Examining the Role of Supervisor Support on Generation Z's Intention to Quit

Abstract

The purpose of this research is to examine Generation Z’s unmet expectations and work-related boredom and its impact on their intention to quit. The study investigates the moderating role of the supervisor support in the relationship between work-related boredom and intention to quit. This research advances the understanding of the adverse effects of employees' unmet expectations and work-related boredom. Generation Z joins the organizations with unrealistic expectations of work that, in turn, promote lower levels of commitment and higher turnover, and therefore warrants more research. Data were collected from 336 Generation Z respondents working in the information technology industry. The data were analyzed using least square regressions and bootstrapping techniques. The findings confirm that supervisor support moderates the relationship between work-related boredom and employees’ intention to quit such that if the degree of supervisor support is higher, then the relation is weaker. HRM practitioners need to be candid in explaining the job description and job specifications during the interview; more importantly, organizations need to address the expectations even before they are hired. The findings indicate that high supervisor support buffers the adverse effects of unmet expectations and work-related boredom. The study suggests that coaching could be an effective tool to support Generation Z’s aspirations and well-being in the workplace. Therefore, organizations should make coaching a key element in the organization’s culture and part of a manager's job.

The roles of experience and gender in shaping work values

“…However, studies investigating the relationship between experience and work values have produced mixed findings. Some studies suggest that individuals who have more education and professional experience value extrinsic factors more than intrinsic factors, whereas those with less education and professional experience value intrinsic factors more than extrinsic factors (Chillakuri, 2020;Warr, 2008;Wilmers and Zhang, 2022). Others report that those with more education and experience value intrinsic factors more than extrinsic ones (Kalleberg and Marsden, 2019).…”