Workplace Expectations of Genz Towards Factors of Motivation

Studies in Indian Place Names (UGC Care Journal)
ISSN: 2394-3114 Vol-40, Special Issue-08

National Level Conference on “Creativity and Sustainability”
Organized by:
Shri Chimanbhai Patel Institute of Management and Research (CPIMR)
Ahmedabad - 380013, India
Workplace Expectations of GenZ towards Factors of

Motivation
Pragya Sharma Dr. Richa Pandit
Research Scholar: Gujarat Technological Associate professor: Department of

University, Ahmedabad Management, Chimanbhai Patel Institute of
Management & Research, Ahmedabad
Assistant professor: Department of
Management, Narayana Business School, Email- panditricha@gmail.com
Ahmedabad.
pragyasharma15@gmail.com
Abstract
The biggest challenge faced by corporates today is to understand the expectations of
people belonging to Gen Z, who are or soon will be entering the workplaces. GenZ is born
and raised with social web, they are digital centric and technology is their identity. This
generation is entering the companies and will be dominating the workplaces in terms of
numbers in the coming years. They seem to have a different attitude towards work than the
previous generation. When the complete focus of organizations is on employee’s happiness
and satisfaction, it becomes utterly important for them to understand the workplace
expectations of the coming generations and device HR practices accordingly. Companies
may need to rethink their existing practices to accommodate the Gen Y and give them the
comfort level to help them perform their best in the organization. Gen Z is slowly entering
their first jobs with their own set of expectations and preferences.
The study aims to highlight the specific characteristics of Gen Z and how they are different
from the previous generations. The study also aims to identify and explore the expectations
and priorities of GenZ regarding what motivates them the most at their workplace.
Keywords: GenZ, Workplace, Motivation, HR Practices
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1.Introduction
An incoming new generation at workforce forever provokes comparisons with those who
came earlier (Deloitte, 2017). Whenever a new age group enters the organization, it catches
interest among researchers and practitioners pursuing to understand the new troupe
(Kirchmayer & Fraticova, 2018)
Literary speaking, a “generation” is “an identifiable group that shares birth years, age,
location and significant life events at critical developmental stages” (Kupperschmidt,
2000). There is underlined fact that explaining generation range is difficult(Cennamo &
Gardner, 2008).Lately, Generation Z, iGen, Post-Millennial, Gen Tech, Digital Natives, Net
Gen, Facebook Generation, and Plurals are several terms used to categorize and tag this
latest generation. (Baldonado, 2018
Categories of Generations
Who is India's Gen X, Y, Z?
In India, Gen X, Gen Y and Gen Z terms are used very freely and wrongly to some extent.
Actually, all three are used synonymously to describe the personalities of today’s young
generation – bold, technologically progressive and modern.
It is expected that Gen X, Y, Z are beyond understanding to most Indians and are mere
alternative words for the country’s youth as a whole. Few experts say that India doesn’t
even have a Gen X or Y or Z, while other researchers assume that although these terms are
used to identify India’s youth, they have to slightly Till date, five diverse age groups are
identified in today’s world (Cilliers, 2017).
a) The Traditionalists– people born between 1928 and 1944, who respect authority and a
follow top-down management method.
b) The Baby Boomer Generation – Individuals born between 1945 and 1965, who are more
likely to be overachievers.
c) Generation X - people born between 1965 and 1979, who is okay with authority and
give more importance to work-life balance.
d) Generation Y are born between 1980 and 1995 and who were mostly nurtured in
prosperity and are techno- savvy
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e) Generation Z, born after 1995
Indian-is them and confine them to its small urban middle-class population and then also,
there is no unanimity on India’s Gen X, Y, Z. (The desi definition of Gen X, Y, Z , 2019)
2. Characteristics of Gen Z
The Gen Z is clever, quick, and more open-minded than previous generations. They are
very technically innovative (Tapscott, 2010).Below is the personality description of Gen Z
youths.
• The Gen Z population is more enthusiastic and believes in team work. (Iorgulescu,
2016). They want to reveal their feelings and become noticeable.
• Roseberry-McKibbin (Roseberry & McKibbin, 2017)remarked curiosity and
challenges as key attributes of Z-generation.
• They want their tutors to have practical approach in teaching. They aspire to
convert theories to practice.
• Gen Z has serious expectations and probabilities of how to save the world, which
was lacking in the previous generations (White, 2014). .
• They show more concern towards environment, are more reliable and serious
customers.
• These youths prefer to communicate openly to everyone in the similar way and in
every direction, be it a best friend or office manager.
• Tapscott (2010) considers that this age group is very energetic and dynamic. They
have become accustomed to speed and libertyin all aspects of life.
3. Objectives of the Research
• In general, the purpose of this study is to understand motivational factors

