Zitatform

Wanger, Susanne & Enzo Weber (2023): Arbeitszeit: Trends, Wunsch und Wirklichkeit. (IAB-Forschungsbericht 16/2023), Nürnberg, 43 S. DOI:10.48720/IAB.FB.2316

Abstract

"Der Arbeitsmarkt befindet sich im Wandel: Vier-Tage-Woche, Quiet Quitting, Corona, Arbeitskräftemangel, Generation Z – das sind nur einige der aktuellen Schlagworte. Von diesen Einflüssen ist auch die Arbeitszeitpolitik betroffen. Die Bedürfnisse und Erwartungen der Beschäftigten an die Arbeitszeit haben sich verändert: Eine ausgewogene Work-Life-Balance wird immer wichtiger, auch im Hinblick auf Zufriedenheit und Produktivität. Auf der anderen Seite wird es für die Unternehmen aufgrund des zunehmenden Arbeitskräftemangels immer schwieriger, offene Stellen zu besetzen. Was ist hinter den Schlagworten also der tatsächliche Trend bei der Arbeitszeit? Gibt es unter dem Eindruck von Corona, Generationenwandel und sich verschärfenden Arbeitskräfteengpässen heute den „großen Trend zur Freizeit“? War die Pandemie hier tatsächlich der große Einschnitt? Um diese Fragen zu beantworten, haben wir die Arbeitszeitwünsche der Beschäftigten im Zeitverlauf von 1985 bis 2021 ausgewertet. Die Datenbasis liefert das Sozio-oekonomische Panel (SOEP), das jährlich etwa 30.000 Menschen in knapp 15.000 Haushalten zu ökonomischen und soziologischen Fragestellungen befragt. Insgesamt sind die gewünschten Arbeitszeiten von Vollzeit- und Teilzeitbeschäftigten über die Jahrzehnte hinweg bemerkenswert stabil geblieben. Allerdings ist in den letzten Jahren bei den Vollzeitbeschäftigten im Zeitverlauf ein Trend zu etwas kürzeren gewünschten Arbeitszeiten zu beobachten, der am aktuellen Rand durch die Erfahrungen mit der Pandemie noch etwas verstärkt wurde. Vollzeitbeschäftigte Frauen hätten ihre Arbeitszeit im Jahr 2021 im Durchschnitt gerne in etwas höherem Maße reduziert als vollzeitbeschäftige Männer (-6,2 versus -5,5 Stunden). So lag die gewünschte Arbeitszeit der Frauen im Durchschnitt bei 34,7 Stunden, die der Männer bei 36,8 Stunden. Bei den Teilzeitbeschäftigten hingegen bleibt das Niveau der gewünschten Arbeitszeit im Zeitverlauf relativ stabil, während die geleistete Arbeitszeit seit geraumer Zeit ansteigt. Der mittlere Arbeitszeitwunsch von Frauen beträgt 25,3 Stunden pro Woche, das sind fast 2 Stunden mehr als vor 20 Jahren. Insgesamt liegt ihre tatsächliche Arbeitszeit seit 2019 aber im Durchschnitt leicht über der gewünschten (2021: 0,8 Std.). Bei den Männern überwiegen die Verlängerungswünsche, die gewünschte Arbeitszeit (28,1 Std.) war im Jahr 2021 über eine Stunde höher als die tatsächlich geleistete. Auch unter den geringfügigen Beschäftigten überwiegen die Verlängerungswünsche deutlich, allerdings sind die Arbeitszeitwünsche in den letzten Jahren im Durchschnitt etwas zurückgegangen. Die Differenz zwischen tatsächlicher und gewünschter Arbeitszeit betrug im Jahr 2021 bei Frauen und Männern jeweils rund 4 Stunden, jedoch auf unterschiedlichen Stundenniveaus. Könnten Minijobberinnen ihre Arbeitszeitwünsche realisieren, läge ihre Arbeitszeit durchschnittlich bei 14,7, die der Minijobber bei 17,9 Wochenstunden. Eine Differenzierung der Beschäftigten nach Altersgruppen zeigt, dass bei den bis zu 25-jährigen Beschäftigten vor allem die höhere Tendenz ein Studium aufzunehmen zu geringeren Arbeitszeitwünschen geführt hat. Insgesamt tendieren die Männer in allen Altersgruppen im Schnitt zu kürzeren Arbeitszeiten, häufig im vollzeitnahen Stundenbereich. Generell geht es aber weniger in die Richtung allgemeiner Arbeitsmodelle wie einer Viertagewoche als in Richtung einer weiteren Ausdifferenzierung. Arbeitszeitwünsche ändern sich im Lebensverlauf immer wieder, deshalb sollten Arbeitszeiten individuell und je nach Lebensphase angepasst werden können." (Autorenreferat, IAB-Doku)

