New Generations and Employment – An Exploratory Study about Tensions Between the Psycho-social Characteristics of the Generation Z and Expectations and Actions of Organizational Structures Related with Employment (CABA, 2016).

Dr. Esteban Maioli

Abstract


Generational studies have an important research tradition in social and human sciences.

On the one hand, the speed of social change in the context of globalization imposes the need to research the transformations are identified both the subjectivity of the agents involved and its inclusion in the institutional matrix, specifically employment. Generation Z, (generally considered as the population group whose birth occurs after 1995) have unique psycho-social characteristics. Gen Z is characterized by a different set of values, beliefs, attitudes and ambitions that impact in their concrete action in organizational structures.

On the other hand, managers often have to deal with generational differences in the workplace. Organizations have members who belong to different generations; they had never before faced the challenge of having such a diverse group of members. The members of each historical generation are characterized by a different set of values, beliefs, attitudes and ambitions that are manifest in their concrete action in organizational structures.

Gen Z it’s the only one who can fully be considered "global", while its members were born in the consolidated context of globalization. Some salient features of the Generation Z can be summarized as follows. They’re the first fully born into a digital world. Social networks and technology are integrated into their lives. They are concerned about the challenges of the modern world (poverty, inequality, climate change, among others). They are self-expressive, more liberal and open to change. They often bore easily, with short attention spans. They do not like routine tasks. They want to achieve a good life-work balance and they are interested in a flexible work environment, as opposed to traditional work schedule. They are critical thinkers, who come with innovative and creative ideas to help.

Research design considered methodological triangulation. Data was collected with two techniques: a self-administered survey with multiple choice questions and attitudinal scales applied over a non-probabilistic sample by reasoned decision. According to the multi-method strategy, also it was conducted in-depth interviews.

Organizations constantly face new challenges. One of the biggest ones is to learn to manage a multi-generational scope of work. While Gen Z has not yet been fully incorporated (expected to do so in five years or so), many organizations have already begun to implement a series of changes in its recruitment and development. The main obstacle to retaining young talent is the gap between the expectations of iGen applicants and what companies offer. Members of the iGen expect not only a good salary and job stability, but also a clear career plan. Generation Z needs to have immediate feedback of their tasks. However, many organizations have yet to improve both motivation and monitoring practices. It is essential for companies to take a review of organizational practices anchored in the culture of the organization. 


Keywords


Employment; expectations; Generation Z; organizations; organizational culture; psycho-social characteristics

Full Text:

PDF

References


Addor, M. L. (2011) Generation Z: What is the Future of Stakeholder Engagement? Institute for EMERGING ISSUES – NC State University, pp. 1- 7. Documento electrónico en línea, disponible en https://iei.ncsu.edu/wpcontent/uploads/2013/01/GenZStakeholders2.pdf. Fecha de acceso: 23-09-2016.

Adecco (2015) Generation Z vs. Millennials. Documento electrónico en línea: disponible en http://pages.adeccousa.com/rs/107-IXF 39/images/generation-z-vs-millennials.pdf, fecha de acceso: 15-09-2016.

Bennett, J., Pitt, M., Price, S. (2012). Understanding the impact of generational issues in the workplace. Facilities, Vol. 30 (Iss. 7/8), pp. 278-288.

Castellano, S. (2016) Welcome Generation Z to work. Talent Development, February 2016, pp. 18.

Cherrington, Ruth (1997) Generational Issues in China: A Case Study of the 1980s Generation of Young Intellectuals, en The British Journal of Sociology, Vol. 48, No. 2 (Jun., 1997), pp. 302-320.

Fister Gale, S. (2015) Forget Millenials: Are you ready for Generation Z? Chief Learning Officer. Documento electrónico en línea, disponible en www.CLOmedia.com, fecha de acceso: 23-08-2016.

Half, R. (2015) Get ready for generation Z. Documento electrónico en línea, disponible en: https: //www.roberthalf.com/sites/default/files/Media_Root/images/rhpdfs/rh_0715_wp_genz_nam_eng_sec.pf, Fecha de acceso: 22-09-2016.

Iorgulescu, M. C. (2016) Generation Z and its perception of work. Cross-Cultural Management Journal. Volume XVIII, Issue 1 (9).

Maioli, E. et al (2014) Generación Z, Educación y Empleo. Una revisión de elementos conceptuales para el estudio de los impactos

generacionales en el ámbito institucional de la educación y el empleo en Argentina (2013). Ponencia presentada en XX Jornadas de Investigación y IX Encuentro de Investigadores en Psicología del MERCOSUR, Buenos Aires, 2014.

Pilcher, J. (1994). Mannheim’s sociology of generations: an undervalued legacy. BJS, Vol. 45, No. 3, (September 1994), pp. 481-495.

Rojasa, G. M. y Siga, L. (2009). On the nature of micro-entrepeneurship: evidence from Argentina. Applied Economics, 41 (21), 2667-2680.

Rúa, M. (2014) Yo, entrepreneur. Documento electrónico en línea, disponible en: http://www.lanacion.com.ar/1671916-yo-entrepreneur.Fecha de acceso: 11-09-2016.

Smola, Karen Wey and Sutton, Charlotte D. (2002) Generational Differences: Revisiting Generational Work Values for the New Millennium en Journal of Organizational Behavior, Vol. 23, No. 4, Special Issue: Brave New Workplace: Organizational Behavior in the Electronic Age (Jun., 2002), pp. 363-382.

Stuckey, C. (2016) Preparing leaders for Gen Z. Training Journal. Documento electrónico en línea, disponible en: www.trainingjournal.com. Fecha de acceso: 03-08-2016.

Tulgan, B. (2013). Meet Generation Z: The second generation within the giant “Millennial” cohort. RainmakerThinking. Documento electrónico en línea, disponible en: http://rainmakerthinking.com/assets/uploads/2013/10/Gen-Z-hitepaper.pdf. Fecha de acceso: 03-08-2016.

Wiedmer, T. (2016). Generations do differ: best practices in leading Traditionalists, Boomers, and Generations X, Y, and Z. The Delta Kappa Gamma Bulletin: International Journal for Professional Educators (September 2016), pp. 51-58.

Wood, S. (2013). Generation Z as Consumers: Trends and Innovation. Institute for EMERGING ISSUES: NC State University, pp., 1-3. Documento electrónico en línea, disponible en: https: //iei.ncsu.edu/wpcontent/uploads/2013/01/GenZConsumers.pdf, Fecha de acceso: 03-08-2016.




DOI: http://dx.doi.org/10.18533/job.v2i1.53

Refbacks

  • There are currently no refbacks.


Copyright (c) 2016 Journal of Business

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.