influencing Gen Z at work place and also assessing the complimentary rewards
that influence them.
• To identify what can be organizational implication and what managers can learn
from this study.
• Explore various tactics that can be implemented to keep Gen Z motivated and
sustained in the organizations.
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4. Research Methodology
To fulfill the above objectives, secondary research was conducted using journals,
corporate reports, government bulletins, magazines, articles and web documents
5. Review of Literature
Preferences of Generation Z at the Workplace
The study of Bascha (2011), revealed that openness, autonomy, flexibility and self-
determination are drivers of motivation for Gen Z and overlooking them could cause
disappointment, low efficiency, shrinking confidence level and withdrawal behavior
amongst employees; they may quit easily. These youths insist on clear exchange of ideas,
prefer their opinions to be recognized by management and feel valuable in the
organization. (Bascha, 2011)
Similarly, in a research by Dan Schawbel (2014) it was concluded that they prefer direct
talk with others and expect transparent environment in the organization. They want
themselves to have a say in organizations’ decision making. They believe that
organizations should not focus on age criterion but encourage ideas and creativity.
Moreover, they expect their supervisor to be trustworthy and straightforward and would
like them to be open to all information and not hiding any organizational secrets from them
just because they are fresher’s and have newly entered corporate world(Schawbel, 2014).
Previous surveys on Australian Gen Z students asserted that they would rather go for speed
than accuracy. So as a leader, they should understand this difference in mindset. And try to
bring variations in guiding them organization’s work pattern and monitoring their
performance thoroughly. And post-performance, feedback should be consistently given so
that they identify scopes for improvement (Examining Generation Y & Z and Their
Workplace Expectations)
An investigation by Andrea and her colleagues (Andrea, Gabriella, & Tímea, 2016)
demonstrated that coordination within multigenerational work force will not only resolve
clashes, but bring constructive outcomes for the company. But for this, HR manager has to
bring in new policies and frame new strategies or modify the existing work structure in
order to accommodate needs and demands of newly entered Gen Z workforce. These
fluctuations mainly affect system of exchanging information, motivation and work values.
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Researchers’ findings match up with the findings of last years (Krishnan, Bopaiah, Bajaj,
& Prasad, 2013). They perceive that this age group is as friendly, receptive and firm, but
investigators have recognized many characteristics of Gen Z which are somewhat difficult
to understand for HR managers. Level of persistence, empathetic behavior, being
compassionate with others and reorganize systems, all these make HR struggle more with
Gen Z but companies have to accept the dynamics of this generation and have to be geared
up to fore coming changes (Tari, 2011)
The below Table 1 shows Summary of the Gen Z characteristics.
Table 1: Summary of the Gen Z characteristics
Generation Z
Incentive/motivation Individual freedom of movement, opportunity to
make decisions, competition, self-realization
Performance evaluation Future-oriented, direct feedback, discussion, talent
management
Training, learning, development Rapid, individual, based on IT, alternative, just in time
Conflict management Opposes
Source: Challenges of the HR in the light of different generational characteristics (Bencsik

& Machova, 2016)
Work place Motivation
Motivation typically links with individual’s interest and inspiration. Motivation is little
confusing as it varies from factors to factors and situation to situation. According to
researchers Wigfield and Cambria, “Motivation energizes and directs actions, and so it has
great relevance to many important developmental outcomes” (Wigfield & Cambria, 2010)
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Currently, organizations have four categories of employees– Baby Boomers, Generation X,