Abstract

"The 12th edition of Deloitte’s Gen Z and Millennial Survey looks back to see how the last three years have impacted these generations and finds that while they acknowledge some positive change, they remain deeply concerned about their futures." (Author's abstract, IAB-Doku) ((en))

Zitatform

Aggarwal, Arun, Priyanka Sadhna, Sahil Gupta, Amit Mittal & Sanjay Rastogi (2022): Gen Z entering the workforce: Restructuring HR policies and practices for fostering the task performance and organizational commitment. In: Journal of Public Affairs, Jg. 22. DOI:10.1002/pa.2535

Abstract

"Generation Z, the youngest generation is steadily entering the workforce with an entirely unique perspective on careers and workplace norms. Employers need to embrace this generation cohort and use their strengths while providing meaningful work. In this regard, the paper aims to examine the influence of HR policies and practices on Generation Z, toward job satisfaction using the attraction‐selection‐attrition (ASA) theory and self‐determination theory (SDT). Incorporating structural equation modeling, on a sample of 493 Generation Z employees, this paper came up with findings that flexible work practices, reward and recognition, compensation and benefits, feedback‐seeking behavior and volunteering work positively influence Gen Z. In addition, this paper also reveals that job satisfaction mediates the relationship between HR practices, task performance, and affective organizational commitment. The paper is a novel attempt to sensitize the employers to look beyond the surface by orchestrating a new model for meeting Gen Z expectations. The implications of these findings for theory and practice, as well as its limitations and future directions, conclude the paper." (Author's abstract, IAB-Doku) ((en))

Zitatform

Aldjic, Klaudia & Wendy Farrell (2022): Work and Espoused National Cultural Values of Generation Z in Austria. In: European Journal of Management Issues, Jg. 30, H. 2, S. 100-115. DOI:10.15421/192210

Abstract

"Purpose: Employers face the challenge of preparing for a new, upcoming generational cohort that is different in its expectations of the workplace, which goes hand-in-hand with its values. Therefore, Generation Z in Austria must receive detailed attention because it will make up a significant proportion of the workforce in the future. Questions will emerge about how to recruit this cohort or how to retain them. This research fills this gap by analyzing their espoused national cultural values and corresponding work values while considering the implications of the SARS-CoV-2 pandemic. This quantitative research surveyed 137 Austrians from Generation Z. The results show a low Power Distance score, concluding that Austrian Generation Z does not prefer unequally distributed power; a low preference for Collectivism, a higher preference for Uncertainty Avoidance, and lower Masculinity. In terms of work values, Austrian Generation Z demonstrated the strongest preference for intrinsic and social rewards and emphasized the importance of offering benefits such as remote work opportunities and flexibility in scheduling work. This study shows that espoused national cultural values impact work values in the context of Austrian Gen Z. Thus, both the espoused national cultural framework and the work values framework can be considered suitable for investigating values differences. Human Resources practices should be adapted to successfully recruit and retain Austrian Generation Z. This research is among the early attempts to not only understand how espoused national cultural values and COVID impact the work values of Generation Z in Austria. The smaller sample size and the over representation of females impact the extent to which findings can be generalized to all of Generation Z in Austria. Future research should expand the sample within Austria and internationally." (Author's abstract, IAB-Doku) ((en))

Zitatform

Becker, Karin L. (2022): We want connection and we do not mean wi-fi: examining the impacts of Covid-19 on Gen Z's work and employment outcomes. In: Management Research Review, Jg. 45, H. 5, S. 684-699. DOI:10.1108/MRR-01-2021-0052

