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Running head: RECRUITMENT AND RETENTION OF GENERATION Z
Recruitment and Retention of Generation Z in the Workplace
by
Kristen Scheuerlein
Project Committee:
David Lucia, Sponsor
Frank J. Plachecki, Ph.D., Reader
Approved: March 11, 2019
Submitted in partial fulfillment of the requirements for the degree of Master of Business
Administration, The College of St. Scholastica

ProQuest Number: 13810474

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RECRUITMENT AND RETENTION OF GENERATION Z IN THE WORKPLACE 2
Acknowledgements
This thesis paper would not have been possible without the support from family, friends,
and professors at the College of Saint Scholastica. I would like to give a special thanks to my
parents, Charles and Deborah, and my husband Joel for helping me stay motivated and
supporting me on the journey to obtain my Master’s degree. Lastly, I would like to thank my
advisors David Lucia and Robert Hartl for their hard work and dedication to the College of Saint
Scholastica’s Master’s program.

Abstract
The paper offers recommendations for the recruitment and retention strategies of generation Z
based on their workplace preferences. The specific preferences include their preferred work
styles, job expectations, organizational commitment, and job search behaviors. Based on
literature review methodology, the paper presents the current recruitment and retention strategies
and challenges, in order to analyze methods for generation Z compared to previous generations.
Then, multiple recommendations are made to effectively recruit and retain generation Z.
Table of Contents
Introduction…………………………………...…………………………………………………...7
Statement of Problem……………………………………………………………………7
Statement of Research Question…………...…………………..…………………….….9
Purpose of Study………………………………………………...………..……………10
Definition of Terms……………………………………………………………….........10
Assumptions and Limitations………………………………………….……………….11
Significance of Study………………………………………………...……………...…11
Review of Literature……………...………………………………………………...……………12
Generations in the Workforce…….………………………...……………………….....12
Baby Boomers…………………………………………………………....……12
Generation X………………………………………………………………..…14
Millennials…………………………………………………………………….15
Generation Z…………………….……………………………………....……………..18
Values of Generation Z……….....……...………...……………....…………..18
Beliefs of Generation Z…...….…....………………………………………….20
Generation Z in the Workforce……….……………………………………………….21
Preferred Work Styles………………………………………………………...24
Job Expectations…………………………………………………………...…25
Organizational Commitment…….……………………………………………27
Job Search Behaviors………….……………………………………………...28
Recruitment……………….…………………………..………………………………30
Current Recruitment Strategies………….……………………………………30

Challenges for Organizations…………………………………………………32
Retention………………………………………………….…………………………..34
Current Retention Strategies………………………………………………….35
Summary………….…………………………………………………………………..38
Discussion……….……………………………………………………………………………….41
Assumptions and Limitations…………………………………………………………41
Recommendations to Effectively Recruit Generation Z………………………………41
Recommendations of Effectively Retain Generation Z……………………………….43
Possible Future Research……………………………………………………………...45
References……….……………………………………………………………………………….46
List of Tables
Table 1: Work Values of Millennials……………………………………………………...…….16
Table 2: Different Generational Characteristics from the Viewpoint of Teamwork and
Knowledge Sharing…………………………………………………………………………...…22
Table 3: Generational Behavioral Characteristics..……………………………………………...23
Table 4: Generation Z Preferred Channels to Research Future Employers…………..…………29

Recruitment and Retention of Generation Z in the Workplace
Introduction
Statement of Problem
With Baby Boomers beginning to retire, generation Z is a new generation entering the
workforce joining generation X and Millennials. Generation Z are individuals who were born
between the years 1995 to 2010 (Bencsik, Horvath-Csikos, & Jubasz, 2016). Tysaic (2017)
stressed that we cannot treat this new generation the same as Millennials, as different
environmental factors have led to different perceptions and expectations regarding factors such
as preferred work styles, job expectations, organizational commitment, and job search behaviors.
For example, “Many Millennials entered the workplace looking for meaning in a job, Gen Z
members say salary is the most important factor in choosing an employer” (Tysiac, 2017, p. 1).
By understanding preferred work styles, job expectations, organizational commitment, and job
search behaviors of Generation Z, the hiring staff may be better prepared to determine and
develop a more effective strategy for recruiting and retention of the Gen Z workforce.
Through review of scholarly articles, this paper presents information to better understand
generation Z’s preferred work styles, job expectations, organizational commitment, and job
search behaviors. Doing so will help determine how organizational leaders address work
environments for generation Z, in order to provide environments they can thrive in.
Preferred work styles. Refers to how employees like to act in a workplace environment
(Miller, 2018). This is important to understand in order to create an atmosphere that generation
Z can thrive in. Miller (2018) discussed, “The emphasis on privacy will likely only intensify
under Generation Z. Unlike Millennial, we have been raised to have individualistic and
competitive natures” (p. 55-56). Miller went on to explain how workplaces may need to shift
from collaborative environments to more individualistic and competitive environments due to
generation Z’s work style preferences.
Job expectations. Job expectations are what employees look for in a job (Wozniak,
2016). By understanding the job expectations of generation Z, recruitment teams can appeal to
this new generation. One example for generation Z is their need for the possibility of
advancement within an organization, which they favored over generations X and Y (Wozniak,
2016). If the hiring team knows that generation Z has an expectation of future advancement,
they may focus on career and job devolvement for advancement as well as skill and knowledge
devolvement. Knowing the job expectations of generation Z will aid in both the recruitment and
retention strategies.
Organizational commitment. An employee’s bond or connection to an organization is
often used to describe organizational commitment (Shu-Fen, 2018). Organizational commitment
is important to understand, because research indicates that an employee who is committed to the
organization has a higher rate of staying with that organization. Shu-Fen (2018) wrote, “An
employee with higher organizational commitment would be more willing to work hard for the
organization” (p. 43). Understanding what generation Z wants from an organization can lead to
higher organizational commitment and higher retention. Rose and Raja (2016) stated:
Employees satisfaction with retention factors has a significant relationship with their
organizational commitment and that the biographical groups differ significantly in terms
of the variables. Employees who are happy with their jobs are improbable to leave
compared to employees who are unhappy. (p. 1)

Job search behaviors. Refers to how future employees are gathering information on
future employers (Wozniak, 2016). By understanding what platforms individuals are using to
apply to future positions, along with how they prefer to process information and engage the
organization, can align their recruitment strategies to the preferred platforms and recruitment
strategy. Wozniak (2016) found that generation Z is looking for information on future
employers on their websites and portals with job offers. Unlike generation X who favored
getting information from relatives or acquaintances (Wozniak, 2016). For example, if an
organization did not have a useable website, they may be less likely to reach generation Z since
that is where they are looking for most information on future employers. Bertagni and Salvetti
(2015) stated in regard to generation Z, “They are supposed to be active searchers: in general,
they prefer media that they can interact with as opposed to passive TV or print texts. Their brains
are wired for the fast delivery of content, data and images” (p. 208).
It is important to understand employees in order to assess their fit within an
organization’s culture and structure (Miller, 2018). Most organizations need to keep their
retention rates high because the costs dealing with turnover add up quickly. Boushey and Glynn
(2012) stated, “The cost of employee turnover for businesses is high, regardless of the level of
wages being paid to the departing or incoming employees. Companies typically pay about one-
fifth of an employee’s salary to replace that employee” (p. 1). By understanding job search
behaviors of Generation Z, and developing policies and practices that are aligned with their
expectations, an organization may have a higher chance of recruiting and retaining the right
employee.
Statement of Research Question

