Aug 2026· International Journal of Global Innovations and Modern Research· 0 citations
Abstract
Purpose: Generation Z, the newest cohort entering the labour market, brings workplace expectations that differ markedly from those of earlier generations. This paper consolidates contemporary research to examine how Gen Z’s workplace expectations intersect with prevailing organizational cultures and to identify the organizational mechanisms most effective in supporting retention.
Design/methodology/approach: A thematic review of peer-reviewed studies published between 2020 and 2025 was conducted. A Scopus database search using the keyword “workplace expectation” returned 182 documents, which were screened in three stages to produce a final corpus of 59 papers. The selected studies were coded deductively in NVivo, guided by two research questions, and organized around three broad dimensions: HR policy adaptability, the integration of digital HRM practices, and sustainability-driven organizational methods.
Findings: The synthesis shows that Gen Z consistently expects flexibility and autonomy, continuous learning and meaningful work, open communication with supportive leaders, and value-based organizations that act on their ethical, diversity, and social commitments. These expectations reflect a changed psychological contract in which growth and purpose are basic conditions of engagement rather than rewards for loyalty. However, a persistent gap remains between these expectations and actual management practice, as many organizations still rely on top-down authority and rigid hierarchies, fuelling disengagement and turnover.
Practical implications: Organizations should shift from controlling to coaching leadership, build culture and psychological safety from onboarding onward, keep communication transparent, protect well-being and work-life balance, and offer fair, personalised rewards and continuous upskilling.
Originality/value: By synthesising a fragmented body of literature, the paper offers an integrated framework linking Gen Z expectations to organizational culture and human resource practice, along with directions for future longitudinal and cross-national research.
The technological, social, and organizational transformations of recent decades have redefined labor relations and challenged traditional management models. In this context, the inclusion of Generation Z in the labor market has sparked growing academic and organizational interest due to its unique characteristics, values, and expectations. This article aims to analyze how the contemporary labor market has been configured in relation to Generation Z, highlighting the impacts of its presence on management practices, leadership, and talent retention. This is a qualitative research study, developed through a literature review, based on authors who discuss generations, organizational behavior, and people management. The results indicate that the labor market is in a process of transition, pressured to incorporate greater flexibility, purpose, and innovation to meet the demands of this generation, even though structural resistance persists. It is concluded that understanding Generation Z not only contributes to the improvement of current organizational practices but also constitutes a strategic element for the competitiveness and sustainability of organizations in the long term.
Talita Francisco Santos, Adriana Cristina Silva· Revista de Estudos Interdisc...· 0 citations
Background Employee voice and organizational silence are central to organizational learning, innovation, safety, and problem detection. Although both concepts have been widely studied, existing research remains fragmented across leadership, psychological safety, trust, hierarchy, power distance, and organizational climate. This systematic review synthesizes empirical evidence on how internal communication conditions shape employee voice and organizational silence in organizational settings. Methods A systematic review of Scopus-indexed empirical journal articles was conducted following the PRISMA 2020 framework. The search covered English-language articles published between 2010 and 2026 using title, abstract, and keyword fields. The final search identified 463 records. After duplicate removal and screening, 28 full-text records were assessed for eligibility. Twenty-six empirical studies were included in the main thematic synthesis, one study was retained as secondary contextual evidence, and one non-empirical discursive paper was excluded. Data were extracted using a structured matrix, appraised using the Mixed Methods Appraisal Tool, and synthesized thematically. Results Six analytical themes were generated: leadership communication as a signal for voice; psychological safety and trust as relational mechanisms; hierarchy, power distance, and the production of silence; voice infrastructure and organizational response; silence as active withholding; and voice and silence in digital and high-risk organizational contexts. Across the studies, voice and silence were shaped by relational, structural, and contextual communication conditions, including leadership behavior, supervisor relations, trust, psychological safety, formal speak-up systems, hierarchy, guanxi, and power distance. Conclusions Employee voice and organizational silence are communicative responses to internal organizational conditions, not merely individual choices. Employees are more likely to speak up when communication environments signal safety, legitimacy, responsiveness, and consequence, and more likely to remain silent when they signal risk, futility, hierarchy, or low trust. This review offers a communication-centered framework for organizational voice and silence.
Joan Imanuel Edon, Vezthy Faryans Honni Koroh, Ajuan Tuhuteru et al.· F1000Research· 0 citations
This study presents an exploratory integrative review with bibliometric and textual analysis of scientific production inWork and Organizational Psychology (WOP) in Ibero-America between 2000 and 2024 period. A total of 461 articles from Scopus and Web of Science were analyzed, identifying thematic, methodological, and geographic trends, as well as the most frequently used instruments. Findings reveal a shift from personality-centered approaches to topics such as wellbeing, mental health, resilience, and inclusive leadership. Quantitative studies predominated (70%), and an increasing trend of international collaboration was observed. The vosviewer analysis identified four major thematic clusters, reflecting alignment with global trends highlighted by SIOP. The study concludes that wop research in Ibero-America has addressed contemporary challenges, although some gaps persist in regional coverage and critical topics such as gender equity, artificial intelligence, and job quality.