Abstract

"Purpose: This study aims to examine how members of Gen Z are impacted by Covid-19, specifically focusing on their professional opportunities, work preferences and future outlook. Design/methodology/approach A survey consisting of 24 questions including a Likert scale, multiple choice and open-ended was created to understand how members of Gen Z perceive Covid-19 impacting their education, employment, mental health and relationships. The survey was disseminated to employees of a corporate restaurant franchise, Christian college admissions and guidance non-profit, and online through social media including Instagram, Facebook, Reddit and LinkedIn. A total of 517 respondents completed the survey. Survey participants came from 29 states and 6 countries. Findings Results highlight Gen Z overwhelmingly values interpersonal connections, wants to Zoom less and work more in-person. The findings help anticipate potential professional gaps due to Covid-19 restrictions, as well as point out how Gen Z is markedly different in terms of workforce trends. Content analysis from an open-ended question reveals the extent of disruption Gen Z has experienced, adversely affecting their career plans and stalling professional development. Yet, despite these setbacks, Gen Z maintains a cautiously optimistic future outlook. Research limitations/implications Limitations to the study include the sample is largely comprising White women so the generalizability of results may be limited and the self-reporting nature of the survey may pose problems with method variance. Practical implications These findings have implications for Millennials as managers as they identify where resources should be invested including strengthening interpersonal communication skills, providing mentoring opportunities and appealing to their financial conservatism to recruit and retain Gen Z employees. The changes in telecommuting preferences and desire for more interpersonal and in-person communication opportunities highlight how Gen Z is markedly different than previous generations. Social implications Gen Z’s optimistic future outlook conveys a sense of resilience and strength in the face of stress. Rather than engaging in cognitive distortions and over generalizations when stressed, results show Gen Z is able to find healthy alternatives and maintain optimism in the face of stress. Additionally, due to the extent of isolation and loneliness Gen Zers reported, the value of in-person connections cannot be overstated. As results convey a sense of being overlooked and missing out on so many rites of passage, inviting Gen Zers to share how they have been impacted, recognizing their accomplishments and listening to them may go a long way to develop rapport. Originality/value This study differs from others because it takes a generational look at Covid-19 impacts. The qualitative nature allows us to hear from members of Gen Z in their own words, and as a generational cohort, their voices inform workplace attitudes, practices and managerial procedures." (Author's abstract, IAB-Doku) ((en))

Zitatform

Benítez-Márquez, María Dolores, Eva María Sánchez-Teba, Guillermo Bermúdez-González & Emma Sofía Núñez-Rydman (2022): Generation Z Within the Workforce and in the Workplace: A Bibliometric Analysis. In: Frontiers in psychology, Jg. 12, S. 16 S. DOI:10.3389/fpsyg.2021.736820

Abstract

"This article aims to improve the knowledge on Generation Z as employees within workforce and in the workplace, as well as on the main thematic trends that drive the research on the topic. To this end, and using bibliometric techniques, a sample of 102 publications on this subject from Web of Science between 2009 and 2020 is analyzed. Research discusses the most published and most cited authors and journals to have a broad view of the context of the subject. Later, through a longitudinal view, the study mainly focuses on analyzing the evolution of thematic clusters, to assess the progress of the themes, as well as the network around the principal motor cluster of each period. The obtained results suggest a hardly developed topic, which started to draw attention in 2018, while still having a wide margin for growth. The core of research on the topic has evolved around “Generation-Z” “generations,” “workplace,” “management” and “attitudes,” “leadership,” “career,” or “learning-teaching-education,” although a low keyword stability among periods was noted. There is a need for further development on a variety of aspects regarding this generation and the labor market, as the study shows a clear orientation toward management and generational diversity within the workplace." (Author's abstract, IAB-Doku) ((en))

Zitatform

Boer, Peter de & Prantik Bordoloi (2022): Nationality differences in Gen Z work values: an exploratory study. In: Journal of International Education in Business, Jg. 15, H. 2, S. 373-392. DOI:10.1108/JIEB-09-2021-0088

Abstract

"Purpose: Generation Z (Gen Z) will account for a growing proportion of the global workforce in the coming years. Therefore, it is vitally important to understand this generation’s unique perspectives and preferences regarding work. This exploratory study aims to examine the prioritisation and desirability of Gen Z work values according to respondents’ nationality. Design/methodology/approach Data for this study were collected through a survey among 1,188 undergraduate students enrolled in one university each in China, Germany, the Netherlands and Thailand. ANOVA test and Tukey post hoc analysis were used to find out the difference between the groups based on nationality. Findings indicate that nationality serves as a key differentiator in work value preferences. The findings challenge the concept of a global Gen Z as only two of the measured values, learning and visible results, were found to have universal appeal across the nationality groups. In spite of increased levels of global interconnectedness and accompanying crossvergence of values, the results show significant statistical differences in work values based on the respondents’ nationality. Research limitations/implications Because of the scope and explorative design of the present study, it cannot be certain that the findings are exclusively from Gen Z characteristics or influenced by other, non-cultural, variables. Practical implications This study suggests there is a need for study programs at a tertiary level to embed experiential learning components and individual study pathways in their curricula to enable students to develop realistic expectations about the workplace and their place in it. In turn, these programs will be able to develop a competitive advantage in higher education landscape. Originality/value The insights gained can be leveraged by internationally oriented study programs, such as International Business (IB), to better address Gen Z needs and expectations." (Author's abstract, IAB-Doku, © Emerald) ((en))

