In this paper the so-called Generation Y and its impact on education and counseling is examined. The shared experiences of this group of individuals are identified, which contribute to the defining characteristics of this generation. The implications of these characteristics for the learning styles of Gen Yers are discussed. Recent research has shown that Gen Y differs from previous generations in several ways. Most importantly, Gen Y students have developed a different brain structure, which processes and uses information in a way that is radically different from previous generations (Abram, 2007; Black, 2010; Doidge, 2008; Prensky, 2001a,b,c; & Oblinger, 2003). In this paper the inevitable consequences suffered when schools do not specifically address Gen Y’s unique learning styles are explored and outlined. Further, ways in which school counselors and student advocates can address the needs of these students to give them all of the skills they need to succeed in school are examined. / text

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The Baby Boomers are retiring and Generation X isn’t large enough to compensate for the lack of manpower in the workforce. Generation Y will fill the manpower void and employers will need to effectively attract, retain and manage them to stay successful in the future. Many Generation Y employees are quitting in the first year and managers are finding it more difficult to retain them. This thesis offers discussion and analysis of common problems associated with managing Generation Y employees and gives solutions and strategies to create a better work environment. / text

Nonprofit fundraisers tend to neglect Generation Y as a prospective target audience because they do not feel they provide a worthwhile return on investment. In reality, this age group made over $9 billion in charitable gifts in 2009, and most who made gifts expect to maintain their support in the future (Bhagat, Loeb, and Rovner 2010). Though their giving capacity ranks far behind that of the older generations that make up the majority of nonprofit donor rosters today, as the population ages, older donors will eventually vacate that position and it will be filled by younger donors as they mature in age and means. To establish strong foundations for future support within this cohort, it is important to begin building relationships with them sooner rather than later. Because Generation Y communicates and interacts in significantly different ways from their parents' and grandparents' generations, fundraisers must develop new strategies for reaching and engaging this audience to steward them into long-term giving relationships. / text

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Sverige står inför en stor generationsväxling de närmaste åren. Rekordgenerationen ska pensioneras och därmed ersättas av de yngre generationerna. I samband med generationsväxlingen sker det en kvalitativ förändring eftersom de olika generationerna har olika erfarenhet och värderingar. Dessa värderingar ligger till grund för hur individer driver företag, hur de prioriterar sin arbetstid och hur de lever sitt liv. Med tanke på vilka värderingar som styr de olika generationerna, tillsammans med att Generation Y börjar inta arbetsmarknaden, är det intressant att se om individers generationstillhörighet avspeglas på sättet de ser på ledarskap. Syftet med uppsatsen är att undersöka om de skillnader i värderingar som finns hos Rekordgenerationen och Generation Y är tydliga på arbetsplatsen, samt hur dessa påverkar sättet de olika generationerna ser på ledarskap. I avsikt att uppfylla studiens syfte, har vi genomfört tolv intervjuer sammanlagt med sex respondenter ur respektive generation. Studien har därmed en kvalitativ ansats. Utifrån undersökningen studerades respektive generations värderingar inom arbetslivet samt synen på ledarskap utifrån tre teman; ledarens egenskaper, karaktärsdrag och attityder samt makt och medbestämmande. Teorier inom ledarskap, värderingar, makt och empowerment samt tidigare studier om respektive generation har tillämpats i studien. Vi har utifrån studien uppmärksammat skillnader i värderingar hos de olika generationerna inom arbetslivet och deras olika sätt att se på ledarskap. Sammanfattningsvis visar studien att Generation Y vill ha en mer coachande ledare, de söker ständigt efter drömjobbet samt att de gillar att jobba självständigt. Rekordgenerationen vill ha en ledare som är tydlig, de är mycket lojala och de vill få arbetsuppgifter delegerade till sig i en högre grad än Generation Y.