Generation Y and Generation Z. Each category is described by their diverse talent,
aptitudes and competencies, and pulling them is crucial to achieve organization’s targets.
However, bringing them together and handling their dynamics is quite challenging for the
management. Understanding these generational gaps facilitates organizations to build
strategies that match the needs of every age bracket; making organization a place that
honors individual differences. Many studies have identified strategies to motivate Gen Z
employees.
Ganta (Ganta, 2014)has suggested as a guideline, seven strategies for motivation:
1. Positive reinforcement/high expectations
2. Effective discipline and punishment system
3. Treating people fairly
4. Staff satisfaction
5. Setting goals related to work
6. Job restructuring
7. The base of remuneration for labor productivity
These are main policies, although a blend of the above all is the best scheme. But it may
change, subject to ongoing situations at workplaces.
Intrinsic and Extrinsic Motivation
Motivation is grouped in two broad parts: intrinsic and extrinsic factors. It is imperative to
understand the difference between them as they have profound influence over employee’s
performance. Both factors are critical for motivation and sustaining oneself (Peltonen &
Ruohotie, 1987). Intrinsic motivation is a kind of motivation in which the controlling
factors originates from within, individual’s “me” and are solely internal behaviors. It
suggests person’s psychological needs and values that are recognized as personally
meaningful. A worker involves himself in this activity for his personal interest and not to
attain any external rewards (Sinokki, 2016).
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On contrary, Professors Deci(Deci, 1971)and Richard Ryan studied about the happiness as
an intrinsic motivation factor. They suggested that earlier, managers frequently used
extrinsic motivation and penalty structure as the key motivational factors. It was assumed,
that more compensation will lead to more motivation and greater commitment. According
to Deci, extrinsic rewards are less convincing and halfhearted compared to intrinsic
motivation.
The foundation of intrinsic motivation is the need for independence and self-rule. It is
important to understand that for this kind of motivation it is necessary for an employee to
be self-determined, autonomous, working as per his/her wish, instead of external factors
controlling their behavior(Ryan & Deci, 2000)(White, 2014)
6. What Motivates Gen Z in the workplace?
When Millennials joined the workforce they considered money being most essential
motivating factor. While,Gen Z considered finding a true meaning of life. Mitchell
(2016)examined that Gen Z appreciate non-monetary incentives like growth opportunities,
career advancement etc. Additionally, an investigation done by the Millennial Branding
Website quoted in Mitchell (2016)established that only 28% of Gen Z rated money as their
most important reward in contrast to 38% declaring on job growth prospects.
Alike Millennials, Gen Z will also pick their occupation depending on their own pursuit
and are fundamentally inspired by motivational factors like job security and good work life
balance. These are notable returns to them (Bencsik, Horvath - Csikos, & Timea, 2016)
In support of the above study, another research conducted by Kathy Gurchiek (Gurchiek,
2016)discovered that Gen Z is more interested in non-financial social remuneration like
mentorship, counselor or advisor and feedback method. A research by INC. corporation
(2020) also recommended similar outcomes stating that this age group is motivated by
social returns and they want to do meaningful and demand more job authority and
responsibility. Akin to millennials, Gen Z also claims flexible work hours.
However, there was disparity in results in a study carried out Stuckey (2016)in which it
was claimed that Salary is an eminent work motivator for Gen Z’s trailed by flexibility in
working hours and work-life balance.
Another analysis on Gen Z done by Henley (2019)resulted in an uncommon declaration. It

showed that Gen Z were more motivated by money oriented perks—education loan
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repayment, safe insurance schemes, modest salary package, superannuation income etc.
Moreover, they have revealed quite impractical salary expectations after their graduation.
(Henley, 2019) An analysis by Harris Interactive discovered that 30 % of Generation Z
students were concern about family’s financial problems, and 36% stated that they were
more concerned this year than previous one.
A report by Clever Real Estate retrieved that in general, Gen Z students, are over-rating
their pay package after graduating. Normally an undergraduate student anticipates earning
$57,964 in one first year of his career; where as the average salary nationwide is $47,000
for a bachelor’s degree holder up to five years’ work experience. Overall, students after
their graduation will make around 23% less than what they expect after passing college
degree(Henley, 2019).One of the many thoughts they have for expecting high salaries is
that education cost of a four-year degree course has almost doubled up since 1992, while
the average $50,000 initial pay package has continued to be reasonably stable. (Henley,
2019)
Other methods to motivate Gen Z is by giving them firsthand rewards and badges like the
ones won in games and chances for personal development. Moreover, they insist on formal
structure, well-defined instructions, and openness in communication.
A research by Kessler (2018) suggest that Gen Z looks for growth prospects in a job, and
two-thirds of Gen Z say that their aim to be at the top position in their profession. But not
fascinated in reaching top corporate rank too quickly.
In one survey, Gen Z was asked what they appreciate more in a job. The top reply was
an authorizing position (29%), and salary and rewards just down to 15%. Surveys also
proposed that salary and pay rise did not drop pointedly but they emphasized more on
health insurance (70%), a good salary (63%) and their manager (61%).
Generation Z is highly career oriented. In the same survey it was found that 58% were
willing to work at nights and weekends for a better pay wage. Simultaneously, they also
said they would instead choose to finish their work and then go home to not think about
work.
7. Organizational Implications
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According to Pew Research, Gen Z is young, smart, and innovative, and they are conceived
to bring revolution in the employees. Majority of them have even joined the organizations.
And they are dissimilar from Millennials in terms of their expectations from an
organization.
Nevertheless, a report by Dell technologies stated that Gen Z staff is a bit concerned of
suitable kind of soft skills and etiquettes required at the workplace. Studies on Gen Z skills
set observed that 52% of the samples were more positive and certain that they have
adequate technical expertise that would be required to perform at work and less confident
about non-technical proficiency (Dell, 2020).
8. Findings of the Study
From the literature reviews and reports presented here in the paper, below points were
summarized in the form of findings.
Flexibility: Gen Z look forward to flexibility in work period. This age group has a natural
kind of behavior and they know when they can perform their best. They believe in taking
work breaks after tiresome and thought-provoking activity to keep them mentally active.
Be their guardian at work: They anticipate their seniors to become on-the job guardian or
helping hand. Since, they are open to discussion, they hope for a life coach to support in
work as well as life related issues.
Give well-defined targets: Employers should clearly understand that this generation favors
concise but in-depth information. Employers should not hesitate to display the work
performance and deadlines using direct communication on social network. Gen Z is
forgetful; they may not remember what you spoke a few minutes ago.
Good rapport with co-worker: Gen Z people can be really good in maintaining long term
association if their standards and norms are matched with organizational ethics. Managers
should think beforehand whether the post-millennial will acclimatize with the existing
coworkers, because the Gen Z will not hesitate to quit the organization.
Build a friendly and lively environment: Gen Z employees demand a good, healthy,
friendly work culture. They desire honest and direct communication, they want cooperation
and backing from colleagues. These factors motivate them to go to work place. If the
companies do not have any of these factors, Gen Z employees will no longer prefer to stay
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back and so management has to inculcate changes to accommodate these young

employees.
Thus, it is concluded that organizations that can adjust to the requirements of the new
generation. Gen Z will have a noteworthy gain over opponents. Generation Z has
tremendous capacity to enhance organization’s performance, only if the company is ready
to restructure its traditional approach to modern tactics.
9. Recommendations
From the literature reviews and past studies, the following approaches can help leaders
reinforce Gen Z’s job satisfaction:
•Offer Gen Z employees more prospects to grow in their job – Career growth is imperative
to Gen Z youth. Managers should give Gen Z more challenging tasks to let them outshine.
• On every achievement they should be rewarded. For example, different awards to be

