Reidy, Suzanne (2014) Y are they different? An exploratory study of Generation Y in the professional services sector utilising the Resource Based View of the Firm. Masters thesis, Dublin, National College of Ireland.
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It has been widely documented that Generation Y (GenY) is different to previous generations but little on how to manage them (Twenge, Campbell, Hoffman and Lance, 2010). This research considers GenY using the Resource Based View of the Firm (RBV) (Wright, Dunford and Snell, 2001). This view has been commended for recognising the value employees bring to organisations (Farnham, 2010).
Employees are particularly important in professional service firms as their knowledge and skills are what the company is providing to clients (Hein, 2013).
The aim and objectives of this research were attained using a literature review of previously conducted research in this field and qualitative, semi-structured interviews with GenY and their managers. This research sought to increase the understanding of GenY as they are substantially different from GenX to warrant further unique research (Smola and Sutton, 2002). This study conducted interviews with two samples; GenY, and their managers. Key findings uncovered a sense of entitlement they are bringing to the workforce. GenY only want to stay in a role as long as they are developing professionally and view their managers as mentors. If not, they will use it as a springboard.
This research ascertained how managers currently attract, motivate and retain GenY and makes recommendations for improvements. There are similarities and differences in what GenY want versus what managers think they want. This primary and secondary research allowed the researcher to conclude that the RBV model is no longer the most suitable framework. GenY don’t want to be perceived as a resource a company holds. They seek customization and managers must recognize that GenY expects more personal gain in return for the value they bring.
It is suggested that further quantitative research should be conducted across a wider sample, ensuring external validity (Saunders, Lewis and Thornhill, 2012). Recommendations could then be generalized across organisations and allow for the creation of a new framework for managers to follow.
|Item Type:||Thesis (Masters)|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management|
|Divisions:||School of Business > Master of Arts in Human Resource Management|
|Depositing User:||Claire Wallnutt|
|Date Deposited:||22 Nov 2014 09:48|
|Last Modified:||22 Nov 2014 09:48|
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