How might the traits of generation Z workforce demographic impact the recruitment and
retention strategies of organizations?
Purpose of Study
The purpose of this topical paper is to examine the generation Z workforce to better
understand the next generation of workers and propose ways to effectively recruit and retain
workers within generation Z workforce. The literature review first provides insights from
current literature on the values and beliefs of the generation Z population. Next, research
explores their work styles preferences, job expectations, organization commitment, and job
search behaviors. Finally, scholarly articles and journals are reviewed to identify some current
recruitment and retention strategies. Based on the findings in this literature review,
recommendations are presented to more effectively recruit and retain the future workers of
Generation Z.
Definition of Terms
In this study, multiple terms are presented with the following definitions:
Baby boomers: Individuals born between the years 1946 to 1960 (Bencsik, Horvath-
Csikos, & Jubasz, 2016).
Generation X: Individuals born between the years 1960 to 1980 (Bencsik, Horvath-
Millennials: Also known as generation Y, are individuals born between the years 1980 to
1995 (Bencsik, Horvath-Csikos, & Jubasz, 2016).
Generation Z: Individuals born between the years 1995 to 2010 (Bencsik, Horvath-

Recruitment: Employee recruitment is the overall process of reaching and selecting
individuals with the required knowledge and skills to fulfill the needs within an organization
(Slavkovic, Pavlovic, & Simic, 2018).
Retention: Employee retention is the ability to keep current employees from leaving to
pursue other employment opportunities (Ambrosius, 2018).
Organizational commitment: An employee’s connection or bond to a company or
organization. Meaning an employee with a higher organizational commitment might be willing
to work harder for that organization and vice versa (Shu-Fen, 2018).
Assumptions and Limitations
An assumption of the research is that most of generation Z population aligns with the
traits presented within the reviewed scholarly articles. The values, beliefs, and preferences
presented might not apply to every individual within generation Z. In addition, a limitation of
this study is the depth of information available regarding workplace habits of generation Z, given
the short duration of employment for this demographic.
Significance of Study
Despite the assumptions and limitations of this study, there is significant information
researched are presented. Generation Z is the newest group of individuals joining the workforce,
and this emerging demographic will change the recruitment and retention strategies within
organizations. By understanding the preferred work styles, job expectations, organizational
commitment, and job search behaviors of generation Z, hiring managers can adjust their current
recruitment and retention strategies to align with the needs of generation Z. The information
presented in this research provide give insight on generation Z in order to assist hiring managers
the information needed to develop new strategies for recruitment and retention.
Literature Review
Generations in the Workforce
In order to fully understand the new generation in today’s workforce, it is beneficial to
also understand characteristics of the other generations currently in the workforce. Generation Z
is joining baby boomers, generation X, and millennials in the workforce. Benson and Brown
(2011) stated that a generation is, “a cohort of persons passing through time that come to share a
common habitus and culture, a function of which is to provide them with a collective memory
that serves to integrate the cohort over a finite period of time” (p. 1945). Benson and Brown
(2011) discussed that within the workplace many employees have different values and attitudes
towards their work, and these may differ from other generations. Meaning that, leaders will need
to take different values and attitudes into consideration to effectively lead all employees.
Lapoint and Liprie-Spence (2017) found that people within different age groups, or generations,
have different life experiences that will shape their outlooks on life. Understanding baby
boomers, generation X, and millennials, is a critical first step for hiring managers to determine
what may need to change in the recruitment and retention strategies for generation Z.
Baby boomers. Baby boomers are individuals born between the years 1946 to 1960
(Bencsik, Horvath-Csikos, & Jubasz, 2016). They make up the largest generational cohort in the
United States that consists of approximately 76 million people (Clark, 2017). Clark stated “Baby
boomers are extremely hard workers and are committed to their professional goals. In fact, this
driven and dedicated generation’s motto is ‘living to work’” (p. 2). Clark went on to describe
that baby boomers are described as friendly, optimistic, and extremely proud of their work
ethics. To best understand baby boomers it is beneficial to understand the work values,
characteristics, and preferred leadership styles for the generation.

Yadav and Chaudhari (2018) defined work values as, “what people believe to be
fundamentally right or wrong” (p. 6). Cogin (2012) discussed that baby boomers respect
authority, but wish to be viewed as equal, and prefer consensus over authoritative management.
Baby boomers have a desire to be top managers within an organization and want colleagues and
management to recognize their experience and wisdom. Meaning the baby boomer generation
values the respect from other individuals (Cogin, 2012). Lastly, Cogin stated that baby boomers
value the opportunity to mentor younger coworkers and believe that working longer hours will
get them ahead and drive financial success.
The baby boomer generation has specific characteristics that set them apart from previous
and later generations. Young and Tinker (2017) identified that baby boomers see themselves as
youthful with a mature attitude. Rickes (2016) stated “Boomers were confident in themselves
and distrustful of authority, questioning the relevance of social structures” (p. 23). Baby
boomers viewed themselves as risk takers and consistently pushed the envelope (Rickes, 2016).
Lastly, Clark (2017) stated that baby boomers possess both teamwork and relationship-building
skills due to the diversity of their peers in school which increased the need to collaborate and
cooperate with them. Understanding the characteristics of baby boomers aids in understanding
their generation, and also serves as a base comparison to newer generations.
Baby boomers are beginning to retire out of the workforce, which provides time to
discover effective ways to manage individuals of this generation. Clark (2017) stressed that even
though baby boomers are beginning to retire, managers cannot ignore their needs until they are
completely out of the workplace. Clark (2017) gave four tips for managing baby boomers,
which included; making them mentors, not giving up or ignoring them, asking for continuing
contributions, and offering opportunities to volunteer. In addition, Clark (2017) stated,

“Managers from younger generations are encouraged to lead baby boomers by respecting their
experiences and service to the department, motivating them on their own terms, and arranging
for recognition and credit” (p. 392).
Generation X. Generation X are individuals born between the years 1960 to 1980
(Bencsik, Horvath-Csikos, & Jubasz, 2016). Clark (2017) stated, “Many parents of generation X
were baby boomers with workaholic tendencies driven by personal gratification, authority, and
status. In some cases, their work habits resulted in poor home lives, broken families, and absent
parents” (p. 381). He went on to mention that the lack of meaningful family relationships led to
nontraditional families of friends and colleagues (Clark, 2017). The events that shaped
Generation X molded specific work values, characteristics, and management styles that define
their generation.
Generation X members possess specific work values that are unique to them. Cogin
(2012) stated that generation X members seek an employer who will allow for a reasonable
work-life balance. Also, gen Xers crave freedom and the room to grow within an organization.
Cogin (2012) stated that, “If the work is done, it does not matter how it is done or where – Xers
are much more concerned about outcome than process” (p. 2277). Lastly, Cogin (2012)
discussed that generation X values self-improvement and development to keep their skills up to
date. By doing so, generation X members believe that their skills will help move them into
managerial roles. The work values of generation X are unique, and will aid in understanding
current recruitment and retention strategies to adjust for future generations.
Generation X members have specific characteristics that set them apart from other
generations. Rickes (2016) stated, “This is a generation that has been pegged by the media as
cynical and disconnected. Gen Xers are also known as “latchkey kids” because it was likely that
both parents worked so they were frequently left on their own” (p. 23). Rickes (2016) went on to
describe that individuals within generation X feel that the world is out to get them and that
trusting their instincts are most important. Clark (2017) stated:
Generally, they are less loyal to their employers and are more comfortable demanding
flexible work arrangements. They also expect freedom and balance in their personal and
professional lives, acknowledging that work contributes only a portion of the quality of
life they seek to achieve. At times, generation X can be cynical, questioning authority and
disliking direct supervision. Often, they resist micromanaging bosses and find them to be
distasteful and undesirable. (p. 381)
The characteristics of generation X align to how managers decided to lead this generation and
help to compare them to other generations.
Generation X members have a slightly different take on work values than baby boomers
and later generations. Clark (2017) gave multiple tips on how to manage generation X in order
to recruit and retain their generation. A few tips Clark (2017) discussed were to give individuals
recognition, create collegial teams, support their work-home life, and provide flexible work
schedules. In addition, Clark (2017) suggested that managers challenge them, reward action,
provide feedback, allow them to be themselves, and to have fun. Understanding the core
managing tips for generation X will support managers in their efforts to effectively retain this
generation, while adjusting current strategies to align to the next generations.
Millennials. Millennials, also known as generation Y, are individuals born between the
years 1980 to 1995 (Bencsik, Horvath-Csikos, & Jubasz, 2016). Devaney (2015) stated,
“Millennials are more radically diverse than previous generations; 47 percent are minority
compared to 37 percent for generation X and 26 percent for baby boomers” (p. 12). The
diversity within millennials brought new values, characteristics, and ways to manage them
compared to previous generations.
Yadav and Chaudhari (2018) defined work values as, “what people believe to be
fundamentally right or wrong” (p. 6). One work value Millennials look for is a healthy work
environment and support from senior employees. Yadav and Chaudhari (2018) stated,
“Efficiently nurturing the young talent, providing them healthy work environment, exchanging
of ideas and thought sharing for innovation in work will keep them motivated and will lead to
better work output” (p. 91).
Another work value of Millennials is the desire of having challenging work. Millennials
do not want the day-to-day activities, and they look for something more challenging. Yadav and
Chaudhari (2018) stated, “They also demand more flexibility in doing the work and want to
move from position to position, department to department” (p. 92). Table 1 lists all work values
stated by Yadav and Chaudhari.
Table 1: Work Values of Millennials
Extrinsic / Instrumental Values Intrinsic / Cognitive Values
Healthy Work Environment Parity of Work
Choice of Place of Posting/Transfer Challenging Work
Pay and Benefits Competency Development
Rules and Regulations Recognition / Promotion
HR Support
(Yadav and Chaudhari, 2018, p. 91)

