{"title":"拉脱维亚千禧一代IT专业人员的动机管理","authors":"S. Gribanova","doi":"10.2991/aebmr.k.200509.088","DOIUrl":null,"url":null,"abstract":"The results of an empirical study based on an online survey of IT professionals in Latvia, who belong to Millennial Generation (Generation Y) are presented in the paper. This is the latest generation that entered the labour market. This generation is different from all previous generations. It is the most professional and the most educated generation. Millennials have their own expectations from workplace, preferences, and needs. Management of this generation is a very special task for HR specialists. The article presents the characteristics of the new generation, describes their motivations to work, conditions for dedication to the company, analyses possible incentives to increase labour efficiency, and describes a scheme of managing Millennial Generation Employees.","PeriodicalId":191445,"journal":{"name":"Proceedings of the International Conference on Economics, Management and Technologies 2020 (ICEMT 2020)","volume":"46 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2020-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Managing of Motivation for Millennial IT Professionals in Latvia\",\"authors\":\"S. Gribanova\",\"doi\":\"10.2991/aebmr.k.200509.088\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"The results of an empirical study based on an online survey of IT professionals in Latvia, who belong to Millennial Generation (Generation Y) are presented in the paper. This is the latest generation that entered the labour market. This generation is different from all previous generations. It is the most professional and the most educated generation. Millennials have their own expectations from workplace, preferences, and needs. Management of this generation is a very special task for HR specialists. The article presents the characteristics of the new generation, describes their motivations to work, conditions for dedication to the company, analyses possible incentives to increase labour efficiency, and describes a scheme of managing Millennial Generation Employees.\",\"PeriodicalId\":191445,\"journal\":{\"name\":\"Proceedings of the International Conference on Economics, Management and Technologies 2020 (ICEMT 2020)\",\"volume\":\"46 1\",\"pages\":\"0\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2020-05-12\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Proceedings of the International Conference on Economics, Management and Technologies 2020 (ICEMT 2020)\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.2991/aebmr.k.200509.088\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Proceedings of the International Conference on Economics, Management and Technologies 2020 (ICEMT 2020)","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.2991/aebmr.k.200509.088","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Managing of Motivation for Millennial IT Professionals in Latvia
The results of an empirical study based on an online survey of IT professionals in Latvia, who belong to Millennial Generation (Generation Y) are presented in the paper. This is the latest generation that entered the labour market. This generation is different from all previous generations. It is the most professional and the most educated generation. Millennials have their own expectations from workplace, preferences, and needs. Management of this generation is a very special task for HR specialists. The article presents the characteristics of the new generation, describes their motivations to work, conditions for dedication to the company, analyses possible incentives to increase labour efficiency, and describes a scheme of managing Millennial Generation Employees.
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