Generation Z

Name: Joemari B. Dela Cruz Grade & Sec: 11-Hawking

A number of recent studies examine the characteristics of Generation Z (Gen Z) individuals (Gen Zers),

their values (Maloni et al., 2019; Cresnar and Nedelko, 2020), their attitudes toward work and

organizations (Barhate and Dirani, 2021), the way they adapt to the workplace (Chillakuri, 2020), and

even distinguishing intragenerational variants within this cohort (Scholz, 2019; Leslie et al., 2021), as well

as its similarities and differences with other generations (Hernaus and Poloski Vokic, 2014; Klopotan et

al., 2020; Mahmoud et al., 2021), but mostly with Generation Y (Raslie and Ting, 2021). Given the need

to adapt in the workplace not only for the latest generation, but for the cohesion and cooperation

between generations, this adds extra difficulty to the human resources management (HRM), and to an

efficient workflow and environment in the workplace.

The purpose of this article is to disclose the thematic research trends on the aforementioned topic,

through a review of the existing literature on Gen Z as employees within the workforce and in the

workplace. This article delivers a pioneering topic to which no research has specifically focused before.

The contribution of this research will allow a further understanding and an increased knowledge on how

Gen Z is related to the workforce and in the workplace. In addition, the study will create supporting

material for future research, as well as helping the HRM to better address the needs of Gen Zers and

bring higher value to the organization. Thus, a bibliometric assessment has been elaborated to highlight

the number of publications, the most notorious authors, and the most impactful journals. Additionally,

quantitative research was elaborated, a longitudinal analysis was developed, as well as a visualization of

the data on the most relevant themes of research is disclosed for the different periods considered.

The contextualization of the study is described consequently, including the characteristics of Gen Z and

their general expectations of jobs and employers, and the current trends and adaptation practices of

HRM and organizations. The third part will be focused on the methods used for the bibliometric analysis,

including the search strategy, sample, and software. Thereafter, the results of the analysis are stated on

the activity related to the topic, the evolution of the keywords, a thematic longitudinal analysis, and
eventually, a period-by-period strategic map analysis. It will discuss the implications, future research

suggestions, and limitations of the paper, and finally, conclusions will be described.

Contextualization of the Study

Generation Z

Generation Z is the generation born from mid-1990s to early 2010s, where the exact dates vary

depending on the chosen author, but most commonly is the 1995–2010. Gen Z is known to be the first

true “digital native” generation (Lanier, 2017), as they have been born and have been grown in a digital

and technological environment, learning how to use technology, and interacting in social networks since

the very young age, and even tend to be seen as addicted to technology. The members of this

generation have also been called “Gen Zers,” “post-Millennials,” or “iGen” (Magano et al., 2020).

As its main characteristics, Gen Zers are defined as highly ambitious and self-confident (Pataki-Bittó and

Kapusy, 2021). At the same time, they are said to be realistic and accept whatever is given (Scholz,

2019). Gen Z is entrepreneurial (Magano et al., 2020), even more than Generation Y (Lanier, 2017). This

generation seems to be motivated by finding their dream job and opportunities to expand their skills

(Magano et al., 2020), leading to believe they will switch jobs more frequently than other generations

before them, and if they do not like something, they are ready to change immediately (Csiszárik-Kocsír

and Garia-Fodor, 2018). Other motivation drivers for this cohort are roots on advancement

opportunities, increased salary, a meaningful work, and a good team (PR Newswire, 2014; Csiszárik-

Kocsír and Garia-Fodor, 2018).

When looking at how Gen Z is said to think and act, it is highlighted that they are not only more aware

and informed about what is going on in the world than previous generations, but they have shown to be

financially conscious (Sladek and Grabinger, 2014). Moreover, their consumption is more ethical, and

they have “greater freedom of expression and greater openness to understanding different kinds of

people” (Francis and Hoefel, 2018, p. 2), having shown to be oriented to others (Magano et al., 2020).

This broad view of life gives Gen Z a unique perspective on understanding others, while trying to stay

true to themselves, their values, and their goals.

approximately 15 different age groups, it is evident that “one size does not fit all.” Moreover, the

earliest works on Gen Z had been conducted almost only in the United States, leading to a biased

perception of this generation (Scholz, 2019). There exist supporting studies on intragenerational

differences. These revealed how the visions, preferences, and features of Gen Zers vary by regions

(Scholz, 2019), or even by their workplace perceptions (Leslie et al., 2021), depending on external

situational factors such as events, crises, technology, or trends of their youth.

