JONA
Volume 49, Number 10, pp 480-486
Copyright © 2019 Wolters Kluwer Health, Inc. All rights reserved.
THE JOURNAL OF NURSING ADMINISTRATION
Work Values of Generation Z Nurses
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Debra Hampton, PhD, FACHE, RN, NEA-BC, CENP
Darlene Welsh, PhD, RN
OBJECTIVES: To determine the work values of Genera-
tion Z nurses, a new generation in the current workforce.
BACKGROUND: A new generation of nurses is now
part of the nursing workforce. Generation Z nurses,
born in 1995 (aged 24 years), will bring new expec-
tations and ideals about life and work into healthcare
work settings.
METHODS: A descriptive, cross-sectional survey de-
sign was used to assess the work values of traditional
baccalaureate Generation Z nursing students using the
Lyons Work Values Survey.
RESULTS: The work value component ranked most
important by participants was social/altruistic, followed
by instrumental/extrinsic, cognitive/intrinsic, and prestige.
CONCLUSION: Helping people and having a job that
is interesting and engaging while also offering job secu-
rity and good benefits were the most important future
Generation Z nurse work values.
Generation Z nurses, a new generation of employees,
are beginning to make a significant impact in the health-
care workforce. Generation Z brings new expectations
and ideals about life and work, but what this generation's
workforce impact will be is still to be determined.
Individuals who were born in 1995 (aged 24 years)
make up this new generation.1 The lives of Generation
Z individuals, who together make up approximately a
quarter of the US population, have been shaped by
technology and the internet.1 Smartphones, social me-
dia, and a hyperconnected world are important aspects
of life for Generation Z.2 This generation grew up with
easy access to knowledge about the world's problems
and is accustomed to having instant information.3
Author Affiliations: Academic Program Coordinator of the
MSN Leadership, DNP Executive Leadership, and MSN to DNP
Programs and Assistant Professor (Dr Hampton) and Professor and
Assistant Dean of BSN Program Studies (Dr Welsh), University of
Kentucky College of Nursing, Lexington.
The authors declare no conflicts of interest.
Correspondence: Dr Hampton, 751 Rose St, Lexington, KY
40536 (dhamp0@email.uky.edu).
DOI: 10.1097/NNA.0000000000000791
480
Generation Z's belief structures were impacted by things
that happened in the world as they grew up.4-6 They have
heard newscasts and conversation about September 11,
2001, the economy crash of 2008, and the impact of
unemployment.1 Additionally, during their lives, they
have read and heard news media reports about global
health events, war, terrorism, and events of violence
throughout various parts of the world.2
Generation Z nurses will have unique characteris-
tics while sharing some values from previous genera-
tions. Early research by Seemiller and Grace1 indicates
that this generation of employees is responsible and
resilient like their Generation X parents (born 1965-
1980, aged 39-54 years); furthermore, this group pos-
sesses a strong work ethic that is similar to that of the
Baby Boomers (born 1946-1964, aged 55-73 years).7
Generation Z members have a tendency to be toler-
ant, respectful, social-change oriented, collaborative,
and confident but cautious.1 Typically, this is a shar-
ing generation that embraces diversity and has grown
up with friends from multiple ethnicities. How this
generation of employees will respond to authority is
still to be determined; some authors have found that
they like independence and do not like authority,8
whereas others have noted that they are less likely to re-
sist authority than did their generation predecessors.1,9
Generation Z is a financially conservative generation10-12
who believes working will be necessary to make their
dreams come true and guarantee their future.8 This
generation values education because education helps
to ensure employment and career success; they believe
jobs are not easy to get and that employment is neces-
sary for survival.1
Tulgan9(p2) noted that “Generation Z represents the
greatest generational shift the workplace has ever seen.
Generation Z will present profound challenges to leaders,
managers, supervisors, [human resource] leaders, and
educators in every sector of the workforce.” He also
indicated that Generation Z may have lower expectations
and more modest demands than previous generations.9
Anatole13 called this generation “rebels with a cause”; they
JONA  Vol. 49, No. 10  October 2019
 know how “to wield their tools and knowledge” to
resolve problems in their world.1(p7) More information
is needed to determine the similarities and differences
of this new generation from previous generations of
employees, especially in healthcare where workforce
challenges are contributing to high levels of turnover.
Thus, this study was designed to determine the work
values of Generation Z nursing students who will be
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making up a significant part of our nursing workforce.
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Background
Understanding work values helps to define a genera-
tion, in that social and historical life events experienced
during generational time periods may impact work
values.14 Workplace values are important when con-
sidering the employment environment in that these
values guide our work.15,16 Work values have been
defined as generalized preferences about the desirability
of various aspects of work, such as salary, working con-
ditions, and autonomy, and represent cognitive expres-
