What do they expect? : A case study on the work expectations of the working German Generation Y

Purpose – The purpose of this paper is to identify the expectations of the workingGerman Generation Y regarding its current work and employer. As a result, the mainelements which could be considered by companies to retain the Generation Y inGermany will be pointed out and discussed.Design/methodology/approach – Semi-structured interviews were used in order toexplore the work expectations of this young generation within a German company. Anon-probability and purposive sample was used and six respondents part of theGeneration Y and working in the same company were interviewed. Furthermore, aseventh interview was conducted with the HMR of the company.Findings – Several findings are consistent with previous results of Gen Y from othernationalities than Germany such as the importance of varied tasks, opportunities forself-development, responsibilities and a pleasant working atmosphere. However,differences were found in particular regarding the importance of the work-life balanceand new expectations such as trust, autonomy and internationality have been broughtto light. Furthermore, several findings are also consistent with other studies aboutemployee retention, commitment and job satisfaction.Originality/value – This research extended previous studies of the expectations of theGeneration Y by providing firstly findings for Germany, a country where such studieshave not been conducted yet and secondly by focusing on the Generation Y who isalready working and therefore not studying anymore.

‘It's the end of the university as we know it (and I feel fine)’: the Generation Y student in higher education discourse

This paper examines discussions of Generation Y within higher education discourse, arguing the sector’s use of the term to describe students is misguided for three reasons. First, portraying students as belonging to Generation Y homogenises people undertaking higher education as young, middle-class and technologically literate. Second, speaking of Generation Y students allows constructivism to be reinvented as a ‘new’ learning and teaching philosophy. Third, the Generation Y university student has become a central figure in concerns about technology’s role in learning and teaching. While the notion of the ‘Generation Y student’ creates the illusion that higher education institutions understand their constituents, ultimately, it is of little value in explaining young adults’ educational experiences.

Connected but not online: a snapshot of generation Y in Australia

Much has been written in the United States about Generation Y and it adoption of, and attitudes towards, media and digital communication technologies.  But relatively little is known about this generation's attitudes to these things in Australia.  This paper provides a snapshot of media and technology use by year 2 and 3 public relations and journalism majors at Deakin University in Australia.  It is based on a survey conducted in March 2006 at the university's Waurn Ponds campus in Victoria.  Because of the nature of the sample, it should be noted that this is a snapshot of one group of students.  It is not possible to extrapolate these findings to other groups in other states or countries around the world.  That is the role of further research.  This survey does provide a revealing snapshot of one group of students at one place in time.  All of the students studied have a mobile phone and all have fast access to the Internet at university.  Almost all have access to the Internet at home (two thirds via broadband).  But they spend far less time on the Internet compared with their counterparts in the United States.  Almost all are avid consumers of broadcast news.  They prefer the print forms of books and magazines.  Yet they appear to be indifferent to the form of the newspaper they consume - print or online are equally acceptable.

Youth publications, generation Y and hopes for the future of newspapers

If readership projections are correct, newspapers in the United States will become niche players by 2010. That is, in about half a decade fewer than half of American adults will read a daily newspaper. This will produce major problems in attracting advertising, the lifeblood of the newspaper business. The biggest decline in readership has occurred among Generation Y - people born between 1977 and 1995. They do not read newspapers to the extent their parents did. They get their news elsewhere, mainly online. As part of a process to attract readers, many of America's major publishers launched a series of youth-focused newspapers in the 18 months to March 2004. The aim was to try to get the elusive 18-24-year-old demographic into the habit of daily reading, hoping that over time they would migrate to more traditional outlets. This paper explores the background to these youth-focused publications, describes the main players and issues involved, and provides a case study of a youth-focused pioneer, the Tribune Company s Red Eye, which is published in Chicago.

Coping with Generation Y in schools

In recent times, complaining about the Y Generation and its perceived lack of work ethic has become standard dinner-party conversation amongst Baby Boomers. Discussions in the popular press (Salt, 2008) and amongst some social commentators (Levy, Carroll, Francoeur, & Logue, 2003) indicate that the group labelled Gen Y have distinct and different generational characteristics. Whether or not the differences are clearly delineated on age is still open to discussion but in the introduction to "The Generational Mirage? a pilot study into the perceptions of leadership by Generation X and Y", Levy et al. argue that "the calibre of leadership in competing organisations and the way they value new and existing employees will play a substantial role in attracting or discouraging these workers regardless of generational labels". Kunreuther's (2002) suggests that the difference between younger workers and their older counterparts may have more to do with situational phenomena and their position in the life cycle than deeper generational difference. However this is still an issue for leadership in schools.

