Cross-Cultural Management Journal

Volume XVIII, Issue 1 / 2016

Maria-Cristina IORGULESCU
Bucharest University of Economic Studies

Case
GENERATION Z AND ITS Study

PERCEPTION OF WORK

Keywords
Generation Z,
Work values,
Career,
Professional abilities

JEL Classification
M12, M14, Z30

Abstract

One of the major demograhic phenomenon registered in the present times is represented by the aging of the
Romanian population and, consequently, of the workforce, this issue having several implications for the
human resource management in organizations. As generation Z prepares to enter the labor market,
managers will be facing a set of generational differences between their employees. As a result, the paper
presents the characteristics of generation Z, as highlighted by recent studies. Moreover, the paper presents
the results of a survey based on a questionnaire adressed to university students, members of generation Z.
The results of the study highlight generation Z perception of the ideal workplace and working conditions,
the main priorities in selecting a job and its career expectations and aspirations. The implications of the
study, as well as future research directions are discussed.

47
Cross-Cultural Management Journal
Volume XVIII, Issue 1 / 2016

INTRODUCTION discussing the results of a study examining

Romanian university students’ perception and
Academics recognize that organizations face a expectations of their future professional life.
problem they have never faced before, as
employees from four different generations are
nowadays active on the labour market: Baby- GENERATION Z – A DIFFERENT TYPE OF
Boomers, generation X, generation Y (millennials) EMPLOYEE?
and, the youngest, generation Z, each of them being
characterized by different values, ambitions and Some authors (Bolser and Gosciej, 2015; Robert
styles of working (Addor, 2011; Bennett et al., Half, 2015) state that generation Z is “unlike other
2012; Robert Half, 2015). There are different generation ever seen before […], the first truly
points of view regarding the delimitations between global generation”, that will determine “the greatest
generations. For example, generation Z is generational shift the workplace has ever seen
considered to be formed by those who were born before” (Tulgan, 2013). Other authors (Wood,
after 1995 (Williams, 2010, cited by Bolser and 2013) admit that generations Z shares a series of
Gosciej, 2015; Wood, 2013; Adecco, 2015), but characteristics with generation Y, mainly related to
there are authors who consider the year 2000 as the their ability to adapt to the global world and to use
starting point for the development of generation Z the newest technologies. Robert Half (2015), which
(Bennett et al., 2012; Pološki Vokic, 2014; Ozkan recommends itself as “the world’s first and largest
and Solmaz, 2015), while others report the year specialized staffing firm” draws attention on the
1992 (Glass, 2007, cited by Bennett et al., 2012) or fact that generation Z will bring something new in
even the year 1990 as the year of birth of the oldest terms of expectations for their prospect
representatives of this generation (Addor, 2011; professional life. Compared to the prior generation
Tulgan, 2013; Robert Half, 2015). (Y), whose ability to multi-task is already
This new generation has definitely captured acknowledged, generation Z has an even greater
academics’ and consultancy companies’ attention, ability to work on several tasks at the same time,
the characteristics of generation Z - also recognised while being more productive (Addor, 2011;
as “generation me” (Glass, 2007, cited by Bennett Adecco, 2015; Ozkan and Solmaz, 2015). This
et al., 2012), the “internet generation […] and the ability is related to their broad access to
first mobile mavens” (Ozkan and Solmaz, 2015), information and social networks from an early age,
the “Net Generation or digital natives” - being generation Z having a great ability to process a
researched, as its members start to enter the labour great amount of information (Lyon, 2010, cited by
market (Addor, 2011) and start to have the Addor, 2011).
financial power to become well desired customers Moreover, research shows that the persons who
for several markets. The majority of the studies belong to generation Z are extremely self-
identified in the literature review process (Adecco, confident, have an optimistic view on their future
2015; Bolser and Gosciej, 2015; Tulgan, 2013; professional life and tend to have entrepreneurial
Robert Half, 2015) mainly focus on the differences initiatives (Adecco, 2015), as they are very creative
between generation Z and generation Y. Although and innovative (Robert Half, 2015). Another
one may consider that these two consequent interesting characteristic is the fact that despite
generations should have similar characteristics, being constantly connected on social media,
research indicates that generation Z is different generation Z seems to be less involved in civil
than millennials from many points of view engagement, compared to older generations
(Adecco, 2015; Tulgan, 2013; Bolser and Gosciej, (Addor, 2011).
2015). Studies (Adecco, 2015) indicate that generation Z
Research on generation Z attitude towards work prefers independent work and tends to be reluctant
and professional life is extremely important, to involve in teamwork. This fact can be
considering that a study developed by Adecco in determined by generation Z propensity for
2015 on the US labour market indicates that in less communicating in a virtual environment, using an
than three years (in 2019), generation Z will abbreviated language that affects their listening,
represent more than 20% of the workforce interpersonal and socialization skills (Addor, 2011;
(Adecco, 2015). In Romania, in 2015, according to Tulgan, 2013). Moreover, the activity on social
the data provided by the National Statistics Institute media negatively influences the writing skills of
(http://statistici.insse.ro/shop/), an average of generation Z, as they seem to need in-depth
6,38% of the occupied population was represented training on developing formal communication
by persons aged between 15 and 24 (as a result, skills (Robert Half, 2015).
members of generation Z). However, a generally accepted idea is that
These being considered, the paper aims to present generation Z could easily be integrated in
the specific characteristics of generation Z, by organizations by developing mentorship programs