presented every month for their outstanding performance at work. Not every employee
chooses money as motivational factor. Managers may have to modify rewards type that
best fit an employee’s requirement (i.e., gift, appreciation certificates or day off).
•A secured, cozy, relaxing work culture carries more weight for Gen Z workers. Having an
entertaining and happening working atmosphere can really encourage Gen Z group.
•Being trusted with responsibility is a great source of motivation for Gen Z. Leaders must
give additional tasks as a reward tip.
• Taking assistance of social media as a tool to help influence Gen Z – Gen Z devotes
maximum free time in accessing social media, and businesses can use this platform for
their benefit (Baldonado, 2018)
10. Conclusion of the Study
Summarizing a whole generation’s motivations and work preferences with a few studies is
challenging, but gratefully, many corporate have done their homework and now there is
sufficient material available to understand their needs and demands.(kessler, 2018)
Gen Z knows the organizations are transforming because of technological changes. There
are unexpected variations in studies by various researchers and practitioners. Some studies
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suggest contrasting to their Millennial ancestors, Gen Z is less worried about salary
packages and more interested in intrinsic factors such as job experience, career growth
opportunities, challenging work, more responsibilities etc. More than half (59%) would
acquire professional expertise to get more income(kessler, 2018).
On contrary, other research proposes that 65% of Gen Z personnel consider salary to be a
significant aspect more than their ancestors. It was proved that 47% Millennials compared
to 38% Gen Z worry more about balancing work-life situation when selecting a job
(kessler, 2018)
Thus, there is a mix review about what Gen Z thinks about an ideal workplace.
Nonetheless, most of the factors depend upon the situation and the culture they belong to.
But managers on the other hand must be geared up to accept the technologically advanced
and updated next level generation to welcome to their workplace.
11. References
(n.d.).
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02 12). Retrieved from Inc.: https://www.inc.com/john-rampton/different-motivations-for-different-
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Studies in Indian Place Names (UGC Care Journal)

ISSN: 2394-3114 Vol-40, Special Issue-08

Workplace Expectations of GenZ towards Factors of

Pragya Sharma Dr. Richa Pandit

Research Scholar: Gujarat Technological Associate professor: Department of

Keywords: GenZ, Workplace, Motivation, HR Practices

Who is India's Gen X, Y, Z?

e) Generation Z, born after 1995

3. Objectives of the Research

• In general, the purpose of this study is to understand motivational factors

Preferences of Generation Z at the Workplace

The below Table 1 shows Summary of the Gen Z characteristics.

Table 1: Summary of the Gen Z characteristics

Incentive/motivation Individual freedom of movement, opportunity to

make decisions, competition, self-realization

Performance evaluation Future-oriented, direct feedback, discussion, talent

Conflict management Opposes

Source: Challenges of the HR in the light of different generational characteristics (Bencsik

Work place Motivation

Currently, organizations have four categories of employees– Baby Boomers, Generation X,

Ganta (Ganta, 2014)has suggested as a guideline, seven strategies for motivation:

1. Positive reinforcement/high expectations

2. Effective discipline and punishment system

3. Treating people fairly

5. Setting goals related to work

7. The base of remuneration for labor productivity

Intrinsic and Extrinsic Motivation

6. What Motivates Gen Z in the workplace?

Another analysis on Gen Z done by Henley (2019)resulted in an uncommon declaration. It

8. Findings of the Study

back and so management has to inculcate changes to accommodate these young

• On every achievement they should be rewarded. For example, different awards to be

10. Conclusion of the Study

Bascha. (2011). Z: The open source generation. Retrieved from http://opensource.com/business/11/9/z-open-

(n.d.). Examining Generation Y & Z and Their Workplace Expectations. ISSA.

Sinokki, M. (2016). Työmotivaatio: Innostusta, laatua ja tuottavuutta. . Helsinki: Tietosanoma.

Stuckey, C. (2016). Preparing Leaders for Gen Z. . Training Journal , 33-35.

Tapscott, D. (2010). Syntynyt digiaikaan: sosiaalisen median kasvatit. . Docendo. : Jyväskylä.

Tari, A. (2011). Z generáció. Budapest: Tericum Kiadó Kft.

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