Motivating And Managing Generation X And Y On The Job While Preparing For Z: A Market Oriented Approach

Summary:
This article explores the factors that have led to Gen X and Y traits over time that will affect Gen Z. In particular, the last two hundred graduates: Executive MBA students (General X) and Economics graduate students from Fordham University (Jane Y). Recently, students were asked to rate six subjects (out of twenty-five) that they considered most important in order to motivate them to do better at their work. The results are very similar when comparing generation X and Y. Both parties value respect for me as a person and value a good salary as the main motivation. Whether or not both groups have the same motivation in the top six, including promotion opportunities, meaningful job opportunities, personal growth and improvement opportunities, how they interact with others at work in the millennial is significantly different in the first six. . This factor is considered a "hybrid factor" that exceeds the motivation-maintenance requirements. Although this "hybrid factor" does not seem to be the main motivator during the emergence of a child, relationships with others in the workplace must be an important factor, especially in General Z, for several reasons, especially his technical background.

Compared to previous generations in the labor market, Generations X and Y are more motivated by the prospect of sustainable employment and the opportunity to advance, but relationships with others in the workplace have become the key to millennial motivation.
These are the results of a 2007 study conducted among current Y (YY) 2007 students (Executive MBA (Jane X)) who graduated from the Fordham University School of Business. The students in the study were asked to rate six topics (out of 25) that they considered most important in order to better motivate them. (See Figure 1). The results were compared to ratings from two groups of business leaders, including Baby Boomers and Forward.
The column in Figure 1 shows a ranking of 6,000 managers surveyed during a conference in the early 1970s. Managers have ranked the following six working conditions as the best workplace motivation.
1. Respect me as a person
2. Good salary
3. Opportunity to do meaningful work
4. Opportunities for development and personal improvement
5. Great freedom of work
6. Feeling that my work is worthwhile
Now compare these results to Column B, a ranking of 500 government agencies from various companies that participated in the University Executive Development Program in the mid-1980s. The things they considered to be the main inspirations were:

1. Respect me as a person
2. Good salary
3. Opportunity to do meaningful work
4. Feeling that my work is worthwhile
5. Opportunities for development and personal improvement
6. Great freedom of work
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