PROFESSIONAL DEVELOPMENT AS A MOTIVATOR OF GENERATION Y

Krystyna Kmiotek

doi:10.12955/cbup.v2.459

Abstract

Along with Generation Y entering the market place, the human resources specialists have selected significant generation differences. The generations vary in values, expectations, approach to work, supervisors, and organization. These differences are very important for human resources management improvement as well as the motivation system in a company. The existing survey shows that Generation Y greatly appreciates the possibilities of professional development at work and it is important inducement for young employees. The aim of the article is to identify the approach of Polish Generation Y to their professional development and confirm that companies have to offer suitable conditions for professional development to attract and maintain the biggest talents. Based on the questionnaire survey conducted among generation Y employees, we attempt to answer the following questions: “is the possibility of professional development the most important motivator?” “Could the lack of the company support for professional development be the reason for giving up the job?” “How does Generation Y take care of their own professional development?” The research shows that the possibility of professional development is not the most important motivation factor for Polish generation Y; this is because they value family, personal relations, and time for their passions or relaxation more. In fact, these factors are more valuable for Generation Y than money and work. Furthermore, for young employees the lack of support in professional development by the organization is an important aspect that could cause them to leave the organization. Despite good preparation for work, generation Y employees still pursue further education, while working, in order to enhance their professional development. Human resource management practice in Polish companies should consider these conclusions under the scope of motivation system and talent management.

Highlights

For many years, Generation Y has caught the attention of both theorists and practitioners who attempt to answer the questions of “what is the new generation of employees like?” and “what is important for them?” The answers to these questions are of substantial importance from the point of view of human resources management in a company
Based on the questionnaire survey conducted among generation Y employees, we attempt to answer the following questions: “is the possibility of professional development the most important motivator?” “Could the lack of the company support for professional development be the reason for giving up the job?” “How does Generation Y take care of their own professional development?” The research shows that the possibility of professional development is not the most important motivation factor for Polish generation Y; this is because they value family, personal relations, and time for their passions or relaxation more
Implementing the assumed aim, we present the results of questionnaire survey conducted among 532 employees who were, selected as representatives of Generation Y—namely the persons who were born after 1981, and are employed in six companies located at the area of Lower Silesia, Poland

Summary

Introduction

Generation Y has caught the attention of both theorists and practitioners who attempt to answer the questions of “what is the new generation of employees like?” and “what is important for them?” The answers to these questions are of substantial importance from the point of view of human resources management in a company This need is justified by demand for information from three perspectives: (1) improvement of HR practices with particular consideration of motivation system, appropriate to managers' expectations; (2) gaining of relevant knowledge in order to effectively manage organizational diversity with respect to generations; and (3) re-thinking of the strategy and recruitment techniques in order to keep Generation Y employees engaged. Based on the results obtained, we attempt to answer the following questions: “is the possibility of professional development the most important motivator?”, “could the lack of the company support for professional development be the reason for giving up the job?” and “how do Generation Y take care about their own professional development?”

Objectives

Findings

Conclusion