistic, embraces change and has a clear research on Indian Gen Y professionals working in urban India.
sense of where they are headed. In India, they will be the largest
percentage of employed workforce for next 50 years, thus, Generation We intend to make the research study an open resource for every
Y professionals’ skills and potentials are crucial if economies are to professional from all walks of life and organizations and gain important
move up the value chain. In addition, as the Baby Boomers (born 1946 insights from this research.
– 1964) retire, both Generation X (born 1965 –1979) and Generation Y
(born 1980– 2000) replaces them. Despite the large potential Gen Y Definition of keywords
1. Career anchors: A person's career anchor is his or her self-concept
workforce, it is mentioned many a times that not all are ‘employment
consisting of 1) self-perceived talents and abilities, 2) basic values, and,
ready’ and so their talents are in short supply.
most important, 3) the evolved sense of motives and needs as they pertain
to the career.
Whether the challenges posed by Gen Y, also called as Millennial,
outweigh the opportunities they present, i.e. their ability to use 2. Managerial Task/Competence: People in this category exhibit a strong
communication technologies and social media, their tech-savvy desire to climb the corporate general management ladder. Their ultimate
culture, new ways of contemplating work, new managerial forms etc, objective is management per se and the responsibility which accompanies
or they are creating both challenges and opportunities in the general management positions. Technical or functional competence is
workplace. There is little doubt, however, that organizations that viewed only as a necessary interim stage while their perception of required
embrace the challenges will be in a better position to benefit from competence lies in a blend of analytical, interpersonal, and emotional skills.
their skills and high potential. Therefore, deep insights and They are willing to accept challenge, crisis, group conflict and work under
conditions of incomplete information and high uncertainty.
understanding of Gen Yers’ characteristics, their career aspirations,

5. 3. Technical / Functional Competence: For individuals anchored in technical / 9. Basic identity: The need to be associated with a firm or occupation which
functional competence, actual work content becomes a primary concern and externally or visibly enhances or substitutes for self definition.
chief area of interest in formulating career decisions. Feelings of well being
and competence are more closely aligned with subject or discipline 10. Intrinsic motivation:
proficiency rather than management per se. Intrinsic motivation is "the motivation to engage in work primarily for its own
sake (Amabile, Hennesy & Tighe 1994:950) and refers to the pleasure or the
4. Security and Stability: The primary concern of people in this anchor category personal fulfilment from performing the activity itself (Sonesh-Kedar &
is stability and / or security. This need can be manifested in at least two ways. Geirland 1998). Individuals are intrinsically motivated when they seek
For some the central theme involves the security and stability that enjoyment, interest, satisfaction of curiosity, self-expression, or personal
accompanies membership in the firm or organization. For others the needs challenge in the work (Amabile 1997: 211).
tend to be more geographically based and involve the feelings and comfort
associated with settling down, stabilizing family, and establishing community 11. Extrinsic motivation:
ties. In both instances, the driving or constraining forces are tied to a Extrinsic motivation emphasizes the value an individual places on the ends of
personal sense of security, certainty, and future predictability. an action. It is "the motivation to work primarily in response to something
apart from the work itself (Amabile, Hennesy & Tighe 1994: 950) and
5. Service to others: The drive to express needs, talents and values through extrinsic reward systems are mainly tangible rewards obtained from external
efforts designed to assist others; high dedication to cause. sources such as salary, perks and physical conditions (Sonesh-Kedar &
Geirland 1998).
6. Variety: The centrally important theme would involve the diversity of
challenges and the need to maintain flexibility of responses. 12. Achievement orientation: Achievement orientation is conceptualized as a
perceptual-cognitive framework that influences how individuals approach,
7. Creativity: Individuals anchored in creativity are dominantly influenced by a interpret, and respond to achievement activities. (Dweck & Leggett, 1989).
motivation to build, create, invent or produce something of their own. In
essence, they are entrepreneurial by nature and are driven by the need to 13. Role immersion: High orientation and involvement in one’s professional role
demonstrate self-extension through their occupational efforts. in an organization.
8. Autonomy and Independence: In this category, emphasis is on personal
freedom which can be expressed in any number of ways. Members of this
group manifest an overriding desire to be on their own, establish their own
lifestyle, set their own pace, work habits, and schedules. The autonomy
seeker will strive to minimize organizational constraints in pursuit of his or
her perceived competences.

6. detail, in order to have deeper insights into the complexity of concerns
and disguised opportunities of Gen Y at workplace.
The following is a brief illustration of the research activities carried out
in each of the project phases and, a brief narration of the flow of the
report. The research was conducted from May’2011 to October’2011
in 4 project stages as explained briefly below:
Research Objective
The key objective of the research is to explore the career aspirations Table 1: 4 project stages with description of the activities conducted
and attributes of Gen-Y professionals working in urban India. The
research further identifies how intrinsic & extrinsic motivators & the
values of Gen Y are compatible with their career aspirations at
workplaces. The following questions are addressed in the research
study:
• What are the Indian Gen Y professionals’ career aspirations,
motivations and value preferences?
• What are the relationship between career aspirations with
motivations and value preference?
• Are there any differences in the career aspirations, motivations and
value preferences of the Indian Gen Y professionals from different
zones of India, gender, work-experience, size of organization and
industry?
• What are current challenges and opportunities posed by the Indian
Generation Y at workplace today?
• What HR policies & processes will make them engaged and happy?
In order to answer these questions, it’s equally important to
understand the generational blend, portrait of Gen Y, current status of
Gen Y in India, how it’s affecting workplace and challenges associated
with attracting, engaging and retaining Gen Y employees, their career
aspirations, motivations and values. We reviewed literatures on Gen Y
from reputed journals, reports, and articles and studied each topic in

7. 2. LITERATURE REVIEW
The Millennials or Gen Y (born 1980– 2000) are the newest generation
to enter the workforce. While being touted as the most “watched-
over” generation in history, they are also being portrayed as possibly
“the best generation yet” (Martin & Tulgan, 2001). As children they
were heavily programmed with multiple at-school and after-school
activities. They are highly collaborative and optimistic (Howe &
The Flow of the report
Strauss, 2000). They want a voice in the workplace as they have
The report begins with a brief description of the areas under the
become accustomed to having significant influence on family decisions
research study’s investigation through an extensive reviews of
and teams throughout their lives (Alsop, 2008). They are technology-
research studies, articles and reports published in reputed journals and
dependent and expect automation in the workplace to support their
some available as open resource. Following which, the methodology
skills at multitasking. On the other hand, they share their feelings
and conception of our study is reproduced in the methodology section.
easily and also share Gen Xers’ emphasis on work–life balance.
The result of the quantitative and qualitative is discussed
subsequently. The figures & tables accentuating the quantitative Generation Y in India
results are presented below the sub-headings. In the discussion section
of the report, we have integrated the insights from both the qualitative
and quantitative analysis to finally arrive at the research conclusions,
mentioning the limitations of the study.
The Academy of HRD conducted a round table conference on the 3rd of
Oct’2011, where we presented the findings of the quantitative
research to a panel of experts and professionals from the Industry, in
and around Ahmedabad. Their perspectives and the insights of the
Academy of HRD’s experts are put forth in the recommendation
section of the report.
In India, they make up the more than half of the population. Despite
the large potential workforce, not all are ‘employment ready’ and so
their talents are in short supply. The Generation Y in India is a
remarkable group that is ambitious, optimistic, embraces change and
has a clear sense of where they are headed. With about half of India’s

