Profile of Generation Z and work engagement levels of Generation Z and Generation Y in Auckland
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Citation:Basra, A. (2020). Profile of Generation Z and work engagement levels of Generation Z and Generation Y in Auckland. (Unpublished document submitted in partial fulfilment of the requirements for the degree of Master of Business). Unitec Institute of Technology, Auckland, New Zealand. Retrieved from https://hdl.handle.net/10652/4932
Permanent link to Research Bank record:https://hdl.handle.net/10652/4932
RESEARCH QUESTIONS: As per the identified aim and objectives of this research study, the following research questions are formulated: What is the profile of Generation Z based on an Auckland, New Zealand sample population? What is the level of work engagement of Generation Z and Generation Y based on an Auckland, New Zealand sample population? What is the level of vigor, dedication and absorption of Generation Z and Generation Y based on an Auckland, New Zealand sample population? Are some of the known profile characteristics of Generation Z true or false in an Auckland, New Zealand context? ABSTRACT: A new workforce (Generation Z born between 1995 and after) has started to enter the workforce which is going to increase their presence in the workplace with each passing year. There is a need to know what this generation prefers, needs and expects from their workplace. Their outlook towards the work-related aspects is also very important. An individual’s characteristics can influence his/her approach towards his/her work and the workplace. This can get reflected in their levels of work engagement. Though it is not always possible to delve deeper into the characteristics of each employee in the workplace on a regular basis, a need is to at least determine these aspects at the generational cohort level. This can help organizations and HR practitioners in formulating new workplace policies and in reviewing the current ones. This research study is attempting to identify the profile characteristics of Generation Z and their work engagement levels in Auckland, New Zealand. Though this research study is predominantly focusing on Generation Z, it is considered to compare work engagement of Generation Z (new generation) with work engagement of Generation Y (previous generation born between 1980 and 1994) as the latter is going to be in the workplace for many more years, they are relatively experienced and are not very far away from Generation Z in terms of age gap. A quantitative methodology approach is adopted to embark on a scientific enquiry. Both parametric and non-parametric statistical methods are used in understanding the data and for the hypothesis testing. Help is taken from descriptive and inferential statistical methods to analyse the data. Two separate questionnaires are used for the data collection. One questionnaire is used to determine the profile of Generation Z in Auckland and the other one i.e. Utrecht Work Engagement Scale (UWES) is used to determine the levels of work engagement of both generations. The data is collected by using self-reported questionnaires. The effect sizes and the confidence interval levels have also been computed to obtain practical relevance of the findings. Further, the analysis is extended to the gender level to find any significant statistical difference between the gender groups of both generations. The result findings allowed a deeper discussion by reviewing these findings in light of the literature. This deeper investigation and discussion further provided an opportunity to make far-reaching recommendations which can help organizations, HR practitioners, managers, the community, individuals and the government. It is recommended that job security, autonomy, person-job fit and situational leadership style or path-goal leadership theory be adopted as availability of these can help in improving employee motivation, competence, commitment and satisfaction levels and thereby employee’s work engagement levels. In addition to matching of an individual’s skills, knowledge and abilities, matching an individual’s values with the values of a job is very important. Match development levels (competence and commitment) of employees and corresponding style of leadership behaviour (directive and/or supportive). Alternatively, select directive, supportive, participative and achievement oriented leadership behaviours that are best suited to employees’ needs, characteristics and the work setting. This research study highlighted Generation Z characteristics and work engagement levels of Generation Z and Generation Y and thereby assists organizations and managers to favourably adjust to the changing age structure of the workforce.