This generation cohort has been surrounded by a global financial crisis, times of terrorism, political

uncertainty, and an almost irreversible climate crisis. At the same time, Gen Z has lived in an increasingly

globalized world, with the ease of a same currency around the EU and free mobility through its member

states in the case of Europe. All these factors have influenced how Gen Z has forged their personality,

their vision, and has made them highly adaptable to the global world (Magano et al., 2020).

It must be taken into account that part of Gen Z is already working, some are currently entering the

workforce—more than what is expected because of the pandemic—and others are still on formation.

Mainly, Gen Zers have started entering the labor market in the last years. Their introduction to the

workforce has been challenging, being disturbed by a pandemic, its economic downturn, and its social

and labor implications. There are only a couple of studies that address the impacts of coronavirus

disease 2019 (COVID-19) on Gen Z in the labor market (Sakdiyakorn et al., 2021), but the number of

articles relating the pandemic and Gen Z is expected to increase when the real effects are known after

the return of most of the employees to the workplace and once the pandemic has ended. These

downturns have not prevented the cohort of having high expectations about their work (Snieska et al.,

2020), as well as having a well-defined career development plans (Barhate and Dirani, 2021).

According to a Deloitte report (O’Boyle et al., 2017, p. 10), Gen Z, with eyes on the workplace, is

expected to introduce high technology skills, while some researchers are not completely sure about

their interpersonal communication and relationship skills. These researchers also found out that the
majority of “Gen Z professionals prefer a multidisciplinary and global focus to their work.” Additionally, it

is said that Gen Zers are affected by the belief that companies usually use and care about employees

only when they are needed (Scholz, 2019).

Generation Z is said to change jobs more frequently; thus, HR does not only have to worry about how to

attract the new generation, but how to focus their efforts on giving Gen Zers what they need to stay in

the company. Considering the scant research done in terms of what attracts Gen Zers toward

companies, it is said that Gen Z is enticed by the work flexibility and a balance with their life outside the

workplace. They seek direct contribution to the company, they desire to have an impact on the

outcomes, they are driven by an entrepreneurial mindset, and an already established and known

company is a plus (Randstad Canada, 2014).

Furthermore, in terms of employee retention, there are some common aspects to this generation (PR

Newswire, 2014; Randstad Canada, 2014): they value honesty over anything else in their leaders, they

prefer face-to-face communication with their superiors, they enjoy open dialog, as well as they have a

strong desire to be listened to their ideas and to be valued for their opinions by their managers, and

additionally, they expect social responsibility. Now the question is, are companies delivering these

qualities to their employees? If not, why is it taking so long to adapt to the newest generation? Are firms

considering organizational change to address the desires of the Gen Z? Aside from the unique set of

circumstances in which Gen Z is approaching adulthood, what do we know about this new generation?

We know it’s different from previous generations in some important ways, but similar in many ways to

the Millennial generation that came before it. Members of Gen Z are more racially and ethnically diverse

than any previous generation, and they are on track to be the most well-educated generation yet. They

are also digital natives who have little or no memory of the world as it existed before smartphones.

Still, when it comes to their views on key social and policy issues, they look very much like Millennials.

Pew Research Center surveys conducted in the fall of 2018 (more than a year before the coronavirus

outbreak) among Americans ages 13 and older found that, similar to Millennials, Gen Zers are

progressive and pro-government, most see the country’s growing racial and ethnic diversity as a good
thing, and they’re less likely than older generations to see the United States as superior to other

nations.1

A look at how Gen Z voters view the Trump presidency provides further insight into their political beliefs.

A Pew Research Center survey conducted in January of this year found that about a quarter of registered

voters ages 18 to 23 (22%) approved of how Donald Trump is handling his job as president, while about

three-quarters disapproved (77%). Millennial voters were only slightly more likely to approve of Trump

(32%) while 42% of Gen X voters, 48% of Baby Boomers and 57% of those in the Silent Generation

approved of the job he’s doing as president.