48
 Cross-Cultural Management Journal
Volume XVIII, Issue 1 / 2016

with the help of more experienced generations expectations at the workplace than their forerunners
(Adecco, 2015), this idea being proposed since (Tulgan, 2013).
millennials have entered the labour market, in order This being said, the paper aims to present a profile
to support their work-related relationship with of Romanian representatives of generation Z, by
Baby-Boomers (Bennett et al., 2012). The study indicating the results of a study aimed at
conducted by Robert Half (2015) strengthens the identifying generation Z expectations regarding the
need to mentor generation Z at the workplace, as workplace and the professional life.
the members of this generation strongly need to be
constantly taught and require constant feedback on
their activity. Also, Tulgan (2013) stresses that RESEARCH METHODOLOGY
compared to millennials, generation Z tends not to
resist authority relationships, as the representatives In order to study generation Z perception of work,
of this cohort report a strong need for human the author conducted an exploratory research, a
connection – this meaning that generation Z could survey based on a structured questionnaire. The
only work for superiors who manage to develop a author considered suitable to use a research
strong working relationship with their subordinates. instrument similar to the one used by Robert Half
Moreover, Bolser and Gosciej (2015) bring under (2015) in his own survey targeting 770 college and
the light the idea of „reverse mentoring”, a program university students (part of generation Z) from the
that can easily help employees of different ages to United States and Canada in 2015. As a result, the
bond, as junior employees can also share their questionnaire used in the survey was designed with
knowledge and abilities to senior employees. In the 11 closed questions (structured questions, with a
present workplace conditions, when „diversity” is a total of 24 items to be answered) and 2
key characteristic, reverse mentoring can become a identification items (aimed at indicating the age
strong instrument for increasing the engagement of and sex of the respondents). In this study, the
employees from all generations, the final result author joins Williams (2010), cited by Bolser and
being the enhacement of organizational Gosciej (2015), Wood (2013) and Adecco (2015) in
performance (Bolser and Gosciej, 2015). considering that generation Z is formed by those
Furthermore, when considering the development of persons born after 1995.
their professional life, the persons belonging to In conducting the research, the author considered
generation Z tend to value more the importance of suitable to use a convenience sampling method, by
“soft skills”, in the detriment of “hard skills” choosing to conduct the survey among generation Z
(Adecco, 2015), which may seem surprizing, as representatives who were easy to contact and
another study (Tulgan, 2015, cited by Robert Half, willing to participate at the study. As a result, the
2015) indicates that the members of this generation survey was conducted in the period April 4th – April
tend not to have soft skills as they begin their 12 2016, among second year students at the Faculty
professional life. Moreover, as retaining generation of Business and Tourism (Bucharest University of
Z employees in the company for several years may Economic Studies). As the author held seminars on
be a difficult issue to resolve, the persons in this eight study groups of students, all 188 students the
generation could become loyal to their employer if author worked with during the second semester of
the organization offers them the opportunity to the 2015-2016 university year received via e-mail
grow, to experience new things and to achieve the invitation to take part in the study, by
leading positions (Adecco, 2015; Robert Half, completing the questionnaire using a specific link
2015). In fact, the advancement opportunities are indicated in the e-mail. Finally, 156 students born
the most important factor when members of after 1995 completed the questionnaire, resulting a
generation Z select a full-time job, which explains 82,98% response rate. Also, there were registered
why they tend to prefer to work in midsize another four responses from persons born between
companies or for multinational corporations 1988 and 1993, but their answers were not taken
(Robert Half, 2015). into consideration in the results’ analysis. The
Moreover, Wood (2013), Tulgan (2013) and Robert respondents were predominantly women (87,2%),
Half (2015) highlight generation Z need for only 12,8% being members of generation Z of male
security, as the members of this cohort grew up in a gender. This distribution on gender was determined
recessionary period. As they developed in a by the structure on gender of the students registered
competitive environment, a survey conducted by at the faculty, out of the 188 students enrolled in
Robert Half (2015) indicates that almost 80% of the the eight study groups, only 37 being men.
members of generation Z expect to work harder The author is aware that the sample is not
than the generations older than them, in order to representative for Romanian generation Z, but the
have a successful professional path. Moreover, the results are interesting, as they offer an insight into
social and economic conditions they grew up with this cohort’s expectations and perception regarding
influenced generation Z, as they are reported to be the professional life.
more realistic in terms of demands and