8. one billion people under the age of 25, Generation Y in India is the Challenges Associated with Attracting, Engaging, and
world’s largest. Positioned in a time of exciting and rapid economic Retaining Generation Y
growth in the country, they are keen to participate in the country’s A major challenge which faces organizations is how to attract, engage,
future and success. Highly competitive, Generation Y is more than ever and retain Gen Y who, because of their characteristics and attitude
before seeking higher education and landing jobs in multi-national towards work, is markedly different from Baby Boomers in their
companies in diverse areas such as finance, marketing, project, IT, back workplace needs and expectations. Cited in the literature the Gen Y
office operations, media, strategy and management positions across have low levels of trust and loyalty to corporate cultures, attributed to
different industry sectors like information technology, infrastructure, intense media scrutiny of corporations tainted with scandal (Wolburg
manufacturing, ITES, services etc. Research indicates that as & Pokrywczynski, 2001) and having witnessed several instances of
employees, the Generation Y value work life balance more than any organizational downsizing (Loughlin & Barling, 2001). Consequently,
other generation. Level of engagement among Generation Y they have become skeptical; mistrustful, and apathetic towards
employees in India was found to be about the same as the other traditional hierarchies and authority (Martin & Tulgan, 2002). With
generations, making them an exception compared to their cohorts Gen Y declared “the most entrepreneurial generation in history”,
around the world. While they are willing to work in shifts to support organizations are confronted with the added weight of convincing
global operations, they are averse to working long hours. young employees that working for a corporation has greater appeal
than self-employment (Martin, 2005).
Indian – Demographic pyramid, Gen Y brings an impressive, portfolio of academic credentials and
requisite skills in technology to the workplace along with lofty
expectations for fast-track promotion, raises, perks, independence,
flexible work arrangements, a need for fun (Zemke, 2001), and
meaningful work that adds value to the organization’s strategic
direction (Rekar Munro, 2008). They expect continuous recognition
and daily feedback (Hastings, 2008). They also call for managerial
support as well as clear and comprehensive instructions, yet seek
autonomy to chart the path and pace for achieving goals (Yeaton,
2008; Martin, 2005).
Today, organizational leaders lack understanding of the
communication preferences of Gen Y (Reynolds, Campbell Bush, Geist,
2010 2008). Given their pressing sense of immediacy and impatience, Gen Y
Source: United Nations (2009), International Database is unlikely to be enticed by promises of distant pay raises and
promotions (Lancaster & Stillman, 2002). As stated by senior
management interviewed by Weber (2008), “You want to think about

9. how to prepare the next generation to move into leadership and systems (Baruch, 2004) have emerged. This approach focuses on the
they’re already thinking about buying the company.” individual, not the organization, who takes responsibility for their own
career. Baruch (2004) contends that it is not restricted to the realm of
Career Aspirations of Gen Yers paid work or work and non-work domains. He also argues that along
Given unique characteristics and attributes Gen Yers are certainly with the hierarchical ladder climb, other criteria are now held to be
instrumental in changing the workplace rules. Gen Yers grew up with important: inner satisfaction, life balance, autonomy and freedom. If
boomer parents telling them how wonderful they are. They are used to we relate these criteria to Generations Ys, we can see parallels
getting what they want, when they want it, and they were given prizes between them and the values Generation Ys hold. When thinking of
for everything even when coming in last. It is not surprising they want careers, a traditional linear career structure is often considered the
to run the company from day one. Being told for the first time they most successful and the most sought after. This has traditionally been
have to wait for rewards can be difficult to accept. Baruch (2004) reinforced by many organizational structures, cultures and
argues that the social context in which people grows and develops remuneration packages along with definitions of success and
influences their values, norms and beliefs which, in turn, influence commitment, which may be opposed to the Generation Y’s value of
their career aspirations, career choice, and progress. Arnold (1997) equality (Morton, 2002).
defines a career as a sequence of employment related positions, roles,
activities and experiences encountered by a person. According to Key findings from the Oxygenz (2008) research reveal the following:
Nicholson and Arnold (1989), career transition from higher education • Money matters: Remuneration is important to this age group and
into employment goes through various phases: preparation or they seek out competitive packages. But they also want a good
anticipation, encounter, adjustment and stabilization. contractual package – they want money, work-life balance, and they
want to work for an attractive brand that reflects their own values.
With regard to their careers, Generation Ys have a drive for career • Experiential learning is crucial: Employers and Gen Y themselves see
success and security, craving opportunity and responsibility (Kerslake, experiential learning as key to developing the skills required of
2005). Traditional career structures, where a person made a series of today's finance professional. Face-to-face learning still resonates
upward career moves usually within a single company have, since the with this generation and they are less reliant on e-learning than
beginning of the 1990s, been supplanted by the boundary-less career may have been previously thought. Organizations need to develop a
for Gen Y employees (Arthur, 1994). More transactional and short- wide range of learning opportunities to engage this generation
term relationships are common place nowadays and people now successfully.
expect an organization to serve them – rather than the other way • Be attractive, be different: Employers need to put career
round – which might only be for two-to-three years (Baruch, 2004a). development at the heart of their proposition to make them
Furthermore, as many organizations have been downsized and de- attractive to Generation Y. Contrary to popular perception, the
layered, so career paths have become blurred. Many of them are survey shows this is a generation who value job security but are
redesigning jobs and roles. People now expect to move between prepared to leave if career promises are not fulfilled.
companies more than in the past. As a result, multi-directional career