Millennials have characteristics that are different than baby boomers and generation X.
Farrell and Hurt (2014) stated Feiertag and Berges summary of the characteristics of millennials
as:
Most are technology literate, educated, most ethnically diverse generation, confident,
independent, individualistic, self-reliant, entrepreneurial, socially active, collaborative,
team-oriented, emotionally needy, seek praise and approval, results oriented, desire work
and pressure, high external locus of control, high maintenance, value institutional
learning, rapidly assimilate information, active learners. (p. 3)
Farrell and Hurt (2014) also discussed Wilson and Gerber’s summary of millennial
characteristics as, “Patriotic, benefitted from technology, socially minded, confident, team
oriented, structured, high self-esteem, results-oriented, constant feedback” (p. 4). Understanding
the characteristics of Millennials not only helps aid in understanding of the generation, but to
compare them to future generations.
Millennials have different requirements and expectations which caused managers to lead
millennials differently than baby boomers and generation X. Clark (2017) discussed the
company Johnson and Johnson’s (1943) opinion that, “…managers should insist generation Y
employees follow the rules, complete their tasks, meet their deadlines, and produce quality
work” (p. 393). Clark (2017) stated that managers need to applaud millennials for their service,
and managers need to coach, encourage, and counsel them to establish a bond to know what is
expected of them. Four key suggestions, made by Clark (2018) on how to manage millennials
are to create opportunities to bond, offer coaching and guidance, give praise that is specific and
sincere, and provide constructive, specific criticism in private. By understanding millennials,

hiring managers can compare their work values, characteristics, and managing styles to
effectively plan for generation Z in the workplace.
Generation Z
Generation Z is made up of individuals born between the years 1995 to 2010 (Bencsik,
Horvath-Csikos, & Jubasz, 2016). Being born in a highly developed digital era, their norms are
different than previous generations. Bencsik, Horvath-Csikos, and Jubasz (2016) discussed that
since they were born into a world of technology, it is important for them to be surrounded by it.
The authors stated, “They are always online on any technical device virtually, with no stop” (p.
93). Bencsik, Horvath-Csikos, and Jubasz also stated:
…generation Z is not aware of the concept of struggling. They are practical, rather
intelligent than wise and they like to take the lead as they are brave. They are more
impatient and more agile than their predecessors and they look for new challenges and
impulses continuously. They are not afraid of continuous changes and due to the world of
internet they possess much information. (p. 93)
Ivanovska Lidija, Kiril, Iliev, and Magdincheva Shopova (2017) stated, “Generation Z represents
the greatest generational shift the workplace has ever seen. Generation Z will present profound
challenges to leaders, managers, supervisors, HR leaders, and educators in every sector of the
workforce” (p. 5). By understanding the beliefs and values of generation Z, leaders can
understand why their preferred work styles, job expectations, organization commitment, and job
search behaviors are the way they are. Thus, being able to provide the best possible recruitment
and retention strategies for generation Z.
Values of generation Z. Values are the principles or standards of behavior, or what is
important in one’s life (Wolf, Weinstein, & Maio, 2019). Generation Z have many values, but
three that stand out are deeper relationships, diversity, and the ability to be entrepreneurial. The
values that are important to generation Z influence not only their personalities, but how they will
function within the workforce. Loveland (2017) stated that generation Z, “Are intimately aware
not only of troubles and traumas happening in the lives of family members and friends, but of
communities around the world” (p. 36). Generation Z values interconnection and forming deep
meaningful relationships with family and friends.
Miller (2018) stated, “…a diverse population is simply the norm. What we care about
most in other people is honesty, sincerity and—perhaps most important—competence” (p. 56).
Generation Z does not focus on someone’s color, religion, or sexual orientation as some
individuals from older generations might. Miller (2018) stated, “Indeed, we have been shaped
by a society that celebrates diversity and openness. A black man occupied the White House for
most of our lives, and we view gay marriage as a common and accepted aspect of society” (p.
56). Diversity is important to generation Z in the aspects of treating all people with respect.
Lastly, generation Z has an entrepreneurial spirit which they value deeply. Miller (2018)
stated, “Organizations that emphasize generation Z’s desire for entrepreneurship and allow us
space to contribute ideas will see higher engagement because we’ll feel a sense of personal
ownership. We are motivated to win and determined to make it happen” (p. 54). Generation Z
believes there is a lot of money in this world, even though they witnessed their parents in a time
of financial crisis (Miller, 2018). Generation Z is willing to put everything on the line to win.
Miller (2018), stated, “Fifty-eight percent of the members of my generation want to own a
business one day and 14 percent of us already do” (p. 54). Understanding the values of
generation Z will help to understand how they function in the workforce.

