According to Frances Hesselbein, president of The Drucker Foundation, "People want to feel what they do makes a difference” (Nelson, 1999). They want to feel they are contributing. It is important that employees understand what their work means or accomplishes, to identify with the work, to perform the work with strong desire to want to in order to succeed (Hauser, 2014). Providing a feeling of belonging may prove the most powerful motivator an organization can offer (Herrera, 2003). Fulfilling such wants and needs create intrinsic rewards that are derived from more opportunities for personal development and meaningful work (Winter, 2009). It may be that the younger workforce will judge and more likely want to produce for a company with values and a mission that strive to go beyond making money (Winter, 2009). They are attracted to organizations that they feel have values that mirror their own (Winter, 2009).
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They are mostly concerned that employers are keeping track or score of their performance and that they are receiving credit for it (Tulgan, 2009). By keeping score of their work and accomplishments, employers are expressing that they and their work is important (Tulgan, 2009). In turn, this motivates them since they want to continue to earn credit and beat their personal benchmarks (Tulgan, 2009). This mentality causes Generation Y’s “measuring instinct” to awaken and thus triggers their competitive spirit (Tulgan, 2009). Therefore, point systems in the workplace that reward for good and subtract for bad have been found to be successful in motivating the younger workforce (Tulgan, 2009). Such rewards are extremely effective with Generation Y because they provide a greater sense of control and a higher level of reinforcement (Tulgan,
They are mostly concerned that employers are keeping track or score of their performance and that they are receiving credit for it (Tulgan, 2009). By keeping score of their work and accomplishments, employers are expressing that they and their work is important (Tulgan, 2009). In turn, this motivates them since they want to continue to earn credit and beat their personal benchmarks (Tulgan, 2009). This mentality causes Generation Y’s “measuring instinct” to awaken and thus triggers their competitive spirit (Tulgan, 2009). Therefore, point systems in the workplace that reward for good and subtract for bad have been found to be successful in motivating the younger workforce (Tulgan, 2009). Such rewards are extremely effective with Generation Y because they provide a greater sense of control and a higher level of reinforcement (Tulgan,