10. Motivating Generation Y be mindful of the environment which is conducive to maximizing Gen Y
The subject of motivation has always been the prime focus of both productivity. Generally the group will rebel against process and crave
researchers and managers. Different methods of motivation have been flexibility. The less you tell them what to do the better! Instead focus
applied to the workforce –positive and negative reinforcements have on output and not process. So wherever possible be creative and
been used by organizations to move employees to work. The flexible on dress codes, work hours, and work locations.
employees of the modern organizations are required to perform more
sophisticated tasks. Two factors feed this attitudinal shift. One, unlike Generation Ys’ Values
previous generations, the parents of educated millennial provides Upon entering the workforce full time, a Gen Y has already been
financial support for their children. The second factor is the motivation exposed to innumerable influences through his/her formative years,
of millennial s on the whole. This requires them to be more innovative involving learning experiences from family, friends, academic and
and technically updated so as to survive in the face of intense perhaps religious institutions. Additionally, many will sample or
competition. Motivated employees provide maximum benefit to the experiment with the workforce through a part-time job, internship, or
organization and hence the organizations should provide such volunteer activity. Collectively, these influences and experiences
environment that provides maximum motivation to its workforce. contribute to their own set of core beliefs and to his/her expectations
of others. Such beliefs are values representing adherence to "specific
The most widely used classification in career choice selection and mode[s] of conduct or [an] end-state of existence [as being] personally
motivation is the three-dimensional framework by Carpenter and or socially preferable" to the opposite conduct or end state of
Foster (1977) and Beyon et al. (1998) which are as below: existence.
• intrinsic (interest in the job, personally satisfying work);
• extrinsic (availability of jobs, well paying occupations); and Importantly, values are not just specific to an individual Gen Y; rather,
• Interpersonal (influence of parents and significant others). values are common to archetypes of Gen Y exposed to similar social
forces during their formative years. With respect to prioritizing values
To motivate Gen Y, managers must show interest and be genuine in and value systems, researchers agree that people tend to order or rank
their interaction. Many organizations experienced that the easiest way their personal values to reconcile various conflicts among actions that
to show that you care is to promote dialogue which focuses on events involve more than one value. Thus, although two or more generations
outside of work. Leverage from shared interests or previously may share similar values as described by Schwartz, one generation's
obtained knowledge about an employee. Sporting teams, movies, rank-ordering of values may differ significantly from that of another
social events, two way conversations and the like are great examples in generation. In order to build and nurture a set of work values, the
building rapport. If need be, record the observations and knowledge same needed to be imparted through participative approaches. Gen Y
for future reference. Like it or not, but work for Gen Y is a social must feel and own the values in order to have organizational-value
activity, so using the knowledge to engage with them- create an integration. For Generation Y employment, and even more so, loyalty
environment where two way conversations can start and develop is an even value for value exchange rather than the traditional one-
naturally is crucial for organizations now. The organizations need is to sided transaction.

11. As organizations in India are taking new leap to the next orbit while For questionnaire design & development, we used three scales,
struggling to engage Generation-Y employees, many questions ignite Schein’s (1985) career orientation inventory, intrinsic and extrinsic
about Generation-Y’s aspirations and values, and how they are motivation instrument developed by Udai Pareek (1997) and value
different and can be engaged at the workplaces. preference scale used by Sarupriya (1983). They are all validated
instruments, used by researchers, both in India & abroad for different
sample groups. Career aspirations were measured based on Schein’s
(1996) internal career anchors, which is a comprehensive model.
Schein’s (1987) career anchor explains that individuals hold a wide
variety of career interests. A “growing sense of self – this is me, and
that is not me” (Schein, 1987, p. 159) which derived from the
experiences was termed career anchor or career orientation. To
3. RESEARCH DESIGN AND understand & compare results, all three instruments which were
differently scaled were converted into single scale using, average mean
METHODOLOGY percentage scale using indexing.
This study is a large cross-sectional exploratory study conducted on Socio-demographic variables such as date of birth, gender (title),
Indian Gen Y working in urban locations of India, especially belonging location, industry, educational attainment, organization size and total
to the service and manufacturing industries. This segment may be very work experience as well as organizational tenure were also taken to
small compared to the whole Gen Y population of India. Therefore, describe the sample. Respondents were asked to indicate their
the findings and implications would be limited to this segment. The responses in open ended statements. The respondents’ age was
Gen Yers born in between 1981 to 1991 are our target sample, located measured from the date of birth, and tenure in current job as well as
in 4 zones (North, South, East and West) of India. Thereby, a huge organization tenure was assessed in months. Many respondents also
section of Gen Y is not covered by the study and future studies may gave away their email-id and contact numbers.
need to be done to generalize the study.
Pilot Study
For the study, a mixed methodology, both qualitative and quantitative A pilot study was conducted to gauge the feasibility of the research
was designed. In four stages as illustrated in table 1 above, the study design and test the questionnaires developed for the study in the
was designed and executed accordingly. Two stage sampling was used month of May’2011, wherein qualitative sessions (i.e. 2 focus group
i.e. in the first stage, for the selection of Gen Y in organizations discussions with each group of 6 Gen Y respondents and 3 interviews
judgmental sampling was used and, for the selection of Gen Y with each team of two Gen X & one Gen Y respondents) were
Professionals, convenience sampling was used. conducted in Ahmedabad and Delhi. Coinciding distribution of the self
– administer questionnaire was arranged in an MTHR Global event in
Pune.

12. From the pilot study data of 68 completed questionnaires, the From the qualitative sessions conducted during the pilot study, the
reliability of the scale was analyzed. Career aspirations were measured questionnaire guides for focus group discussion and triad were
using Schein’s (1985) career orientation inventory. The first 22 items enhanced. The objectives of the focus group discussion guides was to
pertaining to the respondents’ career and are rated on a six-point scale get information from Gen Y on their perception of the present trends
ranging from 1 “of not important” to 6 “centrally important”. in society and at workplace today; their needs, wants, desires,
Additionally, the following 19 items are relating to the respondents’ concerns, fears, anxieties related to work; and conflicts between Gen X
career preferences where each response ranges from 1 “not true at Managers and Gen Y employees, etc. The objectives of the triad
all” to 6 “absolutely true”. According to Igbaria and Baroudi (1993), interviews (interview with 3 participants) was to investigate the areas
this measure of career orientation has established validity and of conflicts between Gen Yers and their previous generations, how do
reliability. Specifically, the Cronbach’s Alpha coefficients of reliability they perceive Gen Y at workplace today and, their implications on HR
for the career orientations (41 items) is α=0.818. Responses to each of policies and practices.
the factor were averaged to produce the nine career orientations.
Examples of the items are “To build my career around some specific Main Study
functional or technical area is…” and “The excitement of participating During the month of July and September’ 2011, we conducted the
in many areas of work has been the underlying motivation in my main study. We invited Gen Yers to participate in the Focus Group
career ….” Meanwhile, the motivational factors in the context of what discussion and, invited Gen Y and Gen X managers for the triad
one looks for in a job were measured using an intrinsic and extrinsic interviews. The number of participants we recruited for each focus
motivation instrument developed by Dr. Udai Pareek (1997). This group discussion and triads were 6 and 3 respectively. In total, during
fourteen items instrument is administered through ranking order 1-14, the main study, we conducted 8 focus group discussions and 18 triad
where 1 signifies the most important factor for deciding whether or interviews in Ahmedabad, Delhi, Mumbai and Bangalore.
not to take up a job and so on. 14th rank against the factor signifies the
lowest priority. The Cronbach’s Alpha of the motivation scale’s We have received a total of 707 total responses from the online
reliability on 14 items is α=0.824. Examples of the items are job survey; however, we received only 378 completed responses. The
security, adequate salary, interesting work, etc. The value preference research findings are based out of the quantitative data of 378
instrument has been used by Sarupriya (1983) which measures the responses and the observations from conducting 10 focus group
value of various outcomes (achievement, monetary and role discussions and 21 triad interviews.
immersion). The Cronbach’s Alpha coefficients of reliability for the
value preference instrument (7 items) is α=0.856. The Cronbach’s The online questionnaire survey was uploaded on the internet, for
Alpha coefficients of the combined scales is α=0.849, Cronbach's Alpha wide accessibility and convenience of Gen Yers working from different
Based on Standardized Items is α=0.889. The total items measured are locations of India. The link of the Gen Y online survey
62. http://survey.academyofhrd.org/ was sent to many organizations,
inviting them to call upon their Gen Y employees to fill the survey. By
the 26th of Sept’2011, 378 fully completed questionnaires were
received which were then, used for further analysis.