Beliefs of generation Z. Generation Z believes in many things, but three that stood out
were their beliefs that change is inevitable, winning is important, and success is accomplished
through hard work. Miller (2018) discussed that generation Z have a strong ability to change and
are the ones who will help other generations in the workplace adapt to it. Social media gave
generation Z the ability to have a voice on any topic, which creates debates allowing this
generation to develop their critical-thinking and reasoning skills (Miller, 2018). Generation Z is
focused on making a difference, and this allows them to adapt to change without too much fear
(Miller, 2018).
The second belief generation Z is passionate about is the idea that winning is important.
Miller (2018) stated, “Members of this generation will put everything on the line to win. We
grew up with sports woven into the fabric of our lives and culture” (p. 53). He also discussed
that generation Z grew up with the typical sporty mom and dad yelling at the officials from the
bleachers. According to Miller (2018), the competitive natures developed throughout generation
Z’s life applies to everything in their lives.
Additionally, generation Z went to college in one of the most competitive educational
environments. Miller (2018) stated, “Right or wrong, we sometimes view someone else’s
success as our own failure or their failure as our success” (p. 53). This is just one mindset that
generation Z holds that developed their winning is an important belief.
Lastly, generation Z believes that success is accomplished through hard work.
Generation Z values their entrepreneurial spirit and understands that creating their own business
is done by working hard. When discussing generation Z owning their own businesses, Miller
(2018) stated, “We are motivated to win and determined to make it happen” (p. 54). Generation
Z is determined to win and will do anything they can in to fulfill their other belief that winning is
important.
Generation Z in the Workforce
Generation Z has just begun entering the workforce, and they will bring new personalities
into an already diverse workplace. Currently, there are primarily three other generations in the
workforce; baby boomers, generation X, and millennials. By understanding the preferred work
styles, job expectations, organizational commitment, and job search behaviors of generation Z,
hiring managers can adjust their current recruitment and retention strategies to best align to the
newest generation. Bencsik, Horvath-Csikos, and Jubasz (2016) stated:
Employers have to face the fact that this generation will choose a career of their own
interest, not because they want to meet demands of anybody. The result of this behaviour
is an intrinsic motivation, they have a tough enterprising spirit and they want to influence
the world. At the same time, their most important career goals are the work-life balance
and a workplace stability. Z generation is not as optimistic as their predecessors were
from the viewpoint of the workplace. A part of them worry about unemployment, or if
their career can get stuck and they cannot evolve their talent. (p. 94)
Understanding how generation Z functions in the workplace will support all generations
to cooperate together in order to share knowledge and work together as a team. Bencsik,
Horvath-Csikos, and Jubasz (2016), “These characteristics arise most frequently when attention
is focused onto the kind of behavior expected if the generational differences are to be addressed”
(p. 94). Table 2 shows the research based on teamwork and knowledge sharing done by Bencsik,
Horvath-Csikos, and Jubasz (2016) on all four generations currently in the workforce.
Table 2: Different Generational Characteristics from the Viewpoint of Teamwork and
Knowledge Sharing
Baby Boomers Generation X Millennials Generation Z
Teamwork Unknown Natural Belief in the On a virtual

environment success of level (only if
(multinational common effort forced)
companies)
Knowledge Willingly, It is based on Only in cases of On virtual level,
Sharing voluntarily mutuality and self-interest or if easily and
cooperation forced rapidly, no stake,
publically
(Bencsik, Horvath-Csikos, & Jubasz, 2016, p. 94)
In addition, Bencsik, Horvath-Csikos, and Jubasz (2016) stated the viewpoint of
generation Z as, “No sense of commitment, be happy with what you have and live for the
present” (p. 95). Baby boomers were known for having long-term commitment within
organizations, whereas, Millennials, the generation closest to gen Z, have an egotistical and short
term viewpoint. Generation Z lives in the present and have rapid reactions to everything.
Organizations need to understand the preferred work styles, job expectations, organizational
commitment, and job search behaviors to attract new talent and continue to meet their needs in
order to retain this generation (Bencsik, Horvath-Csikos, & Jubasz, 2016). Bencsik, Horvath-
Csikos, and Jubasz (2016) also presented the information presented in Table 3, which describes
the generational behavioral characteristics of the four generations in the workforce.

Table 3: Generational Behavioral Characteristics
Baby Boomers Generation X Millennials Generation Z
View Communal, Self-centered Egotistical, No sense of

unified thinking and medium- short-term commitment, be
term happy with what
you have and live
for the present
Relationship First and Personal and Principally Virtual and
foremost virtual networks virtual, network superficial
personal
Aim Solid existence Multi- Rivalry for Live for the present
environment, leader position
secure position
Self-realization Conscious Rapid promotion Immediate Questions the need
carrier building for it at all
IT It is based on Uses with Part of its
self-instruction confidence everyday life Intuitive
and incomplete
Values Patience, soft Hard work, Flexibility, Live for the present,
skills, respect for openness, mobility, broad rapid reaction to
traditions, EQ, respect for but superficial everything, initiator,
hard work diversity, knowledge, brave, rapid
curiosity, success information access
practicality orientation, and content search
creativity,
freedom of
information
takes priority
Other Possible Respect for Rule abiding, Desire for
Character hierarchy, materialistic, fair independence,
exaggerated play, less respect no respect for
modesty or for hierarchy, tradition, quest
arrogant has a sense of for new forms of
inflexibility, relativity, need knowledge,
passivity, to prove inverse
cynicism, themselves socialization,
disappointment arrogant, home
office and part-
time work,
interim
management,
undervalue soft
skills and EQ
(Bencsik, Horvath-Csikos, & Jubasz, 2016, p. 95)
By comparing each generation, hiring managers can uncover the new attributes of generation Z
in order to meet their needs, while still fulfilling the needs of previous generations.
Preferred work styles of generation Z. Preferred work styles refers to how employees
like to act in a workplace environment (Miller, 2018). It is important for organizations to create
an atmosphere that generation Z can thrive in to increase the chances of recruiting and retaining
new employees. The findings that generation Z works independently, communicates, and craves
structure are three important work styles specific to them. Miller (2018) discussed, “The
emphasis on privacy will likely only intensify under Generation Z. Unlike Millennial, we have
been raised to have individualistic and competitive natures” (p. 55-56). Generation Z was raised
with a more competitive and individualistic nature than the Millennial generation. However,
several work places shifted to open offices to attract the millennial generation. Since generation
Z prefers to work independently, the open office concept could cause employees to work from
home or listen to music on headphones (Miller, 2018). Miller (2018) stated, “Since different
types of work require varying levels of collaboration, focus and quiet reflection, ideal
workplaces incorporate room for both togetherness and alone time” (p. 55).
In addition, understanding how to effectively pass along information is important to
every organization. If employees cannot effectively communicate, they are setting themselves
up for potential pitfalls. Miller (2018) presented that 43% of generation Z prefer face-to-face
communications, 24% prefer text, 14% prefer phone, 11% prefer email, and 8% prefer social
media. Face to Face contact is the preferred communication style of generation Z, whereas,
forms of social media and email hold only 19%. Miller (2018) stated, “A great way to engage us
is to hold weekly team meetings that gather everyone together to recap their achievements” (p.
55). Miller also discussed that generation Z works best against a deadline, since they
experienced similar situations in school. By holding meetings to effectively communicate with
generation Z, organizations are also helping them stay on track with their work.
Lastly, members of generation Z want structure, goals, challenges, and a way to measure
their progress. Miller (2018) stated this about generation Z, “After all, the perceived road to
success has been mapped out for us our entire lives” (p. 54). Knowing that generation Z prefers
to work independently means that it is important to discuss their goals, challenges, and ways to
measure their progress to allow them to effectively get their work done. Organizations need to
be aware that generation Z can easily burn out due to their overachiever mindsets. Miller (2018)
stated, “incorporate fun and breaks into the work environment and provide access to healthy
escapes focused on relaxation and stress relief” (p. 54). Understanding generation Z’s preferred
work styles can help organizations recruit and retain them.
Job expectations of generation Z. Job expectations are what employees look or in a job
(Wozniak, 2016). Generation Z members have specific job expectations that organizations are
looking for within the workplace. Four that are higher on their list are possible advancement,
effective work-life balance, compensation and benefits, and have a voice within the organization
(Wozniak, 2016). By understanding each of these expectations, recruitment teams can change
what they offer and how they speak to future employees.
First, Wozniak (2016) found that generation Z members have the expectation that there
are possible advancements or improvement of competencies within their position. Wozniak
(2016) had 40 members of generation X, Y, and Z rate very important to unimportant specific
job expectations, on a scale of five. On the topic of possible advancement or improvement of
competencies, 39 out of 40 members of generation Z ranked it as important or very important.
Generation X 32 and generation Y 25 members ranked this expectation as important or very