Purpose – The purpose of this paper is to identify the expectations of the workingGerman Generation Y regarding its current work and employer. As a result, the mainelements which could be considered by companies to retain the Generation Y inGermany will be pointed out and discussed.Design/methodology/approach – Semi-structured interviews were used in order toexplore the work expectations of this young generation within a German company. Anon-probability and purposive sample was used and six respondents part of theGeneration Y and working in the same company were interviewed. Furthermore, aseventh interview was conducted with the HMR of the company.Findings – Several findings are consistent with previous results of Gen Y from othernationalities than Germany such as the importance of varied tasks, opportunities forself-development, responsibilities and a pleasant working atmosphere. However,differences were found in particular regarding the importance of the work-life balanceand new expectations such as trust, autonomy and internationality have been broughtto light. Furthermore, several findings are also consistent with other studies aboutemployee retention, commitment and job satisfaction.Originality/value – This research extended previous studies of the expectations of theGeneration Y by providing firstly findings for Germany, a country where such studieshave not been conducted yet and secondly by focusing on the Generation Y who isalready working and therefore not studying anymore.

Ett arbetgivarvarumärke syftar till att organisationen bygger upp ett varumärke som arbetsgivare för att lättare kunna attrahera och behålla rätt kompetens. Det är viktigt att organisationen anpassar sitt arbetsgivarvarumärke för att attrahera och behålla generation Y som medarbetare då den yngre generationen kommer in på arbetsmarknaden i allt större utsträckning de kommande åren. Studien syftar till att öka förståelsen för hur arbetsgivare inom den offentliga sektorn kan arbeta med arbetsgivarvarumärken gentemot generation Y för att bli attraktiv som arbetsgivare. Utifrån studiens teoretiska referensram, som utgår från teori om generation Y och arbetsgivarmärken, har kvalitativa intervjuer genomförts. I studien diskuteras vilka strategier och utmaningar som finns inom den offentliga sektorn för att attrahera och behålla generation Y som medarbetare. Studiens resultat visar att meningsfullhet, utveckling, trygghet samt kommunikation är fyra olika områden som den offentliga sektorn kan arbeta utifrån i sitt arbetsgivarvarumärket gentemot generation Y.

Background: Since the early 1990s, the market for luxury goods has been growing at an unprecedented pace (Granot et al., 2013). Formerly exclusively targeting the richest of the rich, nowadays luxury products are aiming at a broader and considerably younger customer base, the Generation Y (Truong, 2010). Current studies suggest that luxury goods consumption is driven by a need to signal prestige (Grotts & Widner-Johnson, 2013; Nelissen & Meijers, 2011). However, this need can only be fulfilled when a signal is interpreted in the intended way. Nelissen & Meijers (2011) among others believe that a reliable signal can yield “fitness benefits”. Although researchers agree on the outcome of the signaling game, there appears to be no consensus on “what” a product should look like in order to serve as a reliable signal. Purpose: This thesis investigates the impact of brand prominence on perceived “fitness benefits” among Generation Y consumers in the context of luxury fashion clothing. Method: To meet the purpose of this thesis a quantitative study was conducted. The data was collected through a social experiment among students at Högskolan i Jönköping. The participants were randomly presented with one of three visual cues, capturing Brand Prominence by a person wearing t-shirts with differently sized brand logos. An oral survey was then conducted by which the attributed social "fitness" of the depicted person was assessed. Conclusion: The overall results of this study suggest that Brand Prominence has not as much impact on Generation Y consumers than suggested by previous research. Empirical evidence is provided that the signaling process is not as straight forward as proposed by Nelissen & Meijers (2011) or Veblen (1899). The signaling process among Generation Y consumers is (a) influenced by the recipient’s characteristics and (b) by the subtlety of the signal. Furthermore, current studies suggest in accordance with the obtained results a shift form Luxury Consumption to the phenomenon of Luxury Experience. This implies the necessity for luxury manufacturers to adapt to new levels of complexity created by a demographically and geographically heterogeneous consumer landscape, characterized by a new way of Costly Signaling.