13. The following gives a detail description of the qualitative sessions,
during the month of May, July and August’2011.
4. DATA ANALYSES, FINDINGS AND
Table 2: Description of the Qualitative sessions
INTERPRETATIONS
1. Profile of the Respondents
Date of Birth: 61% respondents’ date of birth is in between 1981-1985
and 35.19% in between 1986-1991.
Figure 1
Gender: In this study, the sample composition of the gender
represented 51% as male respondents and 41% as female
respondents.
Figure 2

14. Work Experience: 21 % respondents born between, 1981-1985 have a total Economic Sector: Likewise, 74% belonged to the industries in service
work experience ranging from 2- 8 years. 80% of respondents born between, sector and 23% belonged to the industries in the manufacturing sector.
1986- 1991 have a total work experience ranging from 6 months to 4.5 years.
Figure 5
Figure 3
Educational Qualification: In terms of educational level, 60 % of the Service Sector: Specifically, from the 74% of the service sector sample,
respondents hold post graduate degrees. 29% hold graduate degrees. 5% belonged to the BFSI industry, 17% from the Consulting &
professional services, 15% from the Education sector, 8% from the
Figure 4 healthcare industry, 3% from the tourism and hospitality industry, 9%
from the Infrastructure industry, 24% from the IT industry, only 1%
from the ITES, 5% from Media and entertainment industry, 5% from
the retail industry, 2% from the Shipping and logistics industry, and 6%
from the telecom industry.
Manufacturing Sector: Similarly, out of the 23% manufacturing sector
sample, 14% percent belonged to the automotive industry, 3% from
the cement industry, 11% from the Chemical industry, 14% from the
Consumer Electronics Industry, 20% from the Power and Energy
industry, 4% from the steel industry and the rest 34% were from other
industries belonging to the manufacturing sector of the Indian
economy. It should be noted that the categories of the industry was
duly verified and approved by the experts.

15. Figure 6 Figure 7

16. Organization Size: 39% respondents worked in organization with
1000+ workforce size, followed by 24% of respondents in 1-100 Location: Finally, about 42% of the respondents are located in the
workforce size. About 20% work in 101-500 size organization and western zone of India, wherein 60% were from Mumbai, 15% from
about 12% in the 501-1001 workforce size organizations. Pune and 17% from Ahmedabad. 29% respondents are from the
southern zone of India, with 40% from Bangalore, approx. 25 % from
Figure 8 Chennai and 13% from Hyderabad. Similarly, respondents located in
the northern zone of India comprised approximately 18% and from this
sample, around 93% belonged from the National Capital Region (Delhi,
Gurgaon and NOIDA). From the eastern zone of India we received only
7% responses and 89% are located in Kolkata.
Figure 9

17. Figure 10 Figure 12
Figure 11
Figure 13

18. 2. Characteristics of Gen Ys’ Career Aspirations (CA), Intrinsic Motivation
Motivation and Value (Ref. Figure 14, 15, 16 & 17) • The top three intrinsic motivators for Gen Y are Equitable Pay (58.89),
Responsibility & Independence (54.52) & Achievement (53.19).
Career Aspirations • For Gen Y, both intrinsic and extrinsic motivations are important,
• The average of overall Career Aspirations (CA) for the selected sample however, from the study a slight importance is seen towards extrinsic
is high (72.86 out 100). motivators when compared with intrinsic motivators.
• Gen Y’s top three career aspirations are Service & Dedication to cause
Figure 15
(78.43), Managerial Task (78.12), and Identity-Occupational &
Organizational (78.03).
• Gen Y s’ aspiration for geographical stability is the least (58.78),
comparatively. Their aspiration for strong Technical/Functional
competence is seen moderate (65.99).
Figure
14
Figure 16

19. Extrinsic Motivation 3. The Relationships between of Gen Ys’ Career Aspirations
• From Figure 15 & 16, we can summarize that, Gen Y respondents give (CA), Motivation, Value with Gender Cohorts -Males &
preference to Considerate & Sympathetic Supervisor as the leading
Females (Ref. Figure 18, 19, 20 & 21)
extrinsic motivator (64.21), closely followed by restricted hours of
work (63.96), Sound company policies and practices and Comfortable
Career Aspirations
working conditions.
• Overall Gender-wise, there is very less difference in the total career
• Interestingly, as contrary to the popular notion, Gen Y gave least
aspiration scores, in terms of mean differences for cohorts based on
preference to adequate earnings (47.7) as compared to other extrinsic
gender.
factors.
• The Gen Y females aspire for more geographical stability (78.4) as
Figure 17
compared with their male counterparts (58.8).
• The Gen Y males aspire for high degree of Job Stability (75.3) as
compared with females (62.7).
• Gen Y Males aspire for job advancement more (60.21) as compared
with females (48.52).
• Females aspire for technical & functional competence (75.21) more, as
compared with males (66). It is interesting to note that Gen Y female
professionals, less aspires for managerial task/competence, but aspires
more for technical and functional competence than their Gen Y male
counterparts.
• There is absolutely no disparity seen in gender’s career anchors, such
as variety or pure challenge, creativity and service & dedication to
Value Preferences cause.
• As seen in Figure 17, all the three values for Gen Y is high (average is • However, we see a difference in the aspiration for autonomy and
more than 75%). independence more (77.3%) in Gen Y female than Gen Y male (70.4).
• The highest value preference of Indian Gen Y is achievement
Orientation (85.70), followed by monetary orientation (79.85) and Role
immersion (67.53).