important. Ivanovska, Kiril, IIiev, and Magdincheva (2017) stated that 68% of generation Z
prioritize opportunities for career growth.
Having an effective work-life balance is also important to generation Z. Ivanovska, Kiril,
IIiev, and Magdincheva (2017) stated, “Work-life balance is founded on the idea that every
person should have a complete life in which a sufficient amount of time is spent on personal
interests and family interest” (p. 4). Bencsik, Horvath-Csikos, and Jubasz (2016) stated that, “A
virtual world is natural for Y and Z, but a lot of them cannot fit their online life into their offline
life” (p. 94). That is why work-life balance and stability are the most important career goals for
generation Z. They are driven towards themselves, and they focus on what organizations can
offer them, not vice versa (Ivanovska, Kiril, IIiev, & Magdincheva, 2017).
Compensation and benefits are important aspects of most generation’s career choices.
Miller (2018) stated, “Generation Zers would rather have a job that offers financial stability than
one that they enjoy” (p. 54). Millennials, on the other hand, are the opposite, they prefer a
fulfilling job over paying the bills (Miller, 2018). Generation Z are realists and pragmatists;
meaning they view work as a way to make a living rather than their life’s purpose. Miller (2018)
stated, “That financial focus likely stems in part from witnessing the struggles our parents faced”
(p. 54). Hiring managers can use this information to emphasize money, or offer more money,
over other workplace features to new employees.
Lastly, generation Z wants a voice within an organization. Miller (2018) stated,
“Generation Z seeks jobs that provide opportunities to contribute, create, lead and learn” (p. 56).
He went on to discuss that generation Z can bring information together, process it, and take
action in amazing ways. Miller (2018) said that when organizations allow generation Z members
to share ideas, great things will happen. Miller added that despite their young age, generation Z
has innovative ideas and valuable insights and skills just like generations before and ones to
come. Understanding the job expectations of generation Z can help hiring staff to align their
recruitment and retention plans accordingly.
Organizational commitment of generation Z. An employee’s bond or connection to an
organization is often used to describe organizational commitment (Shu-Fen, 2018).
Organizational commitment is important to understand, because research indicates that an
employee who is committed to the organization has a high rate of staying with that organization.
Shu-Fen (2018) wrote, “An employee with higher organizational commitment would be more
willing to work hard for the organization” (p. 43). Understanding what generation Z expects
from an organization can lead to higher organizational commitment and retention. Ivanovska,
Kiril, IIiev, and Magdincheva (2017) stated, “…generation Z has expectations to change their
employer up to four times. These are a generation that finds that building the necessary skill
portfolio could be only done by experiencing the organizational environment of different
companies” (p. 6). The authors went on to state that employers need to give generation Z
members opportunities to grow and new experiences to increase their chances of staying with the
organization.
Possible advancements within organizations is a very important career aspect for
generation Z members. If organizations do not satisfy their job expectations, they are going to
find another organization that can fulfill their needs. Rose and Raja (2016) stated:
Employees’ satisfaction with retention factors has a significant relationship with their
organizational commitment and that the biographical groups differ significantly in terms
of the variables. Employees who are happy with their jobs are improbable to leave
compared to employees who are unhappy. (p. 1)

By meeting the needs of generation Z, organizations can increase the chances of retaining them
for longer periods. Bencsik, Horvath-Csikos, and Jubasz (2016) stated, “Employers have to face
the fact that this generation will choose a career of their own interest, not because they want to
meet demands of anybody” (p. 94). Generation Z are entrepreneurs and inspire to influence the
world, and they cannot do that when they are tied to a position that does not fulfill their needs.
Organizational commitment is important to consider when selecting future employees. The costs
associated with turnover and hiring new employees adds up quickly. Generation Z wants to
work with an organization where they can advance, but they do not show signs of committing to
an organization who treats them any less than they expect (Shu-Fen, 2018).
Job search behaviors of generation Z. Job search behaviors refer to how future
employees are gathering information on future employers (Wozniak, 2016). By understanding
what platforms individuals are using to apply to future positions, along with how they prefer to
process information and engage the organization, can align their recruitment strategies to the
preferred platforms and recruitment strategy. Wozniak (2016) researched where generations X,
Y, and Z found information on potential employers and if certain site information increases their
willingness to apply. Wozniak (2016) studied 40 individuals of each generation to rate, on a
scale of six, from always to never to gather information on the topic.
To begin, Wozniak (2016) wanted to know where generation X, Y, and Z went to gather
information on potential employees. Looking specifically at generation Z, he found that
company websites and portals with job offers are the top two ways generation Z is finding
information on future employers. On the other hand, generation Z is not looking for information
in traditional job markets, or newspapers. By understanding where generation Z is looking for
information, recruitment teams can focus their resources on platforms that will attract specific
generations. Table 4 shows Wozniak’s (2016) results for where generation Z finds information
on future employers.
Table 4: Generation Z preferred channels to research future employers
Source / place Always Usually From time Sporadically Seldom Never