Zitatform

Dobrowolski, Zbysław, Grzegorz Drozdowski & Mirela Panait (2022): Understanding the Impact of Generation Z on Risk Management - A Preliminary Views on Values, Competencies, and Ethics of the Generation Z in Public Administration. In: International journal of environmental research and public health, Jg. 19, H. 7. DOI:10.3390/ijerph19073868

Abstract

"Gen Z, people born in the Internet age, are entering the labor market and soon will be responsible for public administration. Such a situation creates the need to study their professional motivations and competencies. We aim to determine: (1) What are the motivating factors of Gen Z representatives? (2) What is the factor’s structure of competencies of Gen Z employees? (3) Do Gen Z’s interest in public administration result from their needs to realize the public interest? These questions are fundamental for the strategy of hiring and training newcomers. This original paper’s insights have emerged iteratively based on a systematic literature searching method and data obtained from the surveys (n = 335). Research of Polish representatives of Gen Z showed that their expectations are similar to those found in other countries. However, their responses suggest that ethical issues are not the most important for them. The presence of generation G on the labor market will generate a paradigm shift in the activity of companies and public institutions that will be the employers of these young people. Reconfiguration of the principles of human resource management is necessary so that organizations benefit from the qualities of generation Z —they gravitate towards gamified processes because of mobile-centricity; they are natives of global communication, self-learners, and self-motivators; they appreciate transparency." (Author's abstract, IAB-Doku) ((en))

Zitatform

Drexler, Julia & Katharina Eggersdorfer (2022): Analyse des Stellenwerts von Employer Branding in den Generationen Y und Z. (Rosenheim papers in applied economics and business sciences / Technische Hochschule Rosenheim 5), Rosenheim, 38 S.

Abstract

"Infolge des voranschreitenden demografischen Wandels steht der Arbeitsmarkt vor einer großen Wende. Durch den Übergang von geburtsstarken Jahrgängen in den Ruhestand wird die Zahl der Erwerbstätigen in den nächsten Jahren sinken. Darüber hinaus soll sich, laut dem Statistischen Bundesamt, bis zum Jahr 2060 die deutsche Bevölkerung von aktuell 83,2 Mio. Menschen auf 74,3 Mio. bei schwächerer Zuwanderung und auf 78,2 Mio. bei durchschnittlicher Zuwanderung reduzieren. Dieser geschmälerte Pool aus potenziellen Arbeitskräften führt zu einer Verstärkung des "war for talents" und folgend zu einer Notwendigkeit stärkerer Anstrengungen der Unternehmen, geeignete Mitarbeiter zu finden. Die Machtverhältnisse verschieben sich vom Arbeitgeber- zum Arbeitnehmermarkt. Nachwuchskräfte stellen eine wichtige und knappe Ressource dar, die Einfluss auf den Unternehmenserfolg haben. Dadurch steigt der Bedarf einer guten Markenführung des Arbeitgebers. Aufgrund dieser Situation erhält das Thema Employer Branding, welches sich mit dem Aufbau einer attraktiven Arbeitnehmermarke beschäftigt, zunehmende Beachtung. Um das Employer Branding effizient einzusetzen, ist es wichtig, zielgruppengerecht zu agieren. Die aktuell (oder in naher Zukunft) in den Arbeitsmarkt eintretenden Generationen Y und Z sind aber noch nicht in der Tiefe erforscht. Nun ergibt sich die Schwierigkeit einer erfolgreichen Positionierung des Employer Brandings jedoch aus den unterschiedlichen Bedürfnissen und Erwartungen an einen Arbeitgeber. Wird von der gängigen Forschungsmeinung ausgegangen, fand in den letzten Jahren ein Wertewandel statt. Das führte u. a. zu veränderten Standards in Bezug auf die Arbeit sowie zur Individualisierung der Lebens- und Arbeitsvorstellungen. Um dies zu bestätigen oder zu widerlegen, wurde dieser Arbeit eine eigene Umfrage zugrunde gelegt. Die Ergebnisse zeigen durchaus relevante Veränderungen bei den Generationen Y und Z. Die größte Herausforderung der Arbeitgeber liegt eben dar" (Autorenreferat, IAB-Doku)

