Fueling Performance of Millennials and Generation Z
| Date | 30 January 2020 |
| Published date | 30 January 2020 |
| Pages | 41-43 |
| DOI | https://doi.org/10.1108/SHR-02-2020-175 |
| Author | Bharat Kumar Chillakuri |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
How to
Fueling performance of millennials and
generation Z
Bharat Kumar Chillakuri
There is nothing new about
organizations assessing the
performance of employees, as the
performance management systems
are considered to be means and ways
of measuring productivity.
Performance management has taken
various forms, reinventing and
readjusting, to meet the needs of the
employees and the organization as a
whole. Starting from the traditional
confidential reports method that was
largely used in public sectors to the
most sought-after bell curve approach;
it had undergone structural changes in
measuring employee’s performance.
Organizations are constantly searching
for better ways to appraise
performance of employees and
realized that the current processes of
evaluating performance are
increasingly out of step (Buckingham
and Goodall, 2015). However, there is
a paradigm shift since the past few
years in the way employee’s
performance is measured, forcing the
organizations to reevaluate their
current models, and as a result, the
focus has been shifted from a mere
evaluation of the performance to
managing the performance. This trend
is particularly seen in knowledge-
intensive industries such as information
technology and business process
management industries. Organizations
such as Microsoft, Accenture, Deloitte,
KPMG, Infosys, TCS, Wipro and IBM
have moved away from the traditional
evaluation, while other organizations
are still evaluating models that suit the
size and scale of the businesses. This
paper attempts to provide features of a
new performance management,
keeping in view of the new millennials
and the new cohort group “Generation
Z” that began to join the workforce
recently.
Instant feedback
Majority of the c urrent workforce are
millennials,who are born between
1980s and early 1990s.Millennials are
outgoing, assertive and team up
quickly (Howe and Strauss, 1992;
Chillakuri andMogili, 2018). These
cohort groups preferfrequent, instant
and more feedback.Millennials have
less patience andthus hesitate to wait
until the year endto know about their
performance.Current performance
methods evaluat e the performance
annually or bi-annually in some
organizationsand so is the
communicationto the individuals. As
millennials pre fer frequent and instant
feedback, it islikely that they do not
agree with their managers in case of a
negative feedback. While the research
on millennials continues, researchers
are confrontedwith another cohort –
Generation Z –who are born after
1995. These cohorts are students,
who have just startedto join the
workforce. Researchers admit that
very little is knownabout them; they
are consideredas early starters,
technogeeks,entrepreneurial and
multi-taskers (Chillakuri and
Mahanandia, 201 8).Like millennials,
they are engaging andprefer
Bharat Kumar Chillakuri
is based at the Department of General
Management & Strategy, Indian Institute
of Foreign Trade –Kolkata Campus,
Kolkata, India.
PAGE 40 jSTRATEGIC HR REVIEW jVOL. 19 NO. 1 2020, pp. 40-42, ©EmeraldPublishing Limited,ISSN 1475-4398 DOI 10.1108/SHR-02-2020-175
To continue reading
Request your trial