to time
Employer website 11 17 6 4 1 2
Social media of the 3 5 13 4 9 6
LinkedIn type
Portals with job 10 20 8 0 1 1
offers
Information from 3 5 24 1 6 1
acquaintances and
relatives
Media (Press) 0 0 4 8 11 17
Private type social 5 5 14 4 6 6
media (Facebook)
Traditional Job 0 1 0 10 3 26
markets- state
employment
agencies, university
employment
agencies.
(Wozniak, 2016, p. 117)
In addition, Wozniak (2016) researched if certain information on companies’ websites
would increase their chances of applying. He found that generation Z could be persuaded to
apply if some friends have said the organization pays good and comments on Facebook that pay
good. Money is very important to generation Z, so if an organization is willing to disclose salary
information while recruiting it could attract gen Z employees. On the other hand, seeing
comments that an organization is positively impacting the environment was not beneficial to
generation Z (Wozniak, 2016).
Bertagni and Salvetti (2015) stated in regard to generation Z, “They are supposed to be
active searchers: in general, they prefer media that they can interact with as opposed to passive
TV or print texts. Their brains are wired for the fast delivery of content, data and images” (p.
208). Generation Z was born into a very tech savvy world and they have had access to rapid
information for their entire lives. By allowing them to gather information and job search online
from portals and websites, organizations can increase their chances of being found.
Recruitment
Employee recruitment is the overall process of reaching and selecting individuals with
the required knowledge and skills to fulfill the needs within an organization (Slavkovic,
Pavlovic, & Simic, 2018). Slavkovic, Pavlovic, and Simic discussed that there are generally two
ways organizations fulfill their open positions. The authors stated these were the two
possibilities of “internal recruitment, through their own talent development and external
recruitment, through the acquisition of talents from the environment or other organizations” (p.
127). Today’s labor markets are competitive, which calls for an organization to implement their
recruitment strategies in a timely matter using modern solutions to find the best candidates
(Slavkovic, Pavlovic, & Simic, 2018). By understanding the current recruitment strategies and
the challenges involved, human resource managers can determine the best recruitment strategies
for generation Z.
Current recruitment strategies. Recruiting new employees is a crucial element of most
organizations. Eventually, each employee that enters the workplace will leave, which leaves
their position vacant and in need of new talent. Hiring managers want to be sure to effectively
recruit new talent in order to increase their rates of retention. By hiring the wrong employee who
cannot do the job, or does not fit within the organization’s culture, the retention rate can go
down. Schnake (2016) stated, “Employee recruitment has become increasingly important to
managers in recent years as some occupations face severe shortages and others experience
surpluses” (p. 40). Organizations have been paying more attention to the recruitment process
because there has been more pressure on providing the right number of candidates with the
required knowledge and skills (Schnake, 2016).
There are two different ways for organizations to fulfill their human resource needs;
internal and external recruitment. Slavkovic, Pavlovic, and Simic (2018) described internal
recruitment as being done through their own talent development. They also described external
recruitment as getting done through the assistance of talents from the environment or other
organizations. Slavkovic, Pavlovic, and Simic also stated, “Recruitment can be understood as a
set of the activities whose primary goal is to identify, attract and engage the best individuals who
will enable the achievement of the strategic goals of the company” (p. 127). There are several
platforms which recruiters can find future candidates for their open positions, such as, LinkedIn
or their own website, and each provide different results. Schnake (2016) stated, “For example,
choice of recruiting methods (i.e., job fairs, newspaper advertisements) influence the numbers
and types of applicants. Tracking and communicating with applicants influence maintaining
applicant status” (p. 40).
There are several resources where employees can reach future candidates. Chytiri,
Filippaios, and Chytiris (2018) identified several of these as promotion, transfer, job rotation,
agencies, liaison with universities, job fairs, walk-ins or unsolicited resumes, employee referrals,
company website, internet or social media, print advertisement, and internal job posting. All of
these resources can help organizations reach future candidates. Once a candidate has applied,
organizations may perform reference checks, resume screenings, knowledge tests, performance
or work samples, and phone or in person interviews to decipher whether or not the candidate fits
the open position and company culture (Chytiri, Filippaios, & Chytiris, 2018).
In addition, organizations tend to use CV analyses, reference checks, interviews, and
proficiency tests the most to determine if a candidate holds their specific skills needs (Fajčíková,
Urbancová, & Fejfarová, 2018). A CV analysis is when recruiters are analyzing candidate
resumes to determine what their experience truly tells them, and if their skills line up to what is
needed for this new position. Reference checks are used to talk to past co-workers, managers, or
anyone who that person put as someone who could back up this work history. Calling candidates
references helps in understanding their work history because recruiters are able to ask well
thought out questions and try to dig deep than just looking at a resume. Interviews can be held in
person, or over the phone, but it allows recruiters to talk directly to the candidate and ask them
any questions they have. This is a point where organizations can see if the applicant would fit
within the organization’s culture, and how they react to other employees. Lastly, proficiency
tests help to show recruiters what specific skills and knowledge level is for the needs of that
industry or position. The recruitment process has several aspects that go into it and several ways
to find new candidates.
Challenges for organizations. There are several challenges when it comes to recruiting
future employees to an organization. Four challenges discussed by Waxin, Lindsay, Beskhodia,
and Fang Zhao (2018) were lack of relevant skills and experience, high compensation
expectations, lack of business and career awareness, and competition from other employers.
First, there can be a lack of relevant education, skills, and experience from candidates who apply.
Several organizations have very specified positions that need exact skills. There are several
“required” skills that organizations put on open job portfolios, but there are chances they will
hire someone who does not fit all the requirements. Organizations can lose quality candidates
who feel they do not match up exactly to what they are looking for and choose not to apply.
In addition, another challenge organization’s face is candidates looking for high
compensation packages. Miller (2018) stated, “Generation Zers would rather have a job that
offers financial stability than one that they enjoy” (p. 54). Generation Z is the newest group of
workers entering the workforce who are looking for high compensation packages and do not
wish to settle for just a good job that they enjoy. Some organizations cannot offer the same
amount of money as large corporations. Waxin, Lindsay, Beskhodia, and Fang Zhao (2018)
noted the following comment made by one organization in their study.
Our organization cannot afford very highly skilled EAs because they require too high
salaries. We organized attractive packages for Emirati employees.... but cannot provide
Emiratis with the salary structures other governmental competitors provide. …So we
have a dilemma, either hire sufficient low skilled Emiratis to fill the Company needs, or
very few highly skilled Emiratis that can do the job they are required to do. (p. 103)
The third challenge that organizations face while recruiting is the lack of business,
industry, and career awareness. If candidates do not understand the market an organization is in,
they might choose to not apply for it. Waxin, Lindsay, Beskhodia, and Fang Zhao (2018)
discussed that one oil company in their study said there was a lack of awareness of what the oil
and gas industry did. Also, the lack of awareness in the positions available within the industry,
but some candidates believed they had to be a petroleum engineer to get a job within the
industry. Lack of business, industry, and career awareness can cause candidates to completely
overlook open positions within certain organizations.
The fourth challenge organizations face while recruiting is the competition from other
employers. Fajčíková, Urbancová, and Fejfarová (2018) stated, “The main reason why hiring is
difficult is a lack of candidates on the job market, confirmed by 85.3% of the surveyed
organizations (p. 44). Currently, there are more jobs than qualified workers and this is causing
open positions to sit longer. This can also cause organizations to hire candidates who are not
exactly what they are looking for because the poll of candidates who applied was smaller.
Competitor organizations in most industries have open positions and are using their resources to
attract and recruit the same employees.
A few other challenges recruiters face are the need to hire to fast, not having enough
resources, attracting the right candidate, and using data driven recruitment. Some organizations
need to get an employee to fill a crucial position as fast as possible. This can lead to having to
move someone out of an already existing position, or to limit the number of possible candidates
who would have applied if they kept it open longer. In addition, not having enough resources
could limit the attraction open positions get from candidates. For example, if an organization
does not have a website, or the money to spend on putting their open positions on portals, they
might not be able to attract generation Z members who prefer these platforms. Both of these
challenges can contribute to not being able to attract the right candidates. People may not be
able to find smaller organizations or feel they are not qualified enough, and choose not to apply.
Lastly, some organizations use data driven recruitment which can take a quality candidate
out the running because a computer program did not deem then a fit for the position. A person
can be a lot more than their resume portrays, especially if they are right out of college and do not
have that experience.
Retention
Employee retention is the ability to keep current employees from leaving to pursue other
employment opportunities (Ambrosius, 2018). Organizations have created strategies to evaluate
employee job satisfaction in order to keep it high with hopes it will increase employee retention.
Johnson and Pike (2018) stated, “Many large corporations devote substantial effort to measuring
and improving the engagement of their employees” (p. 64). By understanding employees,
organizations can determine the best retention strategies for each generation. Analyzing the
current retention strategies will help determine the recommended retention strategies for
generation Z.
Current retention strategies. Retention and recruitment go hand-in-hand. If hiring
managers are not selecting the right candidates, it can decrease the chances of retaining that
employee. Slavkovic, Pavlovic, and Simic (2018) stated, “A quality-driven selection process has
a positive impact on an increase in the retention rate, organizational commitment and the
productivity of employees” (p. 128). Slavkovic, Pavlovic, and Simic (2018) went on to discuss
that organizations need to stop recruiting with the “blind advertising” method, meaning
organizations do not disclose all of the key information about the organization (p. 128). This can
lead to candidates leaving quickly because their job is not what they expected. Slavkovic,
Pavlovic, and Simic (2018) stated:
When the employee in the recruitment process is provided with all of the relevant pieces
of information regarding what is expected of him, as well as of what he can expect from
the company, there is no inflationary expectation at the workplace, but it is easier to meet
work demands, reduce the rate of absenteeism, increase employees’ confidence in the
company, as well as the level of their job satisfaction. (p. 128)
The recruitment process is a significant factor in employee retention, but there are also several
other factors that aid in the retention of employees.
Another key factor in employee retention is employee engagement. Johnson (2018)
stated:
Employee satisfaction has received considerable attention as companies attempt to
improve employee retention. In fact, many organizations ask employees to take annual
surveys to determine overall satisfaction, with the goal of targeting areas for
improvement. While this is certainly a noble effort, focusing on employee engagement
could represent a more effective method for not only improving employee retention, but
also increasing productivity. (p. 64)
Johnson (2018) discussed that employee engagement is an individual’s focused energy
and sense of purpose within the organization. Employee engagement can be shown through
personal initiative, effort, adaptability, and persistence directed toward the organization’s goals.
Employee engagement is important because it focuses on an employee’s state of mind rather than
an employee’s contentment in their position (Johnson, 2018). By increasing an employee’s state
of mind or employee engagement, retention rates are projected to increase (Johnson, 2018).
Johnson (2018) stated that employee job satisfaction is typically found by asking employees
“How satisfied are you with your job.” Whereas, employee engagement is quantified using
multiple questions. Johnson (2018) found that there is a significant relationship between
employee engagement and positive outcomes in the organization. Johnson (2018) stated,
“…employee engagement has a direct effect on job performance, return on assets, customer
loyalty, profitability, and reduced employee turnover” (p. 65).
Johnson (2018) stated that “my job gives me the opportunity to do what I do best”, “I
believe personal values are aligned with my firms’ values”, and “I believe I make a different at
work” are the top three drivers of employee engagement (p. 66). Understanding if employees’
positions allow them to do what they do best can evaluate if they are a good fit. If an individual
feels their skills are not aligned with their position, managers can adjust or help them transition
into a new position, which can decrease their chances of leaving the organization (Johnson,
2018). Understanding if employees’ values align to the organization’s values can assess if a
candidate or employee will fit within the culture of the organization. Lastly, knowing if
employees feel they are making a difference at work can help managers to adjust how things are
done if an employee does not feel they are making a difference. Johnson (2018) stated, “There is
an increasingly important desire for younger employees to believe that their work is making a
difference in others’ lives” (p. 66).
In addition, Tadesse (2018) discussed that co-worker relationships, work environments,
remuneration, and organizational commitment are factors that can impact employee retention.
To begin, Tadesse (2018) stated, “…one of the most frequent reasons given employees leaving
their job was workplace stressors because of the relationship among colleagues” (p. 23). Tadesse
(2018) went on to discuss that organizations that have good employee and manager relationships
have a higher chance of retaining their employees. Being able to support one another in the
workplace plays an important role in retaining employees and their overall happiness within an
organization (Tadesse, 2018).
Next, an organization’s work environment plays a role in retaining employees. Tadesse
(2018) stated, “Workplace environment includes the physical elements around the work area of
an employee and all things that form part of the employee’s involvement with the work itself” (p.
23). Organizations that have the resources needed to perform jobs, flexibility, and pleasant or
fun environments at work have a higher chance of retaining employees (Tadesse, 2018).
Employees feel that work environments bring a sense of belonging within an organization.
Tadesse (2018) stated, “Thus, organization, which provides conducive work environment, crates
a good sense of belongingness that results in employee retention” (p. 24).

