1
Annotated Bibliography: Business Topics and Concepts Assignment
Lucianna Easton
Liberty University
BUSI 702: PhD Program Orientation
Dr. MeLisa Rogers
February 3, 2024
2
Aggarwal, A., Sadhna, P., Gupta, S., Mittal, A., & Rastogi, S. (2022). Gen Z entering the
workforce: Restructuring HR policies and practices for fostering the task performance
and organization commitment. Journal of Public Affairs, 22(3).
https://doi.org/10.1002/pa.2535
Aggarwal, Sadhna, Gupta, Mittal and Tastogi article reviews the research study that was
the first to review two theories: attraction-selection-attrition, and the self-determination
theory, as a pathway of manipulating Gen Z toward job satisfaction. Barriers include this
generation just entering the workforce and limited past research to reference, which
reiterates the need for continuous research and developments. However, results thus far
correlate with the importance of partnership between organizational policies and practices
to increase job satisfaction that reiterates commitment and supports retention and job
satisfaction. Research utilized sample 493 employees, quantitative data methods for
analysis. Future implications suggest to consider longitudinal study to understand
patterns and relationships, in additional to consider a mixed-method review of both
quantitative and qualitative data for development of patterns within the values reviewed
of work practices, reward and recognition, compensation and benefits, feedback-seeking,
behavior, and volunteering.
The journal article is current and relevant to today’s research, published in 2022,
within the last five years based on guidelines for relevance. Data was peer-reviewed prior
to submission and posted in an established Journal of Public Affairs. All authors are
established professors in their field and have various level of expertise that support the
validity of the research. The authors note no bias or conflicts of interest. Reference
supports topic of business and organizational management as specific study encourages
3
organizations to delve into theory and practice instead of updating programs and
implementing models for Gen Z employees.
De Boer, P., & Bordoloi, P. (2022). Nationality differences in Gen Z work values: An
exploratory study. Journal of International Education in Business, 15(2), 373-392.
https://doi.org/https://dx.doi.org/10.1108/JIEB-09-2021-0088
De Boer and Bordoloi assess in this article the importance of understanding the up and
coming Gen Z as the next largest proponent to the workforce and how distinctive
preferences surrounding company expectations is important to understand. These
researchers were curious to understand if the correlation on intrinsic and extrinsic work
values affected different nationalities of the Gen Z population. A sample size of 1,118
undergraduate students from China, Germany, the Netherlands and Thailand were
utilized for the research. Results found that nationality does influence work value appeal
when looking at all eight variables measured in this study. These results are similar to
past research studies, however, it was not identified that nationality affected extrinsic
motivational factors and the research does not support that correlation and that individual
work values, the intrinsic factors such as learning and visible results, are not significantly
different based on nationality.
The journal article is current and relevant to today’s research, published in 2022,
within the last five years based on guidelines for relevance. Peter de Boer and Prantik
Bordoloi work at the Academy of Commerce and International Business at NHL Stenden
University in the Netherlands, and accredited university and qualified individuals to
complete research in the field of business. The data was peer reviewed prior to
submission and posted in an established Journal of Internal Education in Business.
4
Possible issues noted with the research and appropriately disclosed review the large scope
of the study and cannot be clearly identified whether findings are influenced by other
non-cultural barriers, or additional characteristics outside the Gen Z guidelines. The
above clearly outlines the importance of Business Organizational Management and the
understanding of generational and national factors on the employee workforce.
Dwivedula, R., & Singh, P. (2020). What motivates Gen Z at work? An empirical analysis.
Journal of Human Resource Management, 23(2), 40-53. https://doi.org/1335-3888
Dwivedula and Singh identified the noticeable gap in research on available resources of
what influences Generation Z as they begin to enter the workforce. Their research
focused specifically on four factors they considered importance characteristics of a job
that Gen Z looks for in terms of longevity and retention at an organization. These four
factors included job enabled growth opportunities, organization support, accountability,
and interaction feedback. The study utilized qualitative data analysis of self-reports to
record responses on individualized surveys that were electronically sent to participants
over a four month period. It is shown based on the demographic that was pulled and the
size of the sample could have affected the results, thus, requesting future research of a
larger sample size to see if results are duplicative. In addition discussion of larger sample
size using both qualitative and quantitative data. The goal and purpose of this research is
to help organization develops policies and standardized practices to cater to a multi-
generational workforce.
The journal article is current and relevant, noted published in 2020, captured
within last five years appropriate for research and relevance. Dr. Ravikiran Dwivedula
and Dr. Poonam Singh are qualified individual researchers who work for Brandon
5
University in Canada and American College in Spain. The publication is an established
Journal of Human Resource Management. The data of the above research was peer
reviewed prior to submission and refrains from potential bias. The reference supports the
topic of business and organization management as it reviews the objectives and
functionality of organizational structure and where it needs to adapt to accommodate its
employees from an operational perspective.
Gabrielova, K., & Buchko, A. (2021). Here comes generation Z: Millennials as managers.
Business Horizons, 64(4), 489-499. https://doi.org/10.1016/j.bushor.2021.02.013
Gabrielova and Buchko assess the recent developments of research provided for
millennials in the workforce to the transition of Gen Z in the workforce and the
importance of managing the upcoming population as they enter into organizations. While
Gen Z enters workforce, it is important to note the past research of accommodating the
millennials entering the workforce are now developing in their careers and now have to
encompass leadership rolls and the challenges of possible intergenerational conflict that
can arise based on the leader-member exchange theory, LMX. The success of a company
is determined by employee performance as one of the key factors, and within that context
is the supervisor-subordinate relationship noted in LMX. This theory notes that
employees benefit from development of intrinsic work values and leadership style.