sions of the needs or goals that bring meaning to the
workplace.15 Pryce17(p20) noted that work values are a
subset of general life values “derived from the same
basic value systems which guide individuals through
the various facets of their lives”; work values are im-
pacted by one's intrinsic and extrinsic values.
Four types of work values have been identified in
the literature, to include: a) personal meaning, where
work provides for self-actualization and development;
b) exchange, where people get extrinsic benefit from
working such as a salary or other compensation;
c) status, to include prestige and power; and d) social
contact, where professional working relationships are
formed.14 Lyons et al15 and Ng et al18 categorized these
4 types of values as intrinsic or cognitive, extrinsic or
instrumental, social or altruistic, and prestige or status.
Intrinsic/cognitive values relate to how work meets
internal psychological or satisfaction needs, to include
intellectual stimulation, the potential for development
and creativity, and achievement.18 Intrinsic/cognitive
rewards involve motivation to “work for work's own
sake” rather than external rewards.19(p1124) Intrinsic/
cognitive work values impact professional commitment
and enhance job satisfaction.20 Extrinsic/instrumental
values focus on the tangible rewards from work or
the material aspects of work to include pay, benefits,
prestige/status, advancement opportunities, and job
stability.14,19 Extrinsic/instrumental values address in-
ternal safety and security needs and are important
“to the fulfillment of intrinsic needs.”18 Social/altruistic
values address aspects of work that connect employees
with others, to include the community, society, and
humanity (helping others, social connections, and con-
tributing to the greater good). This category of values
JONA  Vol. 49, No. 10  October 2019
focuses on the human need to make a meaningful
contribution to society and work. The final category
of values identified by Lyons and colleagues was
prestige/status; these values satisfy one's esteem needs
through the acquisition of power, prestige work, au-
thority, and impact on others. Alignment between the
values of employees and the organization results in
better organizational outcomes, whereas misalignment
may lead to diverse goals, unclear intentions, and un-
desired outcomes.16
The workplace values of individuals help shape the
culture of the organization. Based on their importance
to employees, work values are “hierarchically ordered”
in one's mind and guide decisions individuals make
related to where they are going to work.15,17
The literature includes varied information about
the stability of work values over one's life. Results of
a meta-analysis of longitudinal studies to investigate
whether work values are stable or change across one's
life span demonstrated that work values were the most
unstable during college years and the most stable dur-
ing adulthood after college, but a significant difference
in values was not noted between the college years and
adulthood. Extrinsic values were the most stable over
time, followed by intrinsic and social values.14 Extrinsic
values decreased during adolescence and college, but
increased after college as students entered the work-
force.14 Intrinsic values increased during college years,
but remained stable after college. Alternately, Cogin21
and Jin and Rounds14 noted that work values gen-
erally do not change overall as individuals age; mean
work values remain stable when indexed by rank order
over time.
The evidence related to differences in values across
generations varies by study.18,22,23 In a time-lagged
study of young people where values were measured
at the same age at different points in time, Twenge
et al19 found small to moderate generational differences
in work values among the Boomers, Generation X, and
Generation Y (born 1981-1994, aged 25-38 years). Of
the various value components, to include leisure rewards,
intrinsic rewards, altruistic rewards, extrinsic rewards,
and social rewards, intrinsic rewards were the most
valued, followed by altruistic and social rewards. Gen-
eration Y (also known as the Millennials, born 1981-
1994, aged 25-38 years) valued leisure more so that
did previous generations,19 but Generation X employees
valued intrinsic and extrinsic rewards more so than did
the Millennials. Altruism was a work value that was rel-
atively consistent across three generations, the Boomers,
Generation X, and Generation Y.19,24 An international
study (n = 569) focused on the work values of the gen-
erations prior to Generation Z demonstrated that the
highest work value for Generations X and Y was as-
ceticism, whereas the most important value for Baby
481
 Boomers was hard work.21 The value placed on hard Methods
work “showed a clear pattern of decline with younger
A descriptive, cross-sectional design was used for this
generations,”21(p2287) suggesting that younger gener-
institutional review board-approved study. Participants
ations view work as less central to their lives and may
were provided with an e-mail introduction and were
have a declining work ethic.19,25 Papavasileiou and
asked to complete an anonymous survey on Research
Lyons 26 measured the work values of Millennial
Electronic Data Capture.31 Participants for the study
undergraduate students (n = 649) and reported that
(n = 103) were recruited from approximately 525 students
intrinsic/cognitive work values were the most highly
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who were enrolled in a traditional baccalaureate nursing