M. C. Aguilar Bustamante, Mónica García-Rubiano, L. V. Fajardo-Castro et al.· Revista Colombiana de Psicol...· 0 citations
The dynamics of workplaces around the world are undergoing a fundamental change due to the growing number of Millennials and Generation Z in the labour market (Twenge, 2010). Traditionally oriented organizational norms, which pre-empt hierarchy, job security, and long- term loyalty, are increasingly called into question by new value orientations focusing on flexibility, purpose, collaboration and digital integration. The given paper will explore how much Millennials and Generation Z are transforming the behaviour of the modern workplace, affecting leadership styles, patterns of communication, work values as well as organisational culture (Myers & Sadaghiani, 2010). Based on the generational cohort theory, social exchange theory, and modern empirical literature, the given work synthesises the obtained studies and outlines fundamental behavioural changes and the emergent trends in the modern workplaces with the impact of generational diversity (Parry, 2011). It takes a conceptual and reviewbased approach to analyse critically scholarly contributions that have been released within the last two decades, thus shedding light on the importance of technological progress, a changing psychological contract, and a changing employee expectation (Macky et al., 2008). According to the findings, Millennials and Generation Z are not just adjusting to organisational systems but transforming them in an active manner and organisations have to reimagine how they handle human resource practices, leadership, and how they engage workers (Schullery, 2013). This way, the research contributes to the developing literature in generational workforce dynamics and provides practical information to organizations that aim to align old structures with the requirements of modern workforce (Lyons & Kuron, 2014).
In the context of a work environment characterized by increased dynamism and unpredictability, adaptability has become an essential individual resource for the effective management of continuous organizational and technological changes. Workplace adaptability can be defined as the ability of the individual to respond adequately to new professional requirements, role changes, and various occupational contexts, thus contributing to improved performance and long-term career sustainability. In parallel, staff turnover intention remains a relevant indicator for organizations, given its consistent association with actual employee turnover, organizational costs, and the level of internal stability. Although the specialized literature has extensively analyzed both workplace adaptability and staff turnover intention, the relationship between these two constructs remains insufficiently explored from an integrative perspective. Moreover, existing studies are fragmented, focusing predominantly on certain organizational contexts or employee categories, without paying systematic attention to the particularities of Generation Z. In addition, there is a lack of bibliometric analyses that provide an overview of the evolution of research, the main thematic directions, and the existing gaps in this field. Against this background, the present study aims to carry out a bibliometric analysis of the scientific literature on the relationship between workplace adaptability and staff turnover intention, with a specific focus on Generation Z. In particular, the research aims to: (1) examine the evolution over time of scientific production, (2) identify Influential contributors, core journals, and countries with the highest research activity, (3) analyze the dominant research focuses and clusters, and (4) highlight existing gaps and future research directions. Through this approach, the paper contributes to strengthening the understanding of the relationship between adaptability and staff turnover intention in the context of a new generation of employees. The Scopus database was selected due to its extensive and relevant coverage of recent, interdisciplinary literature.
Lidia Chiricoi· The Annals of the University...· 0 citations
Demographic changes in the workforce have positioned Generation Z as an increasingly dominant employee group across organizations. The distinctive characteristics of Generation Z compared to previous generations require organizations to better understand the factors that enhance work engagement. This study aimed to identify, analyze, and synthesize the factors influencing work engagement among Generation Z employees through a Systematic Literature Review (SLR) approach. The study followed the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA 2020) guidelines. Literature searches were conducted across several international and national scientific databases, including Google Scholar, Scopus, ScienceDirect, Emerald Insight, SpringerLink, Taylor & Francis Online, Wiley Online Library, and Garuda. Based on predetermined inclusion and exclusion criteria, 20 empirical studies published between 2020 and 2026 were selected for analysis. The findings revealed that factors influencing work engagement among Generation Z employees could be categorized into four major groups: organizational factors, leadership factors, job-related factors, and individual-psychological factors. The most dominant and consistent predictors of work engagement were perceived organizational support, empowering leadership, work environment, work meaningfulness, and work-life balance. Conversely, job stress was identified as a significant barrier that negatively affects work engagement.
M. Nurani, Suhadianto Suhadianto· Formosa Journal of Multidisc...· 0 citations
