The disruption of the Z Gen employee: Change strategies for A smoother workforce entry

Abstract

Studies on Generations have gained momentum in recent times as businesses realize that each generation has different approaches towards work and workplaces. The classification of generations is only a theoretical attempt to classify people of a particular behavioral similarities and differences but generational studies is essential for understanding workplace traits and the multi-faceted approaches people take towards corporate issues on an individual and organizational perspective. This research paper seeks to study the relevant aspects of this latest entry into the workforce with especial focus on what makes them a critical value addition to the workforce. Despite the fact that Z Generation employees are projected to bring about a marked change in organizations, the very term ‘disruption’ needs an operational definition in this context. Disruption is often relegated only to technological advances and innovation. The research methodology incorporates Focus Group discussions and a survey instrument (Structured questionnaire) to fulfill objective 1 and 2. The study was done in a time frame of 2.5 years with a sample of 350 drawn from Southern Rajasthan. SPSS 20.0 and AMOS 21.0 were used to test hypotheses. Descriptive and Inferential statistics have been used to arrive at the findings and conclusions of this research study. Findings from the study substantiated the literature review showing that Z Generation employees are entrepreneurial, learning driven and altruistic in addition to being brand conscious about their workplaces. Certain change strategies have been suggested towards the end of the research paper, both for the corporate bodies as well as for the Z Generation employees.