Hrm vanisha

Awaaz marked a decade long journey of celebrating the successful accomplishment of Awaaz since The event started with the lighting of the lamp by the dignitaries. They proved through their performance that through the provision of specialized education even the physically or mentally challenged students can showcase their talent and show that they are a part of the society that should look upon them with empathy and provide necessary support system for them to grow into a participative citizenry of the country.

With population of 1. Baby Boomers born toGeneration X born toand Generation Y born after to This paper examines the characteristics of each cohort as manifested at iii workplace.

Thereafter, through Human Resource Management lens the paper addresses the challenges of managing the three generations, based on empirical evidence from an online media organization in New Delhi, India. Since, older generations in management have a more conservative view of the pace of progress; this syndrome becomes a potential cause of dissatisfaction among the generations.

This study finds Gen Y to value a high degree of freedom in the way work is done. Other generations are found to favor a more balanced blend of freedom and control and do not always appreciate how important independence is to Gen Y as a result; managers demotivate Gen Y often.

Related findings are that Gen Y expects team leadership to facilitate performance through coaching and not through performance appraisal and other control mechanisms. Despite their high career expectations and ambitions, Gen Y does not buy into a long-hours culture and long term commitment in the same way their managers from other generations do.

Their terms are more clearly aligned to contribution through work product and not time or tenure. Recommendations are based on these and other findings as well as some key areas that employers can focus on in order to bridge this gap and improve retention and performance of Gen Yis discussed in this paper using quantitative analysis based on Hrm vanisha technique simple tabulation.

Given the challenges facing organizations, especially attrition and vi retention of talent, proactive approaches to Talent Management are suggested in this paper; which were adopted by this online media organization. Some of them are: Finding ways to allow Gen Y to learn at their own pace, flexibly through their managers, their tech environment etc.

Through the years a number of different things such as wars, discoveries, politics, beliefs, and popular culture have all helped shape and define generations.

Generation X is usually described as the generation following the baby boomers and born between and The term is based on a novel by Douglas Coup land, Generation X: Tales for an Accelerated Culturea book about young adults trying to discover themselves in society.

This generation grew up during the beginning of the technology era. Home computers and the vii internet became widely used by households everywhere. There have been numerous studies on Generation Y and the impact that they may have in the business world, yet the thoughts and experiences of this generation as they have entered the work force are scarce.

Now that Gen Ys are entering the workforce, the impact of their presence can actually be studied. This study collected data from Gen Ys who are currently in the workforce in an online media organization based in New Delhi, India; which is the northern part of India and also the capital of the country.

The study is not a conceptual but an empirical exercise with an aim to draw conclusions from this data to include suggestions to help manage Generation Ys based upon the likes and dislikes this group has experienced in actual work place.

This information will be beneficial as managers strive to lead, motivate and understand Gen Ys and which in turn should help minimize conflict and maximize individual and corporate success in the workplace.

Generation Y tend to be wildly optimistic, holding a tribal sense of community and are the most connected generation ever thanks to cell phones, pagers and their own technical savvy Eisner, ; Martin, Generation Y will not settle for "grunt work", but need to feel that they are making a difference to the business and are part of the decision-making process.

Difference between the personal traits of the three generations Differences between various generations in the current workforce The three tables below attempt to capture the variety of differences emphasized in literature. Generation Y employees are often the first to leave and last to put up their hand for overtime.

However, this is usually just more of a reflection of their different work values. Unlike their previous generations, they have high expectations and they will do anything to achieve their goal. This generation wants success and believes that anything is possible, so long as they work hard enough.

But, their high expectations of themselves and for their careers can be a huge challenge for their employers. Actually, their loyalty is of a different kind; it is not blind. The truth is that Gen Y is looking for continuous improvements and they like real-time feedback virtually or physically on the spot, rather than after a quarter or a year or in a formal meeting after the event.

These myths coupled with the challenges they actually face at workplace make the task at hand a debatable subject. Generation Y appear to be deficient in key skills such as listening, communication, independent thinking, time management, team work, job commitment and good work ethic Pekala, Generation Y resort to extensive multi-tasking and tend to have a short attention span.

Generation Y do not perceive work as an investment in the future of the company and want immediate payoffs, such as independence, flexible hours, casual dress and an element of 'fun' at work Loughlin, Many organizations are closely researching these trends; many of which are summarized below.

This section describes the human resource management implications of attracting and retaining Generation Y.

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Generation Y are willing to work hard, but they do not live to work. They seek purpose from their work as well as rewards.Secondary data analysis of link between human resource management andemployee productivity.

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