Zitatform

Esmailzadeh, Annahita, Yaël Meier, Stephanie Birkner, Julius De Gruyter, Jo Dietrich & Hauke Schwiezer (Hrsg.) (2022): Gen Z - für Entscheider:innen. Frankfurt: Campus, 192 S.

Abstract

"Fast ein Drittel aller Menschen weltweit gehören der Generation Z an, und sie sind es, die unsere Gesellschaft zukunftsfähig machen könn(t)en – wenn man sie nur ließe. Die heute 10- bis 27-Jährigen werden geprägt von Sorgen um ihre Umwelt und der bislang höchsten Rate mentaler Erkrankungen. Zugleich sind sie vernetzter und technologisch fitter als jede Generation vor ihnen – sie sind die ersten wirklichen Digital Natives. Vor allem Unternehmen fragen sich: Wie tickt die GenZ? Und wie kann man mit ihr am besten zusammenarbeiten? In ihrem Buch haben die Herausgeber:innen beide Perspektiven zusammengebracht. Entstanden ist ein visionäres Buch für Entscheider:innen mit praktischen Fallbeispielen von und über eine junge Generation und ihre (möglichen) Rollen in Gesellschaft, Politik und Wirtschaft. Beitragende sind unter anderen: Anahita Thoms (Baker McKenzie), Mona Ghazi (Optimo), Alex Giesecke und Nico Schork (simpleclub), Diana zur Löwen (Influencerin), Jens Fiege (Fiege), Nari Kahle (VW), Katherina Reiche (Westenergie), Heiner Thorborg (Personalberater), Richard Schäli (Investor), Laura Bornmann (Rewe), Vaitea Cowan (Enapter), Daniel Krauss (FlixBus)." (Autorenreferat, IAB-Doku, © Campus)

Zitatform

Fraley, Elizabeth, Stephen Rispoli & Daniella McDonagh (2022): The Great Resignation and Managing a Multigenerational Workforce. (SSRN papers), Rochester, NY, 33 S. DOI:10.2139/ssrn.4138749

Abstract

"To slow the Great Resignation and mitigate its impact on our economy, leaders must understand the similarities and differences in the characteristics of these generations’ characteristics, work attitudes, and trends. While some use generational differences to drive wedges with younger work colleagues, there is tremendous potential to embrace these differences and leverage strengths to make the entire team better. There are also many similarities among the generations that can be focused upon to give everyone common ground and understanding, which also enhances collaborative and creative teams. With the understanding of similarities and differences in mind, leaders can – and should – implement management techniques that acknowledge these generations while also celebrating the individuals within them to manage and retain a successful multigenerational workforce." (Author's abstract, IAB-Doku) ((en))

Zitatform

Onesto, Anthony (2022): The New Employee Contract. How to Find, Keep, and Elevate Gen Z Talent. Berkeley, CA: Apress, 110 S.

Abstract

"Learn about Generation Z from the perspective of a manager at a company looking to recruit and retain staff. This book provides an in-depth analysis of who makes up Gen Z, what they want, and how businesses around the world can give that to them in a way that is meaningful. In the past, companies were not prepared for the generation of new talent called Millennials. Companies were surprised to learn that Millennials were different from those in Gen X and the Boomers. With the help of author Anthony Onesto, you will not be unprepared when working with those in Gen Z. The New Employee Contract dives into the needs and wants of this generation of talent that has been born on the iPhone and for whom gaming is second nature. Those in GenZ believe in loyalty and social goodness, use gaming mechanisms, and expect almost real-time delivery on their expectations. The patience of this generation is very short, which explains the success of platforms such as Snapchat and TikTok. All of this research is presented in a fun, compelling way in this book. Even if you are not working in management, you will want to understand these 74 million socially active Americans who hold $44 billion in direct buying power. What You Will Learn: Understand what members of Gen Z want in a world of climate uncertainty, job losses, and automation - Understand why automation is a worst case scenario for those in Gen Z - Know how to give back a sense of control to those who belong to Gen Z - Know what members of Gen Z are looking for, including quality of work vs. quantity of work - Be aware of the way businesses need to develop this new contract with employees" (Author's abstract, IAB-Doku, © Springer) ((en))

Zitatform

Bardens, Rupert (2021): Generation Z für die öffentliche Verwaltung gewinnen. In: Innovative Verwaltung, Jg. 70, H. 9, S. 40-41.