20. Figure 18 Gen Y females more (49.90) than the Gen Y males (45.43). And
relatively, when compared with other extrinsic factors, the significance
of adequate earnings is seen less. Fringe benefit’s score is little higher
than adequate earnings.
• Partial difference is seen between the gender cohorts for Job security
and, considerate & sympathetic supervisor, however, the Gen Y males
scored little higher than their Gen Y female counterpart.
Figure 19
Intrinsic Motivation
• In terms of intrinsic motivation, it is interesting to note that the Gen Y
males are motivated by equitable pay (63.01), advancement (60.21),
Responsibility & Independence (56.28), while Gen Y females are
motivated by Technical competent supervisor (57.39), Respect &
recognition (55.34) & Achievement (53.22). Figure 20
• Contrary to the popular belief, Gen Y females get motivated by an
interesting; meaningful and challenging job more, as compared with
the Gen Y male.
Extrinsic Motivation
• In terms of extrinsic motivation, males are motivated by comfortable
restricted hours of work (63.49), considerate & sympathetic supervisor
(62.88) and comfortable working conditions (53.72)
• Gen Y females are motivated by sound company policies & practices
(64.6), considerate & sympathetic supervisor (61.8) and comfortable
working conditions (58.03).
• It is however, interesting to note that adequate earnings motivates

21. Overall, equitable pay, sound co. policies & practices and career 4. The Relationships between of Gen Ys’ Career Aspirations
advancement are key differentiating motivators for male and females (CA), Motivation, Value with Location
as the mean differences are large. (Ref. Figure 22)
Value Preferences
Overall based on location there is significant different for career
• In terms of value preferences, both male and female Gen Yers are
aspirations, motivators and value preferences for Gen Y.
highly achievement oriented.
• Interestingly, Indian Gen Yers value achievement more than monetary
Career Aspirations
gains.
• There is significant difference for over all career aspirations particularly
• Partial difference is seen in the preference of the three values by the
for east zone when compared with other three zones (west, north and
two Gen Y gender groups.
south)(39.59). However, they aspiration is higher for geographical
stability (72.39) when compared with other three zones. Gen Yers from
Figure 21 the Eastern zone have higher career aspirations in terms of service &
dedication to the cause (79.8), creativity (77.42) and technical &
functional competence (74.17).
• West zone Gen Yers have higher career aspirations in terms of service
& dedication to a cause (77.47), managerial task (77.19) and brand
identity-occupational & organizational (77.11).
• North zone Gen Yers have higher career aspirations in terms of service
& dedication to the cause (77.8), managerial task (76.96) and identity-
occupational & organizational (76.9).
• South zone Gen Yers have higher career aspirations in terms of service
& dedication to the cause (80.1), identity-occupational &
organizational (79.32) and managerial task (79.08).
Intrinsic Motivation
• There is significant difference for intrinsic motivators particularly for
north zone when compared with other three zones (west, east and
south).
• There exists significant difference for intrinsic (22.10 vs. 60.40) &
extrinsic motivators (53.47.29 vs. 54.8) among west zone and north
zone Gen Y employees respectively.

22. • In terms of overall intrinsic motivation, the same is highest for south Value Preferences
zone cohort. • There is significant difference for all three value preferences
• Gen Yers are motivated by equitable pay (60.4), responsibility & particularly for Gen Yers from the northern zone when compared with
independence (55.24) and technical competent supervisor (55.20) in other three zones (west, east and south). For north zone value
west zone cohort. preferences are on lower when compared with other three zone
• They are motivated by advancement (57.7), responsibility & cohorts.
independence (55.24) and respect & recognition (49.9) in north zone • In terms of value preferences, achievement orientation is highest
cohort. They are least motivated by Technical competent supervisor. followed by monetary orientation and role immersion respectively.
• Gen Yers are motivated by responsibility & independence (60.51),
equitable pay (60.26) and achievement (59.17) in east zone cohort.
• And in south zone cohort, Gen Yers are motivated by responsibility &
independence (61.10), equitable pay (56.63) and achievement (56.56).
Extrinsic Motivation
• In terms of extrinsic motivation, Gen Yers are motivated by restricted
hours of work (64.15), considerate & sympathetic supervisor (63.92)
and comfortable working conditions (54.84) in west zone cohort.
• Gen Yers are motivated by restricted hours of work (60.05),
considerate & sympathetic supervisor (54.02) and security (39.82) in
north zone cohort.
• They are motivated by considerate & sympathetic supervisor (65.5),
sound co. policies & practices (57.55) and comfortable working
conditions (51.89) in east zone cohort.
• And in the south zone cohort Gen Y are motivated by considerate &
sympathetic supervisor (65.16), sound co. policies & practices (55.54)
and comfortable working conditions (55.47).

23. Figure 22

24. 5. The Relationships between Gen Ys’ Career Aspirations (CA), Technical competent supervisor, adequate earnings and fringe benefits
Motivation, Value with Service Industry & Manufacturing are key differentiating motivators among service and manufacturing
cohorts in terms of mean differences.
Industry Sectors (Ref. Figure 23)
Value preferences
In the overall industry sector wise analysis, significant differences in
• In terms of value preferences there is large & significant difference for
career aspirations, motivators and value preferences of the Indian Gen
monetary orientation which in the service sector cohort is seen very
Yers are seen.
high (80.07) compared with the manufacturing cohort (67.19).
• Interestingly, the Gen yers from the service industry are oriented
Career Aspirations
towards achievement, whereas the Gen Yers from the Manufacturing
• Gen Y s’ from the service sector aspire for more variety (72.34) as
sector are seen to be much immersed in their role(s).
compared with manufacturing sector (65.59)
• And aspire less for brand identity-occupational & organizational job Figure 23
(72.7) as compared with the Gen Yers from the manufacturing sector
(75.6).
Intrinsic Motivations
• In terms of intrinsic motivation, Gen Yers from the service sector are
motivated by Technical competent supervisor (57.2), Achievement
(53.74) and responsibility & independence (52.13).
• And those from the manufacturing sector are motivated by technical
competent supervisor (62.06), respect & recognition (54.45) and
responsibility & independence (53.95).
Extrinsic Motivation
• In terms of extrinsic motivation, Gen Yers from the service sector get
motivated by considerate & sympathetic supervisor (64.78), sound co.
Policies & practices (64.55) and comfortable working conditions
(56.86),
• For the manufacturing cohort, Gen Yers get motivated by considerate
& sympathetic supervisor (63.28), sound co. Policies & practices
(63.07), and comfortable working conditions (57.54).

