Expectations and Requirements of Generation Z  towards Salary

Kupczyk, Teresa; Rupa, Piotr; Gross-Gołacka, Elwira; Urbańska, Kamila; Parkitna, Agnieszka

doi:10.35808/ersj/2564

Cited by 4 publications

(4 citation statements)

References 4 publications

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“…Thus, their expectation of the security of stable employment (Deloitte, 2018) and satisfactory remuneration (Kupczyk et al, 2021;Fazlagić, 2008;Borges et al, 2010;Employer Brand Research, 2019) has been extended to other areas, such as maintaining good health through additional private healthcare or subsidised food at work. Generation Z depends on the level of fulfilment of their expectations from their job and employer on the technological sophistication of the equipment they use at work, as other studies have already pointed out (Mengying, 2023), nevertheless they are now strongly betting on the possibility of using digital technologies to support a mobile work mode (e.g., e-work, cloud, etc.…”

Section: Discussionmentioning

confidence: 99%

Level of Fulfilment of Expectations towards Work and Employer of Generation Z Employees

Kupczyk,

Gross-Golacka,

Rupa

2023

ERSJ

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Purpose:The main objective of the research was to identify, analyse and diagnose the level of fulfilment of expectations towards work/service and employer of Generation Z employees, as well as the key factors influencing it. Design/Methodology/Approach: In order to verify the hypotheses posed, the literature analysis and critique method, the diagnostic survey method and statistical methods were used. The study was conducted on the basis of a survey questionnaire, with a randomly selected research sample of 2234 Generation Z people. Column proportions tests were used to determine significant differences in responses between individuals with different education, place of residence and experience in candidate military service. Relationships between variables were tested using Pearson's linear correlation coefficient and also based on the coefficient of the multiple regression model. Findings: The level of fulfilment of expectations towards work/service and employer of Generation Z people is not high and is shaped by many factors. It has been found that the higher the sense of fulfilment of expectations towards work/service and employer of Generation Z people, the higher their motivation to work, willingness to comply with rules, additional medical care, additional group insurance, higher commitment to work, higher acceptance of the service hierarchy, greater gender equality in the organisation and their higher level of coping with uncertainty/unpredictability. Practical Implications: The practical business implications are mainly concerned with the possibility for managers to use the findings in the process of managing Generation Z employees. Originality/Value: Education and experience in candidate military service were found to significantly differentiate the fulfilment of job/service and employer expectations among Generation Z.

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Section: Discussionmentioning

confidence: 99%

Level of Fulfilment of Expectations towards Work and Employer of Generation Z Employees

Kupczyk,

Gross-Golacka,

Rupa

2023

ERSJ

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“…The autonomy to decide for themselves when and from where to work is highly valued, so a better work-life balance is sought (Ngoc et al, 2022;Chillakuri, 2020;Sánchez-Hernández et al, 2019). Some research studies, as well as the experiences of HR managers, point to unrealistic expectations of today's young generation regarding appreciation as an important asset (Ngoc et al, 2022) and the level of wages (Kupczyk et al, 2021). On the other hand, the research findings of some other authors suggest that salary is valued less by Gen Z than by other generations (Ngoc et al, 2022).…”

Section: Theoretical Background To the Studymentioning

confidence: 99%

What (De)motivates Gen Z Women and Gen Z Men at Work? Comparative Study of Gender Differences in the Young Generation’s Motivation

Lašáková,

Vojteková,

Procházková

2023

Journal of Business Economics and Management

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This study responds to the call for a more nuanced understanding of intragenerational variations and provides a detailed insight into how men and women in Generation Z perceive work motivation. Unlike most prior studies with a similar focus, this study is qualitative, employing a specific method of empathy-based stories (MEBS) to capture the (de)motivators in Gen Z directly through their native point of view. On a sample of 437 business students, the vast majority of whom reported having work experience, results reveal that Gen Z women pay significantly more attention to social aspects of interpersonal relationships at the workplace, intrinsic factors of having a dream job, low levels of routine, experiencing job success, and an extrinsic need to receive recognition for the work done, while Gen Z men are more attentive to the altruistic factor of making a meaningful difference at work, extrinsic factor of benefits, and leisure-related aspects of happy personal life and no stress at work. Findings inform evidence-based motivation policies, which may help target more precisely recruitment and motivation programs in companies.

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“…In addition, Gen Z is also very aware of the cost of living and understands that when inflation raises the price of goods and services, the take home pay they receive does not increase at the same rate. For this reason, Gen Z is more critical about work, and demands a more equitable take home pay (Agarwal & Vaghela, 2018;Kupczyk et al, 2021). Moreover, even though Gen Z has high self-confidence and optimism about future financial conditions (Sánchez-Hernández et al, 2019), they are also cautious and have a more hedonistic lifestyle than other generations (Dwidienawati & Gandasari, 2018).…”

Section: Introductionmentioning

confidence: 99%

Work-Life Balance, Take Home Pay and Workplace Environment: Which One has the Most Influence toward Employee Performance on Gen Z?

Hakim

2023

j. sos. hum. pend.

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The business landscape is changing significantly and increasing the intensity of competition among companies around the world. Under these conditions, companies need to focus on improving the performance of their employees so that they have a better competitive advantage than their competitors. Various strategies that can be considered, for example, are through a work-life balance, take home pay, and workplace environment. This study aimed to analyze and determine the effect of work-life balance, take home pay, and workplace environment toward employee performance of Gen Z in Indonesia. The approach used was a quantitative approach, with data obtained from Gen Z who worked in private companies in Indonesia from March to July 2023. During the data collection period, a sample of 202 respondents was obtained through an online survey mechanism. The data collected was then analyzed using multiple linear regression analysis involving control variables in the form of gender and marital status, so that five different analysis models were obtained. The results of the study showed that: a) work-life balance has a positive and significant effect on employee performance; b) take home pay has a positive and significant effect on employee performance; c) workplace environment has a positive but not significant effect on employee performance; d) collectively, work-life balance, take home pay, and workplace environment have a positive and significant effect on employee performance, and; e) take home pay was proven to be the dominant variable in influencing employee performance of Gen Z in Indonesia who are chosen as the research sample.

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Expectations and Requirements of Generation Z towards Salary

Cited by 4 publications

References 4 publications

Level of Fulfilment of Expectations towards Work and Employer of Generation Z Employees

Level of Fulfilment of Expectations towards Work and Employer of Generation Z Employees

What (De)motivates Gen Z Women and Gen Z Men at Work? Comparative Study of Gender Differences in the Young Generation’s Motivation

Work-Life Balance, Take Home Pay and Workplace Environment: Which One has the Most Influence toward Employee Performance on Gen Z?

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