rated (mean, 5.03), followed by social/altruistic (mean,
program at a land grant university in the southcentral
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4.74), instrumental/extrinsic (mean, 4.54), and prestige

part of the United States. Work values were measured
(mean, 4.51).
by the Lyons Work Values Survey (revised 25-item for-
The literature includes some information about
mat), which addresses factors that people consider to
the work values of nursing students from varied gener-
be important in their work. Participants rated items
ations. Thorpe and Loo27 studied the work values of
based on a 5-point Likert scale of “not at all important,”
western Canadian undergraduate nursing and man-
“somewhat important,” “important,” “very important,”
agement students (n = 263). Personal development
to “absolutely essential.” This scale has demonstrated
and altruism were the most important values for the
reliability and validity in previous studies.15,32 Advan-
nursing undergraduate participants (n = 152). Simi-
tages to this work values instrument are that it includes
larly, in a survey of 344 new-graduate nurses from
a broad range of work aspects that are applicable to
Belgium, Cooman et al28 found that helping others,
Generation Z. The survey wording captures both
defined as an altruistic and interpersonal job motive,
the intensity and relative importance the respon-
was the most motivating work feature, followed by job
dent gives each work value in making decisions.15,33
content and professional contacts. Tuckett29 conducted
The scale consists of 4 work value components: extrinsic/
a study of recent nursing graduates from Australia and
instrumental/, intrinsic/cognitive, social/altruistic, and
New Zealand to understand what new nurse graduates
prestige/status.15 Cronbach's a's for the instrument
considered the positive aspects of their work, their work
and components for this study and for the study of
values, and what motivated them. Themes related to
Dajani32 were, respectively: 25-item instrument .89/.87,
the work values of these new nurses included personal
instrumental .78/.73, cognitive .79/.76, social/altruistic
development, immediate rewards, satisfaction from
.69/.82, and prestige .61/.82.
helping others, variability of tasks/challenges, and the
Descriptive statistics were used to analyze the data
person-centered nature of nursing. A study focused on
including means and SDs. Frequency distributions were
the expectations of Generation Z regarding work envi-
used to summarize study variables and to rank order
ronment and professional life identified important values
work values subscales from least to most important.
in a sample of 156 Romanian college students30; par-
Spearman rho correlations were used to examine the
ticipants tended to prefer collaborative work, in that
relationships among student characteristics (year born
47.7% wanted to work in a team, whereas 34.6% pre-
and semester enrolled) and the subscales of the work
ferred to work independently. Participants indicated a
values instrument. Data analysis was conducted using
need for continual development, wanted the opportu-
SAS, version 9.4 (SAS Institute Inc, Cary, North Carolina),
nity to learn new things, expected to be mentored in
with an a level of .05.
their roles, and noted that they would be required to
work hard, in that 84.6% stated they needed to work
harder than previous generations.30 Results
The experiences and life events of Generation Z Demographics
nurses, as with other generations before them, may have Approximately 20% of Generation Z students who were
produced expectations and preferences about work that invited to participate in this study (n = 103) completed
will impact career decisions. It is important to under- the survey (born in 1995, n = 23; 1996; n = 36; 1997,
stand the work values of this new generation of nurses n = 22; and 1998, n = 22). Participants were 99% female
because values are one of the predictors of job satis- and 1% male and included 92% white, 4% more than 1
faction.22 Knowledge about work values guides orga- race, 2% Latino/Hispanic, and 2% African American.
nizations as they restructure jobs, understand working
conditions, plan compensation packages, and create Findings
human resource policies to recruit these staff.19 Lyons The work value component ranked most important by
et al15 emphasized that understanding employee values participants was social/altruistic (mean, 3.97 [SD, 0.56]),
is a necessity to create culture and motivate and engage followed by instrumental/extrinsic (mean, 3.91 [SD,
employees toward performance. 0.48]), cognitive/intrinsic (mean, 3.87 [SD, 0.48]), and