25. 6. The Relationships between of Gen Ys’ Career Aspirations Intrinsic Motivations
(CA), Motivation, Value with Service Industry & • There is significant difference for intrinsic motivators particularly for IT
industry (49.37) when compared with other four industries (consulting,
Manufacturing Industry Sub-Sectors
infrastructure, health care & education). However, partial difference
(Ref. Figure 24)
for total intrinsic motivators in IT (49.37) & consulting cohorts (51.5) is
seen. The Gen Yers get motivated by advancement (59.01),
Career Aspirations
responsibility & independence (58.01), and technical competent
Overall, based on industry type cohorts, there exists very less
supervisor (55.30). The score for respect & recognition mean score
difference for overall mean differences of total career aspirations.
(38.18) is lowest for this cohort.
However, the career aspirations for all the sub sectors are quite high
• Overall intrinsic motivation is highest for consulting industry than other
with an average of 70% as mean difference.
cohorts. Gen Yers are motivated by equitable pay (60.3), responsibility
& independence (57.75) and advancement (54.88) in consulting
• Among different dimensions of career aspirations, geographical
industry cohort.
stability as career aspiration is found lowest as career aspiration.
• They are motivated by equitable pay (60.23), responsibility &
• Gen Ys from the consulting & IT industry cohorts have higher career
independence (57.75) and advancement (59.01) for infrastructure
aspirations in terms of technical & functional competence (83).
industry cohort.
• Service & dedication to a cause (80) is seen equally important for the
• Gen Yers are motivated by equitable pay (61.35), advancement (59.26)
Gen Yers belonging to all the 5 industry cohorts.
and responsibility & independence (53.78) in the health care industry
• Gen Ys from the infrastructure industry cohort have higher career
cohort.
aspirations in terms of service & dedication to the cause (77.92),
• Gen Yers get motivated by advancement (61.37), equitable pay (58.79),
technical & functional competence (77.5), and managerial task (76.25).
and technical competent supervisor (55.04) in the education industry
• In the healthcare industry cohort, Gen Yers have higher career
cohort.
aspirations in terms of managerial task (80.00), service & dedication to
the cause (78.43), and job security (77.45).
Extrinsic Motivations
• Managerial task (80) is seen highest in the consulting, Healthcare and
• In terms of extrinsic motivation Gen Y are motivated by restricted
IT industries.
• Job stability (78) is the highest aspiration in the healthcare industry, hours of work (65.81), considerate & sympathetic supervisor (64.59)
closely followed by the IT industry (76) and the education industry and security (60.03) in the consulting industry cohort.
• Gen Yers are motivated by considerate & sympathetic supervisor
cohort (76) then the infrastructure cohort (75).
(63.74), restricted hours of work (60.44), and sound co. policies &
• Brand Identity (80) is seen highest in the IT industry, closely followed
by the Gen Yers from the consulting industry cohort. practices (56.6) in the infrastructure industry cohort.

26. • In the healthcare industry cohort, Gen Yers get motivated by restricted Value Preferences
hours of work (69.33), considerate & sympathetic supervisor (67.7), • There is significant difference for all three value preferences
and sound co. policies & practices (57.98). particularly for healthcare cohort in terms of role immersion when
• In the IT industry cohort, they get motivated by restricted hours of compared with other four (consulting, infrastructure, IT & education).
work (65.52), sound co. policies & practices (59.48), and considerate &
• Partial difference is seen based on the orientation of Gen Yers value
sympathetic supervisor (58.7).
preferences for the different industry based cohorts.
• Gen Yers are motivated by considerate & sympathetic supervisor
• For all the five cohorts achievement orientation is highest followed by
(65.93), restricted hours of work (64.56), and sound comfortable
monetary orientation and role immersion respectively.
working conditions (58.06) belonging from the education industry
• In the health care industry cohort, the value preference for role
cohort.
immersion is comparatively low when compared to other four cohorts.
Figure 24

27. 7. The Relationships between of Gen Ys’ Career Aspirations Value Preference
(CA), Motivation, Value with Gen Ys’ work experience • In terms of value preferences very less difference is seen for monetary
(Ref. Figure 25) & achievement orientation for the selected two cohorts
• It is interesting to note that Gen yers from the 0-5.5 years of work
From the analysis of the overall work experience cohorts, a partial level experience are oriented more towards achievement, while the Gen Yers
of differences when compared in terms of mean differences for career with more than 6 years of work experience are seen to value money
aspirations, motivators and value preferences dimensions is seen. more. This may indicate the importance of an individual’s life stages and
the influence of socio-economical variables which further impacts one’s
Career Aspirations career aspirations and decisions.
• The Gen Yers from the first cohort (0-5.5 years of work experience) Figure 25
aspires more for technical & functional competence when compared
with the second cohort (5.5-11 years of experience).
• More experienced Gen Yers i.e. the second cohort aspires highly for
service & dedication to a cause (81.19), when compared with first
cohort with less years of work experience (77.60).
Intrinsic Motivations
• In terms of intrinsic motivation, the Gen Yers with less work experience
are motivated by advancement (60.55), equitable pay (60.44) and
responsibility & independence (55.07).
• The more experienced Gen Yers from the second cohort are motivated
by advancement (57.82), equitable pay (53.45) and responsibility &
independence (51.23).
Extrinsic Motivations
• In terms of extrinsic motivation first cohort with less work experience
are motivated by considerate & sympathetic supervisor (63.96),
restricted hours of work (63.77) and sound co. Policies & practices
(56.47)
• The Gen Yers with more experience (second cohort) are motivated by
considerate & sympathetic supervisor (64.86), restricted hours of work
(64.70) and sound co. Policies & practices (57.39).
Adequate earnings, equitable pay and interesting work are key
differentiating motivators among less and more experience cohorts in
terms of mean differences.