Research concluded that because Millennials and Gen Z have similar work values and
leadership preferences noted in LMX qualifications in the following four areas:
leadership style, motivation, teamwork and social interaction: however this may cause
conflict. It was theorized organizations can use tactics, but communication with Gen Z
employees for accommodation and increased effort will limit potential issues.
6
The journal article is current and relevant, noted published in 2021, captured
within last five years appropriate for research and relevance. Karina Gabrielova and
Aaron Bucko of Bradley University, Foster College of Business, submitted via peer-
review process prior to publishing to Business Horizons. No bias or conflicts of interest
noted in research. The reference supports the topic of business and organization
management as it reviews the implications for managerial practice in additional
implications for organization research to assess the need for appropriate organizational
transitions.
Ganguli, R., & Padhy, S. C. (2023). Moderating effect of demographic factors on the relationship
between work motivation and employee retention of Gen Z. Sage Journals, 31(2), 145-
156. https://doi.org/10.1177/09711023231197819
Ganguli and Padhy article asses the relationship of Gen Z employees and regulating
demographic values of gender, education, income, and industry on retention rate and
work motivation. A sample size of 755 participants were used and data was analyzed
with quantitative methods to review opinion of work motivation and retention. To
confirm validity it was noticed descriptive and inferential methods were incorporated to
review validity of study variable and ensure validity of the utilized model. It was noted
that motivation within the work environment has a drastic impact on Gen Z employees as
a whole. When reviewing the correlation between retention and workplace motivation on
the noted demographics, there was no noticeable change except for level of education.
The journal article is current and relevant, noted published in 2023, captured
within last five years appropriate for research and relevance. Rajorshi Ganguli and Suresh
Chandra Padhy are noted professors at the School of Management at Poornima
7
University in India and research was subject to peer-review prior to publication to
accredit NMIMS Management review via Sage Publications. It was noted study has risk
to some bias due to electronic delivery method of survey which poses data to risk, in
addition to restricted sample size that was approved for participation. Request future
research look at a wider variety of industries with same demographic factors. The
reference supports the topic of business and organization management as it reiterates the
importance for equality opportunities across gender in additional to strict review of HR
processes and increasing motivation.
Saxena, A. (2024). Mentoring at work: A talent development tool for Gen Y and Gen Z.
Development and Learning in Organizations, 38(1), 23-26. https://doi.org/10.1108/DLO-
03-2023-0079
Saxena article assess how millennials and Gen Z are constantly pushing for change and
advocating for updated workplace norms. Millennials have been established in the
working class for a while, and now Gen Z is beginning to develop new perspectives and
define new expectations employers need to adapt to timely. The purpose is to review new
hire development and onboarding periods with partnering engagement actions to include
mentoring opportunities to help the intergenerational relationships coincide while
subsequently providing improvement initiatives. This allows organizations to be
proactive with controlling talent development while providing benefits to both a mentor
and a mentee. Five types of mentorship programs were reviewed: reverse mentoring,
group mentoring, distance mentoring/anonymous mentoring, flash/speed mentoring, and
peer to peer mentoring. The point is to focus on development of a modern mentor based
approach that is technologically advanced, and utilizing the above mentioned generations
8
to develop organizational practices and abilities, which cultivates an intergenerational
communitive of support and knowledge sharing: a key factor in Gen Z employment
search.
The journal article is current and relevant, noted published in 2024, captured
within last five years appropriate for research and relevance. Anubhuti Saxena is a
professor at Bennet University in India, a qualified researcher, who submitted data and
research which subject to peer-review prior to publication to the accredit Journal of
Development and Learning in Organizations. There was not conflicts of interest or
possibilities of bias identified. The reference supports the topic of business and
organization management as it take a different consideration into talent development and
peer to peer importance for generational success as well as organizational importance of
fostering younger generations.
Zahari, S. N. S., & Puteh, F. (2022). Gen Z workforce and job-hopping intention: A study among
University students in Malaysia. International Journal of Academic Research in Business
and Social Sciences, 13(1), 902-927. https://doi.org/10.6007/IJARBSS/v13-i1/15540
Zahari and Puteh article assesses the motivation, both internal and external, Gen Z
requires for employment retention, while reviewing the social factor of job-hopping and
frequency increase when specifically looking at this generation and the impact this has on
an organization. Zahari and Puteh reviewed several topics and analyze the following
factors: Salary and Benefits, Interpersonal Relationships, Working Conditions,
Recognition, Career Advancement and Achievement that greatly influence Gen Z to seek
employment opportunities elsewhere. The study utilizing quantitative data review, with a
sample size of 369 respondents, found achievement to be the highest influential factor of
9
retention on Gen Z employees. Two factors such as interpersonal relations and career
advancement had no influence on a gen Z employee to be interested in job-hopping, then
the remaining salary, benefits, and working condition secondary influential to
achievement. Such research can supply organizations the knowledge to create
appropriately resolutions to retain Gen Z employees that have the appropriate skills to
excel within the organization. Recommended future research would include qualitative or
mixed method approach in regard to the above influential factors on best practices of
management.
Validity and reliability testing were completed on the variables to confirm
authenticity and remove any possible bias. The research and data is relevant within the
past 5 years, is peer-reviewed and published in established Journal for Academic
Research in Business and Social Sciences. Both Zahari and Puteh are faculty members of
Administrative Science and Policy Studies at the University of Technology in Malaysia.
This reference is a valid supporter of the topic of business and organization management
as it looks at retention and the financial and non-financial impact turnover has on an
organization. It is important to understand outside financial impact, retention rates have
negative affect on morale and company engagement.
