Upload
hoangnhi
View
217
Download
0
Embed Size (px)
Citation preview
Generasi Z at Work
Neila Ramdhani
Applied Cyberpsychology Laboratorium
Room: A-111 Fakultas Psikologi UGM
Neila Ramdhani
• Bekerja di UGM:– Fakultas Psikologi, Ka Prodi Doktor Ilmu Psikologi– Magister Manajemen
• Education Background:– PostDoctoral Research at TU Wien, Austria– Doktor Psikologi Informasi Teknologi (UGM + University of
Massachussetts, USA)– M.Ed in IT, Multimedia, & Education University of Leeds, UK– MA in Clinical Psychology, UGM
• Riset terkait CyberPsychology:– Digital native Indonesia; Information seeking
behavior; Game online addiction; Digital literacy; Envy di social media; Cyber-bullying; Online self-representation; Smart school for smart people; Exposure therapy virtual reality..
Agricultural
Industrialisasi
TeknologiInformasi
IlmuPengetahuan
Connected Baby
PERGESERAN ERA
Milleneal GenerationBaby Boomers Generasi X Generasi Y Generasi Z
GENERASI menentukan PERILAKU
• VALUES, tata nilaiditananmkan di tahapawal kehidupan manusia
• ATTITUDES, tata nilaimembentuk sikapmanusia
• CHOICES, sikap manusiamenentukan pilihannya
Work Ethic Generasi NOW
• Suka tantangan, mudah bosan, suka pekerjaan yang meaningful
• Bekerja sebagai ajang untuk merasa terlibat dan berkarya
• Pekerjaan itu sama pentingnya dengan kehidupan personal
Siapakah Pemimpinnya?
• Respect authority and rules similar to Traditionalists.
• Value a relationship with the immediate boss.
• Respond best to an informal, engaging, and “fun” approach.
Communication Style
• Like informal communication that feels positive and personalized to them.
• Value patience and clarification.
• Prefer electronic communication over meetings.
Interaction with Others
• Collaborative spirit
• They value social networking.
• Respectful of the experience of others.
• May be perceived as having poor communication skills, being rude, or feeling entitled
View toward the Employer
• View toward employers are dependent on their specific work experiences
• They have high expectations for their boss and their work experience
• Unmet expectations drive them to leave
Work vs. Personal Life
• Careers must leave room for personal lives.
• Seek flexible scheduling and part-time or temporary leave options.
What they Want
• Prefer to receive immediate rewards for their achievements.
• Like Generation Xers, they want more challenges and opportunities to develop their skills
• Have fun at work
• Work on a variety of tasks
• Mentorship
Research Topics:Implications for Management
Mentorship/Mentoring
• Boss as a resource for learning, training, and growth opportunities.
• Boss as a big reason to leave a job.
Implications for Management
Be a mentor:
• They also value frequent communication with their boss, which includes feedback.
• They expect their boss to be directly involved in overseeing their career development.
Implications for Management
Structure work:
• Numerous tasks with deadlines, a clearly defined schedule, and measurable goals.
• Inform the steps involved in a project, and allow them to complete it in pieces.
Implications for Management
Challenge them:
• Put them on the fast-track to increased responsibility.
Generational Disconnect
Veterans have the tendency not to
question or challenge authority
the Gen Xers and Millennials who have
been taught to speak up.
Generational Disconnect
• Gen Xers and Millennials may fail to actively listen to Boomers and Traditionalists thereby missing valuable information and guidance
Summary: The Differences
Feedback
• Veterans: “No news is good news.”
• Boomers: “Feedback once a year and lots of documentation.”
• Gen Xers: “Sorry to interrupt but how am I doing?”
• Millennials: “Feedback where I want it at the push of a button.”