49
Cross-Cultural Management Journal
Volume XVIII, Issue 1 / 2016

100%). When evaluating a job, the members of

RESULTS AND DISCUSSION generation Z who took part in the survey value the
most the possibility of advancement in a company
First of all, in order to properly analyse generation (87,18% of the respondents chose this as a top-
Z perception of the labour market and workplace priority), the opportunity of being generously paid
conditions, the survey intended to identify whether for their work (in 60,26% of the cases) and the
the respondents have any professional experience. security of the job (in 43,59% of the cases). These
The survey indicated that most of the respondents results are in accordance with the ones of previous
(65,4%) were not currently working, while only studies (Wood, 2013; Tulgan, 2013; Adecco, 2015;
34,6% already had a job. As the respondents are Robert Half, 2015). Moreover, the survey indicates
aged 21 and enrolled in the second year of study at that generation Z has indeed a need for constant
the university, this situation can be considered development and looks for creating a good
natural. It is not surprizing that only 6,41% of the relationship with superiors, as the interaction with a
respondents have a full-time job, while most of the manager from whom one has something to learn
ones actively involved on the labour market was scored as the fourth most important factor in
(20,51% of the respondents) have a part-time job. choosing a job. Having this in mind, it is obvious
Moreover, 7,69% of the respondents stated that that members of generation Z expect to be
they are involved in an internship program, while mentored at their workplace, as previous studies
12,82% are voluntarily working in an organization. have already indicated. The least important factors
One of the main objectives of the study was to in selecting a full-time job mentioned by the
identify generation Z perception of the ideal members of generation Z who were questioned
workplace. The survey indicates that most of the were the possibility of working on a position with
students questioned (44,9%) would like to work in an impressive name, having good healthcare
a large international corporation, while 19,2% insurance and numerous paid vacation days.
would like to work in a midsize company, this Furthermore, the research aimed to highlight the
results confirming the conclusions of the study maximum amount of time the representatives of
conducted by Robert Half (2015). Furthermore, generation Z are willing to spend each day to travel
19,2% of the respondents are willing to work in a to their workplace. The survey indicates that 48,7%
start-up or in an entrepreneurial initiative, while of Romanian members of generation Z questioned
only 5,1% would like to work in an NGO. are willing to travel between 15 and 30 minutes
Surprisingly, only 11,5% would like to work from their home to their workplace, while a similar
independently, as consultants or freelancers. proportion (44,9%) are willing to travel up to one
Furthermore, the study aimed at identifying hour from the place they live in to the place they
generation Z perception on the ideal working work. Only 6,4% of the respondents stated that they
conditions. The survey indicates that most of the would not choose a workplace that would involve
respondents (47,7%) would like to work in a large traveling for more than 15 minutes from their
team, in an open-space office, while 34,6% would home, while none of the respondents would be
like to work independently, in their own (private) willing to travel for more than one hour from their
office. Only 10,3% of the representatives of home to their workplace.
generation Z who were questioned stated that they When asked about the expected salary for their first
would like to work in a small-sized team, in a job after graduating from college, 38,5% of the
closed-door office, while even less (7,7%) stated respondents mentioned they believe they could earn
that they would like to work independently, but off- up to 1500 lei (approximately 330 euro) in a month,
site. These results indicate that Romanian while 33,3% expect a monthly salary of up to 2000
representatives of generation Z tend to prefer lei (approx. 445 euro), while only 14,1% consider
collaborating work, which contradicts the study they could receive up to 2500 lei (approx. 560
conducted by Adecco (2015), indicating that euro) in a month. While 3,8% of the respondents
generation Z prefers independent work and seems tend to more reserved, expecting a monthly salary
reluctant to involve in teamwork. Moreover, the of less than 1000 lei (approx. 225 euro), 10,3% of
results of the present survey are different than the the respondents are more confident, and expect
ones of the Robert Half (2015) study involving from their first job a salary above 2500 lei.
students from US and Canada, which indicated that Considering the fact that in Romania, according to
generation Z tends to prefer working (in 64% of the the data provided by the National Institute of
cases) in a small group, in an office. Statistics (http://statistici.insse.ro/shop/), the
The survey also intended to highlight what average net monthly earning was in 2015 of
influences generation Z in choosing a full-time job. 1808,44 lei (approx. 404 euro), it could be said that
As a result, the respondents were asked to choose generation Z has realistic expectations.
three priorities, from a list of 12, the results being Another objective of the study was to identify
presented in Figure 1 (as multiple responses were generation Z perception on the needed skills for
allowed, the sum of all choices is higher than developing a successful career. As a result, the

