Generation Z for Job Employment: Characteristic and Expectation

Said, Ruhil Amani; Rashid, Mas Anom Abdul; Othman, Mohd Azman

doi:10.6007/ijarbss/v10-i3/7072

Cited by 3 publications

(3 citation statements)

References 4 publications

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“…They are motivated by a sense of purpose and a wish to contribute positively to the world. According to various sources Huțanu et al, 2018;, Generation Z stands out for their individualistic and independent mindset (Said et al,2020;Fodor et al, 2017;Barnes & Noble College Insights, 2018;. They are also called the DIY (Do It Yourself) generation Huțanu et al, 2018;Barnes & Noble College Insights, 2018) for their creative and innovative abilities Lalić et al,2020;.…”

Section: Discussionmentioning

confidence: 99%

Generation Z – A New Lifeline: A Systematic Literature Review

Jayatissa

2023

SL J. Soc. Sci. Hum.

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A generation is a group of people who share similar birth years, life experiences, and cultural influences. Generation Z is the current generation that has attracted much attention from researchers and practitioners. They are defined as those who were born after 1995 and are characterized by their digital nativism and unique characteristics. The aim of this paper is to understand how Generation Z distinguishes itself from previous generations, especially in terms of its values, attitudes, and behaviours. For this purpose, a systematic literature review was conducted using Google Scholar as the main database. The search results were filtered using inclusion and exclusion criteria based on the relevance, quality, and recency of the sources. The main findings of the review are that Generation Z are born after 1995 and are known as digital natives who are proficient in using technology and social media. They also possess unique characteristics such as being entrepreneurial, socially conscious, pragmatic, and diverse. The paper concludes that Generation Z is a distinct generational cohort that requires further research and attention from various stakeholders.

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Section: Discussionmentioning

confidence: 99%

Generation Z – A New Lifeline: A Systematic Literature Review

Jayatissa

2023

SL J. Soc. Sci. Hum.

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“…The distinctive features of Generation Z involve high selfconfidence, knowing what they want, high awareness, ability to express themselves well, wanting to be in control and high sensitivity to social events, independence, being introvert, dissatisfaction, being free-rider, making friends on social media, being weak in social relations, being pragmatic, enterprising and humanist. Moreover, they are tolerant and understanding; their interests are quite high, and they have the ability to perform multiple tasks at the same time (Kütükçü, 2015;Lanier, 2017;Arar and Öneren, 2018;Said et al, 2020;Yılmaz, 2020;Bulut and Maraba, 2021;Duger, 2021;Kılınç and Varol, 2021;Sakdiyakorn et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Digital natives of the labor market: Generation Z as future leaders and their perspectives on leadership

Yılmaz,

Dinler Kısaçtutan,

Gürün Karatepe

2024

Front. Psychol.

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IntroductionToday’s labor market is comprised of different generations and in the near future, the majority of it will consist of Generation Z. In this respect, it is of great importance to know the perspective of Generation Z, which will take its place in leadership positions in organizations, on leadership and what kind of leader they will be. The present study probes to investigate how Generation Z will become a leader and their perspective on leadership. In this regard, the study aims to offer suggestions and guidance to the literature and organizations by providing information on what kind of leaders they will be as well as knowing the characteristics of Generation Z leaders.MethodsIn the study conducted Generation Z, employed in the IT sector, semi-structured interviews were held with 13 participants. While analyzing the data obtained from the interviews, the MAXQDA 2020 program was utilized and the thematic analysis method was applied.ResultsIn our findings about how Generation Z will be leaders in the future, two themes were identified, which include intra-organizational communication and working conditions. In the light of findings on the leadership of Generation Z, the sub-themes of being supportive, empathetic, egoless, managing people well and managing with love and respect were reached on the theme of intra-organizational communication. On the other hand, on the theme of working conditions, sub-themes such as providing training, offering payment according to output, preferring flexible working hours, being friendly, assigning appropriate work to the employee, being fun and not giving importance to gender were identified.DiscussionThe results revealed that Generation Z prefers managing their team with a people-oriented approach when they take leadership positions. From their perspective, the leader should understand and value his employees. Leaders who know the expectations of Generation Z will contribute to their organizations. In addition, organizations should improve their leadership skills by providing leadership training for Generation Z, who will be leaders in the future. In this way, they will make investment both in their leaders and their organizations.

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“…The development of knowledge through internet usage has become an essential chunk in most Gen Z’ers who use mobile technology to a great extent. To keep in touch with their family and friends, Gen Zers use the internet every second (Said et al , 2020). Additionally, the amplified consumption of mobile technology and the internet has encouraged Gen Z’ers to spend additional time on social media and smartphones.…”

Section: Introductionmentioning

confidence: 99%

Transforming people practices by re-structuring job engagement practices for generation z: an empirical study

Pandita

Kumar²

2022

IJOA

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Purpose This paper aims to develop the readers’ understanding of the transforming role of job engagement (JOB) drivers, specifically for Gen Z in information technology (IT) Companies across India. It measures the association of JOB and perceived organizational support (POS), perceived supervisor support (PSS) and co-worker relationship (COP) with a very special reference to Gen Z. Design/methodology/approach A total of 302 survey-based responses were collected. To test the conceptualized model of JOB, structural equation modeling was used. Confirmatory factor analysis was conducted using the AMOS platform toward determining the reliability and validity of the individual constructs and the overall model. Findings All three dimensions, namely, POS, PSS and COP, are positively related to JOB. Out of the three, the most contributing extent in engaging Gen Z is PSS. Research limitations/implications A conceptual framework of Gen Z engagement drivers could help human resource (HR) researchers fine-tune Gen Z employees’ retention strategy. The paper shows that it is not about pandering to them but about eliminating blocks so that Gen Z can deliver the future business. Practical implications The outcomes may aid establishments and policymakers in advancing and improving HRs policies in engaging Gen Z, who have started entering the organizations. Originality/value JOB practices can add to the determinations of the HRs processes in the IT start-ups organizations in dealing with Gen Z. This research reconnoiters the drivers of engagement strategies directly impacting JOB Gen Z.

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Generation Z for Job Employment: Characteristic and Expectation

Cited by 3 publications

References 4 publications

Generation Z – A New Lifeline: A Systematic Literature Review

Generation Z – A New Lifeline: A Systematic Literature Review

Digital natives of the labor market: Generation Z as future leaders and their perspectives on leadership

Transforming people practices by re-structuring job engagement practices for generation z: an empirical study

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