Publication: Y Kuşağı Davranışlarının Kariyer Yönetimi Üzerindeki Etkisi: İstanbul Avrupa _x000D_
Yakasında Golf Sektöründe Bir Araştırma
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Amaç – Araştırmada Y kuşağı algısının kariyer eğilimleri üzerindeki etkisinin belirlenmesi amaçlanmıştır.Yöntem – Türkiye Golf Federasyonu'na bağlı kademe 1, kademe 2 veya kademe 3 antrenörlük belgesine sahip İstanbul Avrupa yakasında ikamet eden 70 kişiden basit tesadüfi örnekleme yöntemi yoluyla elde edilen veriler üzerinden regresyon analizi gerçekleştirilmiştir. Araştırmanın amacına uygun olarak, Y Kuşağı Algısı ve Kariyer Eğilimi arasındaki ilişkileri incelemek için Pearson Korelasyon testi kullanılmıştır. Y kuşağı algılarının, kariyer eğilimi alt boyutlarına olan etkileri ise Çoklu Regresyon Analizi uygulanarak test edilmiştir. SPSS 25.0 istatistik paket programı kullanılarak analizler gerçekleştirilmiştir.Bulgular – Yapılan analizlerin sonuçları Y kuşağında teknoloji kullanımı artarken, bağımsızlık ve rekabetçilik kariyer eğilimlerinin artacağı; proaktiflik arttığında, yönetimsel becerilerin, güvenlik ve istikrar düzeyinin artacağı; sosyallik arttığında, girişimcilik, yönetimsel, güvenlik/istikrar ve rekabetçilik düzeyinin artacağı yönündedir.Tartışma – İşletmeler Y Kuşağı çalışanlarına yaratıcılıklarını arttıracak yeni projelere katılımları, inisiyatif alarak kararlara katılım sağlamaları, iş başı ve iş dışı eğitim yöntemleri ile yaratıcılıklarını ortaya koyabilmeleri veya arttırabilmeleri için eğitim geliştirme faaliyetlerine destek sağlamalı; personeli elde tutma ve işletmeye çekme stratejilerini ve sonrasında onları uzun süreli istihdam edebilmek için Y Kuşağının taleplerine uygun insan kaynakları yönetimi politikaları doğrultusunda geliştirmelidir.
Purpose – The aim of this study was to determine the effect of the perception of generation Y on career _x000D_ trends. The perception and career tendencies of the next generation was examined for demographical _x000D_ differences such as gender, marital status, age, educational status, faculty, department, duration of _x000D_ professional experience, number of siblings, family income, family residence location, the sector in which _x000D_ the father works, the sector in which the mother works, the sector in which the incumbent wants to work, _x000D_ the city of residence._x000D_ Design/methodology/approach – A regression analysis was carried out with data obtained by 70 golf _x000D_ coaches who are located on the European side of Istanbul. The relationship between Generation Y _x000D_ Perception and Career Tendency was analyzed by Pearson Correlation test. The effects of Generation Y _x000D_ Perceptions on Career Tendency sub-dimensions were tested by multiple regression analysis. The analyses _x000D_ were carried out with SPSS 25.0 commercial statistical software. _x000D_ Findings – The results of the analysis show that, as the use of technology increases, managerial and _x000D_ competitiveness career tendencies increase. As proactivity increases, the level of independence, managerial, _x000D_ private life, competitiveness and dignity will increase; and when sociability increases, the level of _x000D_ independence, administrative, security/stability, privacy and dignity will increase for generation Y._x000D_ Discussion – Enterprises should provide support to training development activities for Generation Y _x000D_ employees to participate in new projects that will increase their creativity, to participate in decisions by _x000D_ taking the initiative, to reveal or increase their creativity with on-the-job and off-the-job training methods; _x000D_ It should develop strategies to retain and attract personnel and then in line with the human resources _x000D_ management policies in line with the demands of Generation Y in order to employ them for a long time.
Purpose – The aim of this study was to determine the effect of the perception of generation Y on career _x000D_ trends. The perception and career tendencies of the next generation was examined for demographical _x000D_ differences such as gender, marital status, age, educational status, faculty, department, duration of _x000D_ professional experience, number of siblings, family income, family residence location, the sector in which _x000D_ the father works, the sector in which the mother works, the sector in which the incumbent wants to work, _x000D_ the city of residence._x000D_ Design/methodology/approach – A regression analysis was carried out with data obtained by 70 golf _x000D_ coaches who are located on the European side of Istanbul. The relationship between Generation Y _x000D_ Perception and Career Tendency was analyzed by Pearson Correlation test. The effects of Generation Y _x000D_ Perceptions on Career Tendency sub-dimensions were tested by multiple regression analysis. The analyses _x000D_ were carried out with SPSS 25.0 commercial statistical software. _x000D_ Findings – The results of the analysis show that, as the use of technology increases, managerial and _x000D_ competitiveness career tendencies increase. As proactivity increases, the level of independence, managerial, _x000D_ private life, competitiveness and dignity will increase; and when sociability increases, the level of _x000D_ independence, administrative, security/stability, privacy and dignity will increase for generation Y._x000D_ Discussion – Enterprises should provide support to training development activities for Generation Y _x000D_ employees to participate in new projects that will increase their creativity, to participate in decisions by _x000D_ taking the initiative, to reveal or increase their creativity with on-the-job and off-the-job training methods; _x000D_ It should develop strategies to retain and attract personnel and then in line with the human resources _x000D_ management policies in line with the demands of Generation Y in order to employ them for a long time.