Y Kuşağı Davranışlarının Kariyer Yönetimi Üzerindeki Etkisi: İstanbul Avrupa Yakasında Golf Sektöründe Bir Araştırma
Effect of the Y Generation Behaviours on the Career Management: A Research in the Golf Sector on The European Side of Istanbul

Summary/Abstract: Purpose – The aim of this study was to determine the effect of the perception of generation Y on career trends. The perception and career tendencies of the next generation was examined for demographical differences such as gender, marital status, age, educational status, faculty, department, duration of professional experience, number of siblings, family income, family residence location, the sector in which the father works, the sector in which the mother works, the sector in which the incumbent wants to work, the city of residence. Design/methodology/approach – A regression analysis was carried out with data obtained by 70 golf coaches who are located on the European side of Istanbul. The relationship between Generation Y Perception and Career Tendency was analyzed by Pearson Correlation test. The effects of Generation Y Perceptions on Career Tendency sub-dimensions were tested by multiple regression analysis. The analyses were carried out with SPSS 25.0 commercial statistical software. Findings – The results of the analysis show that, as the use of technology increases, managerial and competitiveness career tendencies increase. As proactivity increases, the level of independence, managerial, private life, competitiveness and dignity will increase; and when sociability increases, the level of independence, administrative, security/stability, privacy and dignity will increase for generation Y. Discussion – Enterprises should provide support to training development activities for Generation Y employees to participate in new projects that will increase their creativity, to participate in decisions by taking the initiative, to reveal or increase their creativity with on-the-job and off-the-job training methods; It should develop strategies to retain and attract personnel and then in line with the human resources management policies in line with the demands of Generation Y in order to employ them for a long time.

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