Generation Z software employees turnover intention

Abstract

This study applied the social exchange and social identity theories to investigate the association among resonant leadership, self-efficacy, organizational identification, work performance, and turnover intentions in Generation-Z (Gen-Z) software professionals. The study sampled 73 leader-subordinate dyads from 10 large-scale software companies in India through an online survey. Hierarchical linear modeling, including multilevel mediation, was conducted to test the proposed model. The results of this study revealed the cross-level effect of resonant leadership on the work-related outcomes among the Gen-Z software operators based on two psychological mediators, namely, self-efficacy and organizational identification. It suggests that resonant leadership could be the potential driver to manage the predominant psychological factors of the incoming cohort group of Gen-Z software professionals, which yield positive work outcomes. Based on the empirical evidence, the software companies can devise suitable intervention mechanisms to enhance productivity and reduce turnover intentions of the Gen-Z cohort. Thus, this study is a novel attempt to establish a comprehensive theoretical framework that provides a broad scope for future research to investigate the mechanisms which manage the expectations of Gen-Z cohorts.

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

“…Meanwhile, the ability to empathize, which is among the universal characteristics that a good leader should possess, improves commitment of employees to their organizations and their sense of trust and motivates Generation Z (Kasaroğlu, 2021;Gaan and Shin, 2022). From the perspective of Generation Z, a real and effective leader should show empathy, develop a friendly relationship with employees in the working environment and be humble (Singh and Dangmei, 2016;Grow and Yang, 2018;Aydoğdu and Kara Özkan, 2021;Diz, 2021;Dwidienawati et al, 2021;Demirbilek and Keser, 2022;Tidhar, 2022).…”

“…A condition for creating this awareness is empathic communication. The leader's humility affects the level of effective leadership (Poyraz and Atalay Cilveoğlu, 2020) positively, improves employees' commitment to their organizations and their sense of trust, and motivates Generation Z (Kasaroğlu, 2021;Gaan and Shin, 2022). Similarly, for the participants, empathy is necessary for communication.…”

The Moderating Effect of Flexible Work Option on Structural Empowerment and Generation Z Contextual Performance

“…Studies have indicated that Gen Z employees differ from members of Generation Y (Millennials) (born between 1980 and 1994) [ 5 , 6 , 7 ]. Generation Z workers need more structural empowerment from their leaders to perform better at work [ 8 ].…”

“…Hence, it is important that businesses discover ways to boost and improve Gen Z employees’ work performance. Furthermore, Generation Z is also more pragmatic, impatient, adaptable, braver, optimistic about the future, and has more realistic work expectations than Millennials because they do not understand the concept of struggling [ 5 , 6 , 7 ]. They constantly seek out new opportunities and motivations, and they have no fear of change [ 5 , 9 ].…”

“…In order to adapt to the economic changes in the business environment of today, most Chief Executive Officers (CEOs) are looking to non-traditional work-life benefit initiatives. Schedule flexibility may have a good impact on employees’ health, work-life balance, and job happiness, according to studies [ 7 , 10 , 11 ]. As a result, employees would perform better on the job and have lower absence and attrition rates.…”