Abstract

"Gezielte Nachwuchsförderung wird wichtiger, auch für die öffentliche Verwaltung. Dabei rückt insbesondere die Generation Z immer mehr in den Blickpunkt. Der Beitrag beleuchtet die Erwartungen der jungen Menschen an Arbeit und Arbeitgeber." (Autorenreferat, IAB-Doku, © Springer-Verlag)

Zitatform

Barhate, Bhagyashree & Khalil M. Dirani (2021): Career aspirations of generation Z: a systematic literature review. In: European Journal of Training and Development, Jg. 46, H. 1/2, S. 139-157. DOI:10.1108/EJTD-07-2020-0124

Abstract

"This paper aims to explore the career aspirations of individuals belonging to the Gen Z cohort, i.e. born between 1995 and 2012. Based on this systematic review, the authors found that intrinsic and extrinsic factors determine Gen Z's career aspirations. Further, based on past studies' predictions, the authors concluded that Gen Z has well-defined career expectations and career development plans." (Author's abstract, IAB-Doku) ((en))

Zitatform

Dietrich, Christoph (2021): Arbeitnehmereigenschaften und deren Relevanz für organisationalen Erfolg. (Werte in der Arbeitswelt 03), Norderstedt: Books on Demand, 40 S.

Abstract

"Welche Eigenschaften und Fähigkeiten von Arbeitnehmern sind für den Erfolg einer Organisation am relevantesten? Eine Frage, die in einer sich rasant verändernden Arbeitswelt von akuter Bedeutung ist. Dieser Research Digest bietet Führungskräften und Personalmanagern einen kompakten Überblick über internationale und österreichische Studienergebnisse zu diesem Thema, wobei der Fokus auf den Altersgruppen "Millenials" und "Generation Z" liegt. Dieses Buch ist auch ein Plädoyer für einen personenzentrierten Ansatz in der Organisationsentwicklung. Eine eingehende Beschäftigung mit den Werten und Kompetenzen der Arbeitnehmer wird als Basis für organisationalen Erfolg betrachtet." (Verlagsangaben, IAB-Doku)

Zitatform

Gabrielova, Karina & Aaron A. Buchko (2021): Here comes Generation Z: Millennials as managers. In: Business Horizons, Jg. 64, H. 4, S. 489-499. DOI:10.1016/j.bushor.2021.02.013

Abstract

"As the workplace continues to change, a new generational cohort - Generation Z, sometimes referred to as iGen - is beginning to enter the workforce. At the same time, millennials are now progressing in their careers and will be challenged with managing these incoming workers. The purpose of this article is to provide a contextual overview that identifies and illuminates some of the defining work-related characteristics of these two youngest generations in the workplace to increase understanding of the potential intergenerational conflict between these cohorts and develop leadership strategies that can be utilized to increase employee morale and productivity. This article analyzes the millennial supervisor-Gen Z subordinate relationship based on generational cohort theory, leader-member exchange (LMX) theory, and the work values framework." (Author's abstract, IAB-Doku) ((en))

Zitatform

Leslie, Braedon, Claire Anderson, Cole Bickham, Julia Horman, Audrey Overly, Claire Gentry, Clark Callahan & Jesse King (2021): Generation Z Perceptions of a Positive Workplace Environment. In: Employee Responsibilities and Rights Journal, Jg. 33, H. 3, S. 171-187. DOI:10.1007/s10672-021-09366-2

Abstract

"The most recent generation to enter the workplace, generation Z, has been stereotyped as being less engaged in the workplace, despite being highly success oriented (Barna, 2018). This discrepancy might be explained by the theory of generations and generation units (Mannheim, 1952), which states that subgroups exist within each generational cohort. The purpose of this study is to identify intra-generational differences among generation Z employees in order to identify the subjective workplace perceptions and proclivities. In order to do so, we deployed Q methodology, which allowed us to identify subgroups within the generational cohort. Results indicated three distinct subgroups within generation Z: Social Investors, Chill Worker Bees, and Go Getters. Social Investors valued a work-life balance, Chill Worker Bees desired a comfortable workplace environment, and Go Getters prioritized advancing their career. All three groups reported prioritizing companies with high moral and ethical standards. These results present HR practitioners, employers, and managers with a new perspective on the distinct generation units within generation Z, including intra- and intergenerational overlap." (Author's abstract, IAB-Doku, © Springer-Verlag) ((en))