Remuneration also plays a role in employee retention. Tadesse (2018) stated, “The
provision of an attractive remuneration package is one of the most widely discussed retention
factors since employees fulfil their financial, material needs and secure social recognition
through remuneration” (p. 24). Money is very important to most employees because it provides
their living. As the cost of living rises, employees may desire to be paid more to continue living
the way they do. By offering an attractive remuneration package organizations can be better
positioned to attract new employees, and hopefully retain them by providing competitive
compensation.
Lastly, organizational commitment plays a significant role in employee retention. Shu-
Fen (2018) discussed that organizational commitment is an employee’s connection or bond to a
company or organization. Meaning an employee with a higher organizational commitment
might be willing to work harder for that organization and vice versa. When an employee has
high organizational commitment, there is a higher chance they will stay with the organization
longer. Generation Z generally has less organization commitment than baby boomers, so by
meeting their specified job expectations, organizations can increase their chances of retaining
and gain organization commitment from this generation. The current retention factors discussed
are just some aspects that managers are tapping into to continue to retain their employees.
Summary
Research on current retention strategies indicates there are challenges that organizations
face while trying to accommodate employees. The most notable challenges are salary, poor
management, employee relationships, hiring the wrong candidates, and self-development.
Tadesse (2018) discussed that an attractive remuneration package can aid in retaining and
recruiting employees. Another challenge that organizations face is the competition in the
workforce, and smaller organizations may not be able to offer as much as larger organizations to
employees. Also, in a changing world, the amount someone makes one day may not satisfy their
needs the next.
In addition, poor management and employee relations can be challenging for
organizations. Tadesse (2018) stated, “…one of the most frequent reasons given that employees
leaving their job was workplace stressors because of the relationship among colleagues” (p. 23).
All employees have different personalities and organizations cannot guarantee that two
employees will be able to work together in harmony. For example, someone who is very
organized and efficient might not enjoy working with someone who is messy and goes with the
flow. Most employees do not want to bring added stress from poor management or employee
relations into their lives.
Organizations also face challenges in hiring the right employees to fit the organization
values and culture, as well as skills. Slavkovic, Pavlovic, and Simic (2018) discussed the
concept of “blind advertising”, meaning that organizations are not telling candidates exactly
everything they need to know about the culture or their position in the recruitment phase. This
can lead to a quick exit of new employees because they began a position that was not exactly
what the organization described. On the other hand, candidates can provide false information to
the organization which can make them look like a better fit than they really are. If an employee
gets hired who does not fit within the organization, there is an increased chance they would
choose to leave their position.
Lastly, self-development and advancing within the organization are important to many
employees. Wozinak (2017) found that generation Z members have the expectation that there
are possible advancements or improvement of competencies within their positions. If this cannot
be offered, or if there is not a clear path for growth, the generation Z employee may decide to
leave the organization in order to advance their career somewhere else. Some positions are
harder to define a clear path for advancement, and some employees are not willing to put in the
effort to make their own. There may be many of reasons why employees decide to leave their
current positions, but by meeting the expectations of each generation in some way, organizations
can increase their chances of retaining their employees. Understanding generation Z preferences
in the workplace environment, current recruitment strategies, and retention strategies will help
guide the discussion section, which will support the presentation of recommendations for how to
effectively recruit and retain generation Z.

Discussion
Based on the research presented in the literature review, recommendations on how to
recruit and retain generation Z are presented. However, first, the assumptions and limitations of
the study are presented in order to understand that the recommended ways to recruit and retain
generation Z may not pertain to all members of the generation or work environments. Following
the recommendations to effectively recruit and retain generation Z, methods and practices to
evaluate the success of the recommendations are presented. Lastly, ideas on possible future
research are addressed.
Assumptions and Limitations
An assumption of this research is that the majority of generation Z’s population reflects
the characteristics, values, and beliefs that were found within scholarly articles. In addition, this
research assumes that the majority of generation Z members hold the presented preferred work
styles, job expectations, organizational commitment, and job search behaviors. This study
assumes that the work environments and cultural backgrounds align to the companies found in
scholarly articles, when in reality most organizations have different work environments and
cultural backgrounds. A limitation of this study is the depth of information available regarding
workplace habits of generation Z, given the short duration of employment for this demographic.
Another limitation of this study is the differing viewpoints of each generation based on the
author’s opinion and knowledge, which at times provided contrasting information.
Recommendations to Effectively Recruit Generation Z
The literature review identifies employee recruitment as the overall process of reaching
and selecting individuals with the required knowledge and skills to fulfill the needs within an
organization (Slavkovic, Pavlovic, & Simic, 2018). Recommendations on how to recruit

