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Problem Statement
The problem to be addressed is while Gen Z may not constitute the majority of the
workforce, it is this generation that is most recognized for its desire for change. However, the
precise factors that motivate this generation and their relationship with retention rates have yet to
be fully understood by companies and organizations. This lack of understanding contributes to
the high turnover rates often associated with this generation. Gen Z is known for its intent to
reshape employment standards. It's also a fact that retention rates are lower among this group.
The challenge for the coming years is to identify and understand the specific variables at play.
With this knowledge, organizations can then modify their missions, values, and policies to better
support this emerging leading generation. Companies continue to attract and retain employees
using the same methods, expecting the same outcomes, without considering a variety of factors
such as the economy, demographics, and salary transparency. While Gen Z is a key focus for
policy advancement, it is crucial for research to be proactive in understanding the generation that
will increasingly dominate the workforce. This will ensure that companies and organizations are
prepared to support and benefit from the unique qualities and expectations of this generation.
Research Questions
1. Why are the key motivational factors for Gen Z employees in the workplace different
from other generations?
2. How do motivational factors influence the retention rates of Gen Z employees?
3. Why are companies and organizations delaying strategy implementation to accommodate
a multi-generational workforce?
Connecting Research Questions with Methods
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The noted research questions can encompass a combination of both qualitative and
quantitative data collection methods. The first and third question are more qualitative in nature
and can benefit from using data collection methods like surveys and interviews. Creating a
survey questionnaire about motivational factors to distribute to participants that are of the Gen Z
generation will allow to compare response and identify any notable trends or differences. In
addition, conducting in-depth interviews with potentially a smaller sample size of employees
from each generation can help potentially give a deeper understanding of motivation. Question
two would require review of correlational and case studies. By collecting data on both
motivational factors and retention rates, a statistical analysis can be used to determine of there is
a noticeable correlation between to the two variables. Case studies can also be analyzed to
identify any potential companies or industries that have higher retention rates of certain
generations. Subsequently, allowing the ability to review strategic plans and organizational
design and culture that could impact the motivational factors at play. The specific noted
instruments will help garner necessary data to respond to each research question thoroughly. 3the
choice of data collection method will depend on your research design, resources, and the nature
of the information you are seeking.
Memo on Core Constructs in Research Questions
Understanding the core constructs in research questions is crucial as it helps to clarify the
focus of the study. It also aids in the development of the research methodology, including the
design of data collection instruments and the analysis of the data. The main core construct is
generations. Generations refers to the different age groups based on the years an individual is
born. It is important to understand the different generations and the age ranges associated with
such. For research purposes understanding what drives generational difference strengths the
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understanding of how individual behaviors are shaped and offers an indication of what happens
as these cohorts age (Dinas & Stoker, 2014). For the first two questions, a core construct is key
motivational factors. Motivational factors are defined as reasons that cause people to act a certain
way. This helps to understand what are the primary elements that inspire and encourage Gen Z
employees to perform work expectations efficiently and effectively. Motivational factors can be
both intrinsic and extrinsic. The third question an additional core construct is delaying strategy
implementation and understanding the tactics and plans of workplace advancement on policies
and workplace culture. There are both financial and non-financial impacts retention rates have on
an organization including pulling resources, fees for marketing, plus the negative affect on
morale and company engagement (Zahari & Puteh, 2022). This is why looking at up and coming
generations in the workforce are pertinent for company success, down to leadership and
employee success.
Memo on Goals of Each Research Question
These research questions aim to delve into the intricacies of managing a multi-
generational workforce, with a particular focus on Gen Z employees. They seek to provide
insights into the motivational factors of Gen Z, their impact on retention rates, and the challenges
organizations face in implementing strategies for a diverse workforce.
Why are the key motivational factors for Gen Z employees in the workplace different from other
generations?
The primary objective of this research question is to identify and understand the unique
motivational factors that drive Gen Z employees in the workplace. By 2025 it is
anticipated that twenty-four percent of the workforce will be made up of Gen Z
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employees (Ammon, 2023). This involves comparing and contrasting potential intrinsic
and extrinsic factors with those of previous generations and how this impacts the
relationship with employment. The research aims to shed light on the changing dynamics
of workplace motivation and how it is influenced by generational differences.
How do motivational factors influence the retention rates of Gen Z employees?
The goal of this research question is to examine the relationship between motivational
factors and retention rates among Gen Z employees. Specifically, it seeks to determine
how various motivational elements can impact the likelihood of Gen Z employees staying
with their current employer. This research could provide valuable insights for
organizations looking to improve their retention strategies for younger employees
Why are companies and organizations delaying strategy implementation to accommodate a
multi-generational workforce?
This research question aims to explore the reasons behind companies and organizations
postponing their strategy implementation to cater to a multi-generational workforce. It
seeks to understand the challenges and complexities involved in managing a diverse age
group within the workforce and how these factors affect strategic planning and execution.
This was specified also within past research that business and organization management
to delve into theory and practice instead of updating programs and changing model of
organizations to accommodate Gen Z employees as it is revealing not be enough
(Aggarwal et al., 2022) The research could further help organizations better understand
the need for flexibility and adaptability in their strategic approaches.
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References
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
Ammon, R. (2023, August). Gen Z will make up twenty-four precent of all employees by
2025. LinkedIn. https://www.linkedin.com/pulse/gen-z-make-up-twenty-four-percent-all-
employees-2025-roses-ammon
Dinas, E., & Stoker, L. (2014). Age-period-cohort analysis: A design-based approach. Electoral
Studies, 33(1) 28-40. Retrieved from https://doi.org/10.1016/j.electstud.2013.06.006
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
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