482 JONA  Vol. 49, No. 10  October 2019

 prestige (mean, 3.09 [SD, 0.59]). To determine which
work values were rated the most important by partic-
ipants, percent frequencies for the “very important”
to “absolutely essential” ratings were combined. The
ranking of the specific work value items, in relation to
order of importance, is noted in Table 1. The top 5 most
important work values were helping people (social/
altruistic), followed by having an interesting, exciting,
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Discussion
Identifying the work values of Generation Z nursing
students who will be moving into the workforce soon
was the focus of this study. Information about the
work values18 and work ethic34 of previous generations,
specifically, the Baby Boomers, Generation X, and
Generation Y, is well documented. However, Generation

and engaging job (cognitive/intrinsic); having job se- Z, as a whole, is new to professional work settings.
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curity (extrinsic/instrumental); acquiring benefits that
meet personal needs (extrinsic/instrumental); and working
with agreeable and friendly coworkers (social/altruistic).
The 5 least important work values, starting with the least
important of the 25 values, were having the authority
to direct the work of others (prestige/status), followed
by doing highly regarded and prestigious work (prestige/
status), receiving recognition for a job well done (extrinsic/
instrumental), wielding the ability to influence or-
ganizational outcomes (prestige/status), and having
opportunities to engage in tasks and projects that chal-
lenge one's abilities (cognitive/intrinsic).
A Spearman correlation coefficient was calculated
to determine if there was a relationship between year
born and work values or semester enrolled in the nurs-
ing program and work values. There were no statis-
tically significant correlations between birth year,
semester enrolled in the program, and work values.
Furthermore, work values stayed consistent through-
out the college years.
Consequently, researchers are engaged in early exam-
inations of their work values and work ethic.
It is not surprising that “doing work that allows you
to help people,” which is an aspect of the social/altruistic
component of work values, was rated the no. 1 value by
nursing students and that the social/altruistic compo-
nent had the highest mean score. Nursing is a helping
profession and social/altruistic values fit with the value
base of many nurses. Altruism was the most important
value for nurses in other studies as well.27,28 Interestingly,
values of Generation Z in general may be more altruistic
focused when compared with others; based on what we
have learned about this generation thus far, this “we”
generation is socially and community minded.1
The other 3 value statements under the social/
altruistic work value component were “agreeable and
friendly coworkers with whom you can form friendships,”
“working in an environment that is lively and fun,” and
“doing work that allows for a lot of social interaction.”
Social environment has been identified as important