generation Z are made by using the workplace preferences and characteristics of generation Z
presented in the literature review. Wozniak, 2016 found that most generation Z members are
searching for potential employers on their websites and other portals online. Research suggests
putting more effort toward online recruiting methods since generation Z is a very tech savvy
generation. In addition, generation Z can use technology to find most information within
seconds. This indicates that organizations need to keep information easy to understand and
rapidly available in order to keep their attention. Additionally, knowing that generation Z uses
company websites and portals to apply for future positions, companies need to ensure that
information is consistent and rapidly available.
Once generation Z members apply for a position, the recruitment team or hiring manager
will need to appeal to their preferred work styles and job expectations. Generation Z’s preferred
work styles are face-to-face communication, ability to work independently, and the desire for
structure and goals (Miller, 2018). Face-to-face communication can be shown by having in-
person interviews, or having employees introduce themselves while walking a candidate through
the office. This can help generation Z members feel like they have a place within the
organization right from the first interview.
Generation Z also prefers to work independently, which is a feature that can be pointed
out during the interview phase (Miller, 2018). By showcasing private offices or designated
cubicles over an open space floor plan can intrigue generation Z.
Lastly, generation Z prefers to have structure and goals within their position (Miller,
2018). The recruitment team can conduct an interview with a well-written job description that
maps out their typical day, or give examples of goals set by the previous individual in that
position. This can help the individual understand what the job fully entails, and show that
structure and goals are important to the organization.
The literature review also found that generation Z members expect possible
advancements, an effective work-life balance, and competitive compensation and benefits from
future employers (Wozniak, 2016). In addition to giving structure to the overall position, the
recruitment team can write out a possible job and career advancement track. This structure can
show where other people within the same position advanced to in the past, or if they have a
specific team structure, how they could move up while staying in their set team.
In addition, generation Z craves an effective work-life balance, so it should be
communicated to them during the interview phase. Concepts such as flexible work hours or
telecommute options can intrigue generation Z members to an organization because they allow
for a balanced work and personal life (Wozniak, 2016).
Lastly, Miller (2018) stated, “Generation Zers would rather have a job that offers
financial stability than one that they enjoy” (p. 54). Communicating compensation and benefits
is crucial to generation Z. Organizations may reconsider offering certain perks to generation Z in
exchange to a higher salary, because in the long run, money is what this generation is looking for
to make them happy. Understanding what generation Z is looking for from future employers can
assist organizations during the recruitment process.
Recommendations to Effectively Retain Generation Z
As stated in the introduction, employee retention is the ability to keep current employees
from leaving to pursue other employment opportunities (Ambrosius, 2018). By hiring the right
candidates during the recruitment phase, and accommodating the workplace preferences of
generation Z, organizations can increase their chances of retaining them. Slavkovic, Pavlovic,
and Simic (2018) stated, “A quality-driven selection process has a positive impact on an increase
in the retention rate, organizational commitment and the productivity of employees” (p. 128).
One recommendation is to let individuals know everything about their possible new position
before they accept the job. This can reduce the chances of employees leaving the organization
quickly because the position was not what they expected. By taking the time during the
recruitment phase to hire the right candidate, organizations can increase the chances of retaining
that individual (Slavkovic, Pavlovic, & Simic, 2018).
Aligning the position through job design for generation Z with their preferred work
preferences can also help to retain them. Rose and Raja (2016) stated, “Employees who are
happy with their jobs are improbable to leave compared to employees who are unhappy” (p. 1).
By letting generation Z members work independently, obtain a clear path for advancement, or
allow an effective work-life balance, organizations can increase their chances of retaining
generation Z workforce (Wozniak, 2016). Shu-Fen (2018) discussed that Generation Z wants to
work with an organization where they can advance, but they do not show signs of committing to
an organization if the organization treats them any less than they expect.
Additionally, employee engagement is important because it focuses on an employee’s
state of mind, rather than an employee’s contentment in their position (Johnson, 2018). Johnson
(2018) stated that “my job gives me the opportunity to do what I do best”, “I believe personal
values are aligned with my firms’ values”, and “I believe I make a different at work” are the top
three drivers of employee engagement (p. 66). These drivers of employee engagement can be
discovered by surveys that are completed by everyone within the organization based on
questions concerning their current role. By increasing an employee’s organizational
commitment, state of mind and employee engagement retention rates are projected to increase
(Johnson, 2018). There are multiple reasons why individuals will leave an organization,
however, by communicating with each employee, and understanding what they need and want
from the organization, can help with their retention (Johnson, 2018).
Possible Future Research
The information presented in this study was found within scholarly articles written in the
past few years. Since generation Z is new to the workforce, there may be more precise research
that emerges regarding workplace characteristics on this generation in years to come. New
research in this area can be expected to continue to emerge that can be added and help refine the
recommendations. In addition, once generation Z matures in the workforce, a new generation
will be on its way in. This study can help to compare following generations to generation Z in
order to determine new recruitment and retention strategies.

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Running head: RECRUITMENT AND RETENTION OF GENERATION Z

Recruitment and Retention of Generation Z in the Workplace

David Lucia, Sponsor

Frank J. Plachecki, Ph.D., Reader

Approved: March 11, 2019

Administration, The College of St. Scholastica

Scholastica’s Master’s program.

Statement of Research Question…………...…………………..…………………….….9

Assumptions and Limitations………………………………………….……………….11

Generations in the Workforce…….………………………...……………………….....12

Values of Generation Z……….....……...………...……………....…………..18

Beliefs of Generation Z…...….…....………………………………………….20

Generation Z in the Workforce……….……………………………………………….21

Preferred Work Styles………………………………………………………...24

Job Search Behaviors………….……………………………………………...28

Current Recruitment Strategies………….……………………………………30

Challenges for Organizations…………………………………………………32

Current Retention Strategies………………………………………………….35

Assumptions and Limitations…………………………………………………………41

Recommendations to Effectively Recruit Generation Z………………………………41

Recommendations of Effectively Retain Generation Z……………………………….43

Possible Future Research……………………………………………………………...45

Table 1: Work Values of Millennials……………………………………………………...…….16

Table 2: Different Generational Characteristics from the Viewpoint of Teamwork and

Table 3: Generational Behavioral Characteristics..……………………………………………...23

Table 4: Generation Z Preferred Channels to Research Future Employers…………..…………29

Recruitment and Retention of Generation Z in the Workplace

from collaborative environments to more individualistic and competitive environments due to

generation Z’s work style preferences.

Organizational commitment. An employee’s bond or connection to an organization is

often used to describe organizational commitment (Shu-Fen, 2018). Organizational commitment

compared to employees who are unhappy. (p. 1)

getting information from relatives or acquaintances (Wozniak, 2016). For example, if an

It is important to understand employees in order to assess their fit within an

Statement of Research Question

retention strategies of organizations?

Csikos, & Jubasz, 2016).

Csikos, & Jubasz, 2016).

1995 (Bencsik, Horvath-Csikos, & Jubasz, 2016).

Csikos, & Jubasz, 2016).

Recruitment: Employee recruitment is the overall process of reaching and selecting

(Slavkovic, Pavlovic, & Simic, 2018).

pursue other employment opportunities (Ambrosius, 2018).

Organizational commitment: An employee’s connection or bond to a company or

organization. Meaning an employee with a higher organizational commitment might be willing

Assumptions and Limitations

the short duration of employment for this demographic.

organizations. By understanding the preferred work styles, job expectations, organizational

Generations in the Workforce

In order to fully understand the new generation in today’s workforce, it is beneficial to

characteristics, and preferred leadership styles for the generation.

get them ahead and drive financial success.

their generation, and also serves as a base comparison to newer generations.

contributions, and offering opportunities to volunteer. In addition, Clark (2017) stated,

for recognition and credit” (p. 392).

current recruitment and retention strategies to adjust for future generations.

trusting their instincts are most important. Clark (2017) stated:

distasteful and undesirable. (p. 381)

help to compare them to other generations.

generation, while adjusting current strategies to align to the next generations.

compared to previous generations.

better work output” (p. 91).

stated by Yadav and Chaudhari.