000			03570nam a22002897a 4500
999			_c111212 _d111212
003			IE-CoIT
005			20220602062617.0
007			ta
008			180327s2015 ie ||||| |||| 00| 0|eng||
040			_aIE-CoIT
082	0	4	_aTHESES PRESS
100	1		_9124017 _aKelleher, Aoife _eauthor.
245			_aGeneration Y perceptions of the traditional career model / _cAoife Kelleher.
264		1	_aCork : _bCork Institute of Technology, _c2015.
300			_av, 95 pages ; _c30 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
490		0	_aM.A. - Human Resource Management
500			_aGeneration Y will be expected to play the most significant role in the work place as their careers develop and older generations retire. Much of the research carried out on their work related values and career progression to date has relied on the viewpoints of Generation Y as undergraduates, prior to gaining substantial experiences in the work place. This study responds to Ng and Gossett's (2003) call for further research into the values, attitudes and expectations of young people as they will emerge as leaders of tomorrow. The purpose of this study is to examine if the traditional career model is still of relevance to Generation Y career progression, focusing on three particular aspects of careers. The study sought to identify what elements of career success Generation Y value, to determine if their career outlook is focused on short-term or long-term career goals and finally to investigate if Generation Y show characteristics of modern career models. A qualitative approach was taken in the form of nine semi-structured interviews of Generation Y employees in a case study organization. The results of the study identified that elements of the traditional career model are still of value to Generation Y in their career progression, most notably recognition through pay rise or pay bonus. The study confirmed that subjective career success in the short-term is most important to Generation Y, however interestingly is only to form the basis of their desire for continual success. In line with the traditional career model, long-term career success is their ultimate goal. Their career progression is thoughtful and planned, and Generation Y are willing to be patient for the right career progression opportunities. Subjective factors were most prominent when considering new career opportunities. The study provided evidence of the new career models of which Generation Y displayed characteristics of , specifically the boundary-less and protean career models. Generation Y are willing to consider their career progression in more than one organisation. The type of role they undertake and subjective career success is more important than loyalty to their employer. Generation Y feel in control of the direction of their career and are proactive in building their career reputation, however, there remains a strong reliance on the organisation to provide the individual with career support and development opportunities. It is this point violation of the psychological contract is at risk, as unwritten expectations of support for career progression are not being met - (Abstract)
502			_aThesis _b(M.A.) - _cCork Institute of Technology, _d2015.
504			_aBibliography: (pages 79-88)
650		0	_aCareer development _xOrganisational change _944213
650		0	_943035 _aSuccess _xPsychological aspects
650		0	_935471 _aCollege graduates _xEmployment
942			_2ddc