Table 1. Work Values Identified as Important

Percent Indicating
Work Values (Lyons Work Values Survey) Important

Doing work that allows you to HELP PEOPLE 96

Doing work that you find INTERESING, exciting, and engaging 95
Having the assurance of JOB SECURITY 87.1
Having BENEFITS (eg, vacation pay health/dental insurance, pension plan, etc) that meet your personal needs 85.3
Working with agreeable and friendly COWORKERS with whom you could form friendships 85.3
Working in an environment that allows you to BALANCE your work life with your private life and family responsibilities 85.1
Having access to the INFORMATION you need to do your job 85.1
Doing work that provides you with a personal sense of ACHIEVEMENT in your accomplishments 80.0
Working for a SUPERVISOR who is considerate and SUPPORTIVE 79.2
Having the opportunity for ADVANCEMENT in your career 77.2
Having the opportunity to CONTINUOUSLY LEARN and develop new knowledge 77.2
Doing work that allows you to USE the ABILITIES you have developed through your education and experience 76.2
Having HOURS OF WORK that are convenient in your life 75.0
Working in an environment that is lively and FUN 73.5
Doing work that makes a SIGNIFICANT IMPACT on the organization 71.6
Doing work that affords you a good SALARY 66.3
Having management that provides timely and constructive FEEDBACK about your performance 65.3
Having the FREEDOM to make decisions about how you do your work and spend your time 62.5
Doing work that provides change and VARIETY in work activities 58.0
Doing work that allows for a lot of SOCIAL INTERACTION 48.5
Working on tasks and projects that CHALLENGE your abilities 46.5
Having the ability to INFLUENCE organizational outcomes 37.0
Working where RECOGNITION is given for a job well done 36.6
Doing work that is PRESTIGIOUS and regarded highly by others 30.7
Having the AUTHORITY to organize and direct the work of others 9.8

JONA  Vol. 49, No. 10  October 2019 483

 to Generation Z in several studies.8,30 However, the
importance of working in an environment that allows
for a high level of social interaction was not as impor-
tant for Generation Y, who precedes Generation Z in
the work setting.19
Instrumental/extrinsic values were rated as the 2nd
most important value category for Generation Z nurs-
ing students. Value statements reflected in this category
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included “the assurance of job security,” which was
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rated as the third most important value by participants,
in addition to benefits, work-life balance, information
needed to do your job, a supportive supervisor, con-
venient hours of work, a good salary, timely and con-
structive performance feedback, and recognition for a
job well done. The results of this study were similar to
outcomes of a study by Iorgulescu30 that demonstrated
Generation Z's strong need for security as reflected by
their value ratings for job security, salary, and benefits.
The importance of job security for this generation has
been shaped by nearly a decade of economic uncer-
tainty experienced in families and society during their
formative years.9 The importance of work to future
success and happiness for Generation Z employees
was also supported by research findings reported by
Ozkam and Solmaz.8
It appears that Generation Z is going to be similar to
the 2 generations before them in relation to work-life bal-
ance, in that Generation X and especially Generation Y
placed great importance on leisure time and work that
provided extrinsic awards.19 Twenge25 noted that youn-
ger generations are more likely to value time off and may
be less focused on work.
The prestige/status-related value component (doing
work that makes an organizational impact, ability to
influence organizational outcomes, doing work that
is prestigious, and the authority to direct the work of
others) was the least important for the Generation Z
nursing students. Generation Z does not value authority,8
which may be impacted by the fact that they may not
understand the importance of authority at this stage
in their life. Ng et al18 noted that the importance of
prestige-related work values varies across generations.
Hansen and Leuty22 found that age significantly im-
pacted the value of status/prestige for men. Prestige
was also noted to be the lowest priority work value
component in 2 recent studies that comprised a group
of Greek Generation Y (n = 649) undergraduate stu-
dents26 and a group of health professionals working
in public healthcare facilities (n = 400) from a variety
of generations.32 The importance of prestige-related
values may increase as employees move into the work-
force, obtain work experience, and begin to adjust to
the culture of the work environment.
Generation Z may be a more empowered genera-
tion with members who feel they have the power to
484
influence outcomes, and thus prestige may seem less
important for them. Research to date has demonstrated
that the beliefs of this generation have been influenced
by their easy access to knowledge about how to get
things accomplished.1 They know how to access re-
sources and have the knowledge to do so.1 Members
of Generation Z also may be more tolerant than em-
ployees from previous generations,2 which could make
power and influence seem less important.
Limitations
This was a single-site study with a sample size of 103
nursing students; a larger, more diverse sample would
have increased the generalizability of the results. Addi-
tionally, in that the participants were nursing students,
some may have had limited work experience and were
responding based on their beliefs about their work
values. Replicating this study with a group of Gener-
ation Z RNs with 1 or more years of experience might
result in different findings.
Implications for Practice/Conclusions
What will nurses from Generation Z look for in the
work setting? This is a question that will need to be
answered over the next few years as this new gener-
ation begins to contribute to organizations through
their work outcomes. Results of this study illustrated
that helping people and having a job that is interesting
and engaging while also offering job security and good
benefits are important to Generation Z nurses. In that
having job security and good benefits were among the
top 5 work values for this generation, employers may
need to consider flexible benefit plans or cafeteria
plans that allow employees to choose varied benefit
options, to include opportunities for continued edu-
cation. Additionally, providing opportunities to build
social networks and team camaraderie may lead to in-
creased engagement in the work environment. The
life experiences of Generation Z, which were reflected
in the values identified in this study, will be carried
forward in the career of these new nurses and will
likely influence their future behavior and work deci-
sions.6 As noted by Timbrell,35(p1) each generation
“entering the world of work will impose its values
and redefine the environment wherein it operates.”
Understanding the values of this new Generation Z
cohort of nurses is important because employees whose
work values are satisfied will more likely be happy with
their jobs.18
Doing work that makes a significant impact was
1 of the less important values for the Generation Z
participants in this study, which is significant from a
work engagement perspective in that work engagement
is impacted by the employee's emotional attachment
JONA  Vol. 49, No. 10  October 2019
 and commitment to the organization.36 The provision
of nurse residency programs that improve retention,
promote employee satisfaction, and make nurses feel
more supported in the work environment37,38 is an
example of a strategy that may be very appealing to
Generation Z nurses. Prestige, recognition, and hav-
ing authority also were not rated as important values
for Generation Z participants in this study. This values
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structure could have important implications for nurs-
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ing leaders because this generation of nurses will soon
have an opportunity to move into varied micro and
meso leadership roles. Development and mentoring
programs may be important in fostering professional
development of Generation Z nursing leaders. Assess-
ments related to the work values of this generation
and what is important to them will need to be done
as more of these nurses obtain experience in the health-
care work environment and especially as they become
accountable for the work done by those they supervise
or delegate to.
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JONA  Vol. 49, No. 10  October 2019
It is important to note that specific members of
Generation Z will be unique, “owning their own
personality traits and life experiences, which may
not be representative of their generational cohort as a
whole.”39(p120) The needs, values, and expectations
of Generation Z nurses will differ somewhat from those
of previous generations, as demonstrated by the find-
ings of this study. Generation Z nurses will make a strong
impact in the world because of their desire to help people.
More studies are needed to validate the values and work
priorities of this group of nurses as they gain employment
experience over time and work with colleagues from
other generations. It has been stated that “Each gener-
ation goes further than the one preceding it because it
stands on the shoulders of that generation.”40 The im-
pact Generation Z will make in healthcare is yet to be
determined, and this important group will benefit from
and can build upon the values lived out by previous
generations of nurses while bringing their own unique
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JONA  Vol. 49, No. 10  October 2019