Zitatform

McKee-Ryan, Frances M. (2021): Coming of Age in a Global Pandemic: HRM Perspectives on Generation Z's Workforce Entry. In: Research in personnel and human resources management, Jg. 39, S. 99-128. DOI:10.1108/S0742-730120210000039004

Abstract

"Generation Z comprises the newest cohort to enter the workforce, and they not content to be the Millennials' younger sibling. Born between 1997 and 2012, Gen Z's identity is shaped by being the first generation to come into a post-9/11 world, by the effects of the Great Recession on their parents' and families' economic well-being, by the proliferation of technology and social media, by the specter of school shootings and violence, and by the current period of reckoning with past and present racial injustice. The defining moment for this generation, however, is entering adulthood during or in the wake of a global pandemic that significantly changed both education and industry. The confluence of this new generation of career entrants, the dramatically shifting job forms and careers (e.g., contingent work and the gig economy), and the post-COVID landscape of work provides a rich and compelling research agenda for management and human resource management as Gen Z enters workplace and progresses through their careers. Little academic research has examined this generation and its complexity, but the business community is very interested in preparing for the influx of Gen Z into their organizations and as consumers. Gen Z is diverse, global, and mobile. They are defined by their almost symbiotic relationship with technology, but surprisingly desire in-person connection. This generation was hard hit by the COVID-19 pandemic, in their education, finances, relationships, and well-being. They are a generation in flux. Future research directions are explored and presented." (Author's abstract, IAB-Doku, © Emerald Group) ((en))

Zitatform

Pichler, Shaun, Chiranjeev Kohli & Neil Granitz (2021): DITTO for Gen Z: A framework for leveraging the uniqueness of the new generation. In: Business Horizons, Jg. 64, H. 5, S. 599-610. DOI:10.1016/j.bushor.2021.02.021

Abstract

"Generation Z, or Gen Z, represents 24% of the U.S. population and is very different from earlier generations. A higher proportion of Gen Zers are earning college degrees, and they are now moving to the next phase in which they will constitute the predominant majority of the incoming workforce. Gen Z faced an unusual set of technology-driven circumstances while growing up and thus bring a distinct set of characteristics into the workplace. We offer a new research-based framework, DITTO, which encapsulates specific recommendations for organizations on diversity, individualism and teamwork, technology, and organizational supports. DITTO serves as a useful mnemonic to help managers recall specific ways to support Gen Zers and leverage the strengths of Gen Zers to benefit the organization and the workforce. Research shows that Gen Zers are more open to diversity and more individualistic and technology-driven than other generations. To the extent that companies use the DITTO framework, the more attractive they should be to Gen Z workers; but the principles of this framework also extend beyond Gen Zers to existing workforce with similar efficacy." (Author's abstract, IAB-Doku) ((en))

Zitatform

Silva, Joaquim & Ana Carvalho (2021): The Work Values of Portuguese Generation Z in the Higher Education-to-Work Transition Phase. In: Social Sciences, Jg. 10, H. 8. DOI:10.3390/socsci10080297

Abstract

"The cohort of young people born with or after the Internet has been dubbed Generation Z (Gen Z, or post-millennials). They are now entering the higher education-to-work transition phase, although this is yet to be studied. Previous studies have found that work values and work preferences vary across generations and national cultures, justifying regular and localised examination. However, very little is known to date about the work values of Portuguese Gen Zs. In this study, we describe the work values of Portuguese university students in the higher education-to-work transition phase and examine their influence on salient work-related preferences. We surveyed over 3000 students attending university degrees from eight main Portuguese universities. We find that Portuguese Gen Zs value social values above all, followed by intrinsic and then extrinsic work values, potentially configuring a unique profile. Work values partially explain work preferences such as employer size and salary expectations. Gender differences mark our results, with women expressing higher work values in all three dimensions and lower entry salary expectations. These results can be useful for employers seeking to attract the best university graduates, facilitate their integration and promote their development." (Author's abstract, IAB-Doku) ((en))