50
 Cross-Cultural Management Journal
Volume XVIII, Issue 1 / 2016

respondents were asked to grade (using a semantic what professional circumstance they image
differential scale from 1 - “not at all required” to 5 themselves in 5 years after graduating from their
- “required in a great extent”) ten skills. In order to bachelor studies. Most of the respondents (34,6%)
identify the opinion of the entire sample, an stated that they expect to be working on the
average of all the responses was computed for all corporate ladder (without having a supervising
ten abilities and skills taken into account, the position yet), while almost as many (32,1%) expect
results being presented in Figure 2. to have their own business by then. Only 15,4% of
As presented in the figure mentioned above, all the the members of generation Z questioned stated that
abilities and skills taken into account were they believe they will have a management position
considered important or very important for a in a company in the next 5 years after graduating
successful professional life, as all the computed from college, while the same proportion (15,4%)
averages have values higher than 3,5. However, the intends to develop their academic background, by
representatives of generation Z who took part in the pursuing another form of higher education (a
study consider that the ability to constantly learn master’s degree or a PhD). One may say that these
new things is the most important ability that could career aspirations can be considered realistic.
help them develop a career (average – 4,57), almost Last but not least, the study aimed at identifying
equally important being considered the ability to generation Z’s perception on the effort they believe
communicate, both orally and in writing, in a they should make in order to have a successful
diverse professional environment (average – 4,44) professional life, compared to the previous
and the ability to solve problems (average - 4,41). generations. Not surprisingly, 84,62% of the
Moreover, it should be noticed that the respondents respondents stated they believe they will be forced
considered that the ability to work in a team is to work (a lot) harder than their forerunners, while
more important than the ability of working 10,3% believe there will be no difference between
independently. As the research results indicate, generations and only 5,1% expect to work less hard
generation Z considers that the least important than past generations. These results are similar to
ability they will need in order to develop a the ones highlighted by the study conducted by
successful career will be the ability to work in a Robert Half (2015), which also concluded that the
diverse cultural environment, which may seem members of generation Z expect to work until the
surprising, as most of them stated that they would age of 70 years old.
want to work in a multinational corporation.
As previous studies (Adecco, