The paper "What Are the Main Challenges for Organizations" is a great example of a literature review on management. In a generic sense, a generation can be defined as a group that is identifiable and shares years of birth and considerable events in life at integral stages of development (Kupperschmidt, 2000, p. 66). It is an apparent fact that the generational composition of the workforce in the contemporary world has seen rapid changes in the recent past. These changes have mostly been linked with the stormy entering of a new wave of generation into the workforce – Generation Y (Gen Y).
This particular generation has been perceived as bringing with it a set of distinct values, behaviors, and assumptions to the workplace (Saxena & Jain, 2012, p. 114). Depending on the manner in which an organization manages the entry of this particular generation, this can prove to be integral in determining whether their entry is an impediment or a competitive advantage to the organization. Against this background, this paper will focus on the main challenges which are bound to be confronted by an organization in terms of managing Gen Y.
In addition, it will recommend some human resource strategies and practices which can be implemented by organizations to deal with these challenges. Main challenges in managing Generation Y It is imperative to note that Gen Y is often perceived to refer to the individuals in the workforce who were born approximately between 1980 and 2000. This generation is perceived to be confident, goal-oriented, and independent (Meier et. al., 2010, p. 69). There are evidently some challenges which are associated with managing Generation Y at the organizational level.
Some of these challenges are explored in the subsequent section. Challenges which are associated with managing Generation Y Provision of personal support According to Schofield and Honore (2010, p. 31), the members of Generation Y often demand personal support in their gradual process of growth and development. This is in terms of coaching and mentoring processes which can be attributed to their inexperience in diverse organizational procedures and risk assessment among other aspects. Thus, the need for the provision of personal support to the employees from Generation Y can prove to be a major challenge to an organization based on the resources necessity as well as the time required to conduct these coaching and mentorship programs. Need for attention Hannay and Fretwell (2010, p.
5) determined that the individuals from Generation Y have been deemed as being high maintenance and emotionally needy group based on their need for attention. This is founded on the fact that members of Generation Y require to be recognized for their input and contribution in the organization, failure of which can result in a lack of engagement by members of this group.
In this case, engagement can be perceived as the willingness and ability of the employees to contribute to the success of the organization (Rai, 2010, p. 637). In this case, an organization is confronted by the challenge of according the demanded attention to each individual from this generation.
Department for Work and Pensions, 2010, Managing attendance and employee turnover, ACAS
D’Netto, B., 2010, ‘Generation Y: Human Resource Management Implications’, retrieved 27th
March 2013, < http://www.wbiconpro.com/452-Brian.pdf>.
Hannay, M. & Fretwell, C. 2010, ‘The higher education workplace: meeting the needs of
multiple generations’, Research in Higher Education Journal, Vol. 1, pp. 1-12.
Kearns, J., et. al. 2007, ‘Understanding Generation Y In The Workplace: What Does It Take To
Hire And Retain The Talent Of The New Generation?’, retrieved 27th March 2013, < http://apicsprov.org/downloads/General_Publications/gen_y___attracting__retaining.pdf>.
Kupperschmidt, BR., 2000, ‘Multigeneration employees: strategies for effective management’,
The Health Care Manager, Vol. 19, pp. 65-76.
Meier, J. et. al., 2010, ‘Generation Y in the Workforce: Managerial Challenges’, The Journal of
Human Resource and Adult Learning, Vol. 6, No. 1, pp. 68-78.
Rai, S., 2010, ‘Engagement, Social Media and Gen Y: Connecting the dots’, Asian Journal of
Management Research, Vol. 2, No. 1, pp. 637-650.
Saxena, P. & Jain, R. 2012. ‘Managing Career Aspirations of Generation Y at Work Place’,
International Journal of Advanced Research in Computer Science and Software Engineering, Vol. 2, No. 7, pp. 114-118.
Schofield, CP., & Honore, S., 2010, ‘Generation Y and learning’, The Ashridge Journal, Vol. 1,
Salas, E. & Cannon-Bowers, JA., 2001, ‘The Science of Training: A Decade of Progress’,
Annual Review of Psychology, Vol. 52, pp. 471-499.
Sloman, M., 2003, Training in the age of the learner, Chartered Institute of Personnel and
Development, London, U.K.
The Human society of the United States , 2009, ‘Managing Generation Y: Techniques and
Recommendations for Managing the Generation Gap’, retrieved 27th March 2013, < http://sds.uncc.edu/sites/sds.uncc.edu/files/media/White_Paper_Gen_Y.pdf>.