Essential elements for recruitment and retention : Generation Y

Purpose: Generation Y (Gen Y) is the newest and largest generation entering the workforce. Gen Y may differ from previous generations in work-related characteristics which may have recruitment and retention repercussions. Currently, limited theoretically-based research exists regarding Gen Y’s work expectations and goals in relation to undergraduate students and graduates. Design/methodology/approach: This study conducted a theoretically-based investigation of the work expectations and goals of student- and working-Gen Y individuals based within a framework incorporating both expectancy-value and goal setting theories. N = 398 provided useable data via an on-line survey. Findings: Overall, some support was found for predictions with career goals loading on a separate component to daily work expectations and significant differences between student- and working- Gen Y on career goals. No significant differences were found, however, between the two groups in daily work expectations. Research limitations/implications: Future research may benefit from adopting a theoretical framework which assesses both daily work expectations and career goals when examining the factors which motivate Gen Y’s decisions to join and remain at a particular organisation. Practical implications: At a practical level, based on the findings, some examples are provided of the means by which organisations may draw upon daily work expectations and career goals of importance to Gen Y and, in doing so, influence the likelihood that a Gen Y individual will join and remain at their particular organisation. Originality/value: This research has demonstrated the utility of adopting a sound theoretical framework in furthering understanding about the motivations which influence organisations’ ability to recruit and retain Gen Y, among both student Gen Y as well as those Gen Y individuals who are already working.

Peer assisted learning, skills development and Generation Y : a case study of a first year undergraduate law unit

The majority of current first year university students belong to Generation Y. Consequently, research suggests that, in order to more effectively engage them, their particular learning preferences should be acknowledged in the organisation of their learning environments and in the support provided. These preferences are reflected in the Torts Student Peer Mentor Program, which, as part of the undergraduate law degree at the Queensland University of Technology, utilises active learning, structured sessions and teamwork to supplement student understanding of the substantive law of Torts with the development of life-long skills. This article outlines the Program, and its relevance to the learning styles and experiences of Generation Y first year law students transitioning to university, in order to investigate student perceptions of its effectiveness – both generally and, more specifically, in terms of the Program’s capacity to assist students to develop academic and work-related skills.

CUOL – "See You Online" : teaching strategies for digital literacy practices in the English curriculum

Literacy educator Kathy Mills, observes that creating multimodal and digital texts is an essential part of the national English curriculum in Australia. Here, she presents five practical and engaging ways to transform conventional writing tasks in a digital world.

Peer assisted learning and generation Y : a case study

In recent years Australian Law Schools have implemented various forms of peer assisted learning or mentoring, including career mentoring by former students of final year students and orientation mentoring or tutoring by later year students of incoming first year students. The focus of these programs therefore is on the transition into or out of law school. There is not always as great an emphasis however, as part of this transition, on the use of law students belonging to the same unit cohort as a learning resource for each other within their degree. This is despite the claimed preference of Generation Y students for collaborative learning environments, authentic learning experiences and the development of marketable workplace skills. In the workplace, be it professional legal practice or otherwise, colleagues rely heavily on each other for information, support and guidance. In the undergraduate law degree at the Queensland University of Technology (‘QUT’) the Torts Student Peer Mentor Program aims to supplement a student’s understanding of the substantive law of torts with the development of life-long skills. As such it has the primary objective, albeit through discussion facilitated by more senior students, of encouraging first year students to develop for themselves the skills they need to be successful both as law students and as legal practitioners. Examples of such skills include those relevant to: preparation for assessment tasks; group work; problem solving, cognition and critical thinking; independent learning; and communication. Significantly, in this way, not only do the mentees benefit from involvement in the program, but the peer mentors, or program facilitators, themselves also benefit from their participation in the real world learning environment the program provides. This paper outlines the development and implementation of the above program, the pedagogy which influenced it, and its impact on student learning experiences

Creating an Online Teaching Resource

Summary of the process through which the After Slavery website was conceived and constructed, including a brief survey of debates on use of online resources in teaching.

A connectionist perspective of the transition from Face-to-Face to online teaching in Higher Education

Existing research shows a slow transition to online education by many university teaching staff. A mixed methods approach is used to survey teacher educators in three jurisdictions in the UK who have made the transition to online teaching, followed by focus group and individual interviews to triangulate the data. The eight tenets of connectivism are used as a lens for analysis. Findings reveal sound pedagogical reasons for the limited choice of online tools and tutors highlight two elements, namely, self-fulfilment and their desire to continually develop as an educator, as the rationale for adopting informal professional development in the 21st century.

Die Generation Y : Arbeitnehmer der Zukunft. Herausforderungen für das Personalmanagement

Die Generation der ab den 1980er Jahren Geborenen, genannt Generation Y, tritt seit einiger Zeit als Arbeitnehmer in die Arbeitsmärkte ein. Im Jahr 2020 wird diese Gruppe die Hälfte der Arbeitnehmer in der Bundesrepublik ausmachen. Lebensstil, Globalisierung, kulturelles und mediales Angebot führen bei dieser Generation auch in der Arbeitswelt zu anderen Erwartungen und Ansprüchen als dies bei vorherigen Generationen der Fall war. In Literatur und Studien wird diese Generation fast ausschließlich als selbstbewusst, ehrgeizig, aufstrebend, sozial engagiert und mobil beschrieben. Vor dem Hintergrund des zu erwartenden Fachkräftemangels widmet sich diese Arbeit unter anderem der Frage, mit welchen Instrumenten das Personalmanagement der Unternehmen auf diese Situation reagieren kann, um bei der Gewinnung und Bindung von Mitarbeitern erfolgreich zu sein.