28. 8. Correlation analysis of Gen Ys’ career aspiration with • Aspirations such as pure challenge/variety at work, managerial task,
motivations and value preferences (Ref. Table 3) occupational and organizational brand identity and creativity are
• Aspiration for managerial task or competence is positively correlated significantly and positively correlated with monetary orientation.
with 3 intrinsic motivations (respect & recognition, responsibility & • Interestingly, aspirations such as creativity and pure challenge/variety at
independence and, achievement) and with all the 3 value preferences work are significantly and positively correlated with role immersion.
(achievement, monetary and role).
Table 3: Correlation analysis of Gen Ys’ career aspiration with motivations and value
• Aspiration for autonomy and independence at work is positively preferences
correlated with interesting work assignments. Whereas, this aspiration
of Gen Y is negatively correlated with equitable pay.
• Aspiration for job stability is positively correlated with 4 intrinsic
motivations (advancement, interesting work, respect & recognition,
responsibility & independence and, achievement) and negatively
correlated with 3 extrinsic motivations (fringe benefits, sound co.
policies & practices and restricted hours at work).
• Aspiration for geographical stability is interestingly seen positively
correlated with restricted hours at work, and negatively correlated with
equitable pay.
• Aspiration for creativity at work is positively correlated with 3 intrinsic
motivations (advancement, respect & recognition and, achievement)
and negatively correlated with 2 extrinsic motivations (fringe benefits
and sound co. policies & practices).
• Aspiration for occupational and organizational brand identity is
positively correlated with responsibility & independence, whereas, it is
negatively correlated with sound co. policies & practices.
• Aspiration for pure challenge or variety at work with responsibility &
independence.
• Aspiration for technical and functional competence is seen negatively
correlated with technical competent supervisor.
• Almost in every instance, almost all the career aspirations (except
geographical stability) are positively correlated with the 3 value
preferences.
• Aspirations such as, occupational and organizational brand
identity, managerial task, pure challenge/variety at work, dedication
and service to a cause and autonomy and independence are
significantly and positively correlated with achievement.

29. 9. OBSERVATIONS FROM QUALITATIVE SESSIONS
Overarching Relevant Social Trends Framing Gen Y
The learning presented in this chronicle springs from personal, albeit Mindset
limited contact with prospects, as well as secondary reports & market
research efforts. It is not reportage. Societal shifts - Security sphere: This sphere encapsulates societal shifts
contributing to willingness for risk, versus uncertainty in the workplace
Qualitative assessment develops hypotheses about people’s motivation, 1. The brain drain has reduced now due to equal opportunities created in
involvement and the proposition experience- a frame of reference, India.
directional not conclusive.To extend beyond the big brush strokes take- 2. High salary, high standard of living, global assignments, global office
away, we have also put ourselves through the second layer of analysis. locations are given by MNC today to ensure not to lose the best talent
to their competitors
The definitive tone in the report is intended to instigate concepts and 3. They invest their money. Many have opened DEMAT accounts. Invest
surface issues and challenges. The evocative style allows us to their money in buying gold, capital goods, etc
encounter the concepts close to the experience.The overall endeavor 4. Girls and young women are encouraged and expected to have careers.
was to undertake an in-depth qualitative exploration of the societal 5. The concept of “spreading feet as long as the blanket permits” is gone.
trends and motivational trends guiding changes in the attitude of both 6. Credit cards generation. Different card for different purpose. Few are
Gen Y working professionals as well as Gen X HR Managers so as to off course careful in using the credit cards, while others have more than
articulate and highlight existing and potential areas of opportunities and 2 credit cards in their name
concerns. 7. One distinct fact is that they don’t like to move on with regrets and
baggage of the past. They are the go getters and the EMI generation.
The flow of the findings from Qualitative study: Though some find themselves in the debt trap. But sooner or later they
know how to come out of it. They are ‘jugarus’.
8. They look for stability in uncertain times. Grab opportunities, when the
market offers
9. Due to economic uncertainty being one of the prime reasons, Gen Y
wants to earn more in less time now. Time is money for them.
10. They take decision smartly. Many are young and do take decision in
haste, but the Gen Y who are now married or have a family to sustain,
always take careful steps.
11. Gen Yers are comfortable with technology and technology has become
even more important component of their socio-cultural DNA.
12. Technology enables convenience in their life and work

30. 13. Gen Y today is highly connected which makes it possible for them to 3. Role models- the world is going gaga over young achievers, be it media
share info about new avenues and job opportunities. They are award functions or youth icons of the year. These role models are not
connected 24/7 and access any desired information at a click of a shy of showing off their achievement, be it wealth or luxurious life style
button. They are restless when not connected and they want they afford, which in the past have been a taboo
continuous access to information. 4. Gen Yers today are not just brand conscious about food or cloths, but it
14. Gen Yers are connected to world through social networking sites. They also reflects in career choices they make.
are aware of their environment, get actively involved in events of 5. Today Gen Y speaks about a shorter working life. All of them want to
importance and, make sure their voice is heard. be financially independent/ free (retired) by the age of 40. Hence all of
them are in a maddening rush of achieving everything at the earliest.
Societal shifts – Commitment sphere: This sphere encapsulates societal 6. The biggest loyalty is towards one’s own career and everyone strive
shifts contributing to emotional and time investment, or lack thereof, in hard to get the best out of it.
the workplace 7. Competition/ peer pressure- the increased amount of peer pressure
1. Gen Y celebrates diversity. They are open and gel well with the people and competition has resulted into Gen Y exceedingly demanding better
from different cultures and countries. This attitude has brought in a job opportunities, better salaries, better enriched roles them their
culture of acceptance, openness and support in workplace today. In peers. The pressure to compete within their peer group also motivates
some way they are indifferent to such differences. them to be offbeat and create their own identity and their own space.
2. Friends = Family. Love both, but like to spend fun time with friends. 8. Before making any career decision, Gen Y would prefer taking advice
The advertisement, ‘har friend zaroori hain’ aptly describes friendship from their parents and peers (people they trust for guidance) than a
for them. career counsellor.
3. Gen Y is not shy of changing professions and starting with new careers 9. From early age Gen Y today received career guidance on various career
at any point in life. Most of them want to work for different company options available for them. Sometimes, if not guided well, they tend to
for a few years and then start with their own venture. confuse themselves. They look up to mentors in life and in careers.
Societal shifts – Control sphere: This sphere encapsulates societal shifts
contributing to need for handholding versus individualistic ambition in
the workplace
1. Gen Ys’ lifestyle is influenced by global trends. The workplace attires
are now stylish and more individualistic. They want to look good. Some
prefer branded cloths, some don’t but looking good 24/7 is important.
2. Enhanced education system- colleges are offering customised
educational packages according to Gen Y requirements of uniqueness
and difference. Today you could be a green engineer and have an
additional degree in radio jockeying. Your degree totally depends on
your choice.

31. Motivational drivers for Gen Y
Note: The sentences in Italics are ‘negative’ motivation

34. 10.Integration of the findings of the quantitative and
Diametric Motivations
qualitative studies
Career Aspirations of Gen Y
Overall, Gen Y aspires for high Dedication to social cause and, they have
strong desire to climb the corporate general management ladder and have
strong need to be associated with a firm or occupation which externally or
visibly enhances or substitutes for self definition. Interestingly, during our
qualitative sessions, climbing the corporate general management ladder
‘fast’ was voiced out by the Gen Y participants. Organizations with strong
brand name, attracts them and therefore, it reflects in the career choices
they make. During the qualitative sessions, the discussions confirmed their
desire to contribute to a social cause, but, in the way that suits their
convenience in terms of time, money and effort. And, if given an
opportunity to involve in their organization’s CSR activities, the Gen Y not
only just participates, but can proactively organize and manage the
activities themselves.
From our sessions, the Gen Ys’ showcased an innate desire to build, create,
invent or produce something of their own and are driven by the need to
demonstrate self-extension through their work. If allowed, they displayed
positive energy and if curtailed, the Gen Y lookout for those organizations
that do. Therefore, we heard a lot about Google. They are open to the idea
of starting with new careers at any point of time.
The Gen Ys are sensitive and aware of the socio economic conditions.
Therefore, they do aspire for secure and stable jobs especially during
economic downturn, which they closely experienced during the 1998
recession. The Gen Yers aspire for job stability, especially those who
belong to a humble economic society and those who are married, carrying
responsibilities on their shoulders. Interestingly, male Gen Ys have high
aspiration for a secure and stable job than the female Gen Y.

35. On the contrary, geographical stability didn’t bother much to Gen Y in From HR management and talent management perspectives, it is
general. However, the discussions with the Gen Y group clearly depicted apparent, that Gen Y gives extreme importance to mentoring and coaching
that it all depended on their very need or preference of job-location. One and no to bossing/ controlling.
point came out strongly during the qualitative sessions, which is, urban
work location is highly preferred by the Gen Y. The Gen X managers from It is important to note that career progression is at the core of Gen Y. It is
the manufacturing unit, shared their dichotomy between persuading the seen by Gen Y as a means to an end. Be it earning more money in a short
Gen Y to locate to a remote location ( locations far from urban span of time, desire for financial stability or yearning for retirement at the
environment, like, malls, Mc Donald, pubs, etc.) and persuading the age of 40; all can be achieved by a well-defined career.
management to invest on bringing some urban-alike environment to the
remote job location. Gen Yers’ are loyal to their jobs and not organizations. They believe that
the organization should not expect loyalty from them. If they do, in that
During the qualitative sessions, challenging work assignments are desired case it should be both ways.
by Gen Y, however, they described that a job is challenging when it
accelerates their learning and creates a sense of ‘real’ contribution. Also, Gen Y aspirations are also changing and eventually the inclination for work
they mentioned that they want project management approach towards profile. Gen Yers with Fresher to 5.5 yrs prefer more technical/ functional
their work assignments. competence where as Gen Y with experience of 5.6-11 yrs need more
stability & less mobility. Task Identity as well as Respect & recognition also
Gen Y acknowledges that it’s a stiff competition. They want to prove become important as one moves to advance life styles, so policies should
themselves and work ‘NOW’. They ask questions only to be clear of what also be different to cater to these two groups.
they have to do. Once, they know which area of specialization to pursue in
their career, there is no stopping them as they are the most focused lot, Motivation of Gen Y
are emotionally intelligent and dare to speak out their mind. Peer pressure The Gen Y participants expressed that overall, the extrinsic motivation
is very high in this group and the pressure to compete within their peer factors comparatively were more important than the intrinsic motivation
group also motivates them to be offbeat and create their own identity and factors. Interestingly, a considerate and sympathetic supervisor is
their own space. preferred more than a technical competent supervisor.
Technical and functional competence was expressed as important, but the Restricted hours of work, leading to a work –life balance was voiced out by
Gen Y participants said that this will happen eventually as they progress in every participant. They expressed how 24/7 connectivity also has created
their career. Presently, they get motivated when they work under a distress for them. They expressed that since Gen Y want to climb the
technical competent boss, who walks the talk. Technical/ functional corporate ladder ‘fast’, they do not hesitate to work even on Sundays, but
competencies are now basic needs. Interpersonal relations, conflict when they take a day off, they do not like to be disturbed.
management & related behavioral competencies are much sought after by
them.

36. Sound company policies & practices attuned to the needs of the each Table 4: Diametric Motivations of Indian Gen Yers @ workplace
employee generational cohorts were expressed. Clarity in communication
and transparency of the policies and practices are equally important for
the Gen Y. They expressed that they are not at all comfortable with any
kind of ambiguity in their work. Gen Y are individualistic in nature and so
desire customization of the company policies and practices. However, they
are not irrational bunch of group and understand the present state of their
organization, therefore, when they demand something, it means that they
know that their demand is not outrageous and can be met.
Hygiene factors were expressed as important, during the sessions.
According to the Gen Y and Gen X participants, comfortable working
conditions not only includes conducive physical work environment but
also, the work culture, organization climate, updated technology, work-life
balance, hygiene factors, efficient team members and boss. Gen Y desires
to express themselves in their work place. Colourful and fun work
environment, ‘fun Fridays’ with recreational activities are given high
preference by them. Some Gen X managers expressed that creating a
sense of belongingness within the corporate culture, and extending the
feeling to the families of the Gen Y are very well accepted by the Gen Y
employees.
From the study, we have framed the following motivating factors, equally
significant for Gen Yers but are interestingly diametrical in motivating
them. Clear understanding and cognizance of these factors, will enable
organizations to better understand the Gen Yers working in urban India
today. For eg., the Gen yers need freedom to work their own way, but they
also want to be responsible for a task’s successful completion. Many of
these factors are interlinked and give different directions too. Taking
forward the above example, they need freedom but when they are new to
a system, or organization, or assignment, they seek handholding i.e.
necessary support from the team and leaders, but not micromanagement
of each and every activity they do.

37. Value Preference of Gen Y
The participants in the qualitative session expressed their orientation to They are the ‘Now’ generation, the EMI generation with educational loans
achievement higher than their orientation to money. to pay off, the highly educated ones, than their previous generations, and
they know it’s a stiff competition, therefore, they are very demanding and
The Gen Yers expressed in both the quantitative and qualitative study, that value what they are paid ‘now’. Time is money for them. It is also a means
the sense of achievement, is extremely important not only in their to get what they want and desire. They are influenced by their peers and
professional environment, but in the social environment in which they family to accumulate wealth fast and ‘now’. They also expressed that they
belong. It reflects the uplift of the social status of the individual and believe in what they are paid and how they are paid. High fixed salary is
reinforces their self-esteem. most preferred than variable salary. It is also interesting to note that Gen Y
highly value meaningful and challenging work and therefore, they have no
They said learning and development programs and, getting hands on qualms in working for such a job, with comparatively less pay package,
experience on everything under the hood of their area of interest, provided other motivational factors remain constant.
motivates them, however, the training module and process, including the
instructor, all should keep up with their expectations to keep them
engaged. Upgrading their own competencies is important for them,
eventually to create a niche for themselves in the job market. Going
abroad for training and getting certification adds charm to the list of their
achievements.