Work values preferences of Generation Y: performance relationship insights in the Australian Public Service

Abstract

Empirical research to date has provided few insights into the values and performance norms of Generation Y in the workplace. Our exploratory qualitative study treats work values preferences as inferred performance behavior in an attempt to shed light on the Generation Y performance relationship in the Australian Public Service (APS). Adopting a person–organization values fit framework, our study draws attention to how Generation Y employees (N = 60) and older managers (N = 20) shape key aspects of performance around their own different values judgments of APS operational procedures (i.e. ‘unnecessary bureaucracy’ vs. ‘legitimate governance’) and merit-based promotion (i.e. ‘it’s just wasting people’s time’ vs. ‘younger employees expect too much, too soon’). Findings suggest areas of work supportive of an efficient Generation Y performance relationship (i.e. Generation Ys’ work ethic), as well as inefficient areas of performance where managers and Generation Y hold different work values preferences (i.e. unrealistic expectations; underperforming colleagues; decision-making processes). Performance implications associated with how managers may respond to the work values preferences of Generation Y are discussed.

Keywords:

• Generation Y
• performance
• person-organization values fit
• public service
• work values

Disclosure statement

No potential conflict of interest was reported by the authors.

Notes

1. The APS carries out the public administration of the Commonwealth of Australia. As at June 2012, Generation Y employees (aged 18–29) represented 14.6% of the total 154, 307 APS ongoing (excluding casual/contract staff) employees (Australian Public Service Commission [APSC], 2013a).

2. In Australia, public service values are given legal significance under the Public Service Act 1999 (revised in 2013 to comprise a smaller set of core values) and codified under ethical and leadership frameworks (Nanschild, 2008). Employment principles based on existing work values state the ‘APS is a career-based public service that: makes decisions relating to engagement and promotion that are based on merit’; and ‘provides flexible, safe and rewarding workplaces where communication, consultation, cooperation and input from employees on matters that affect their workplaces are valued’ (APSC, 2013b).

3. Roles within the APS are defined by three broad hierarchical levels: APS 1–6 (Departmental Officer), Executive Levels (EL) 1 (Assistant Director) and 2 (Section Head/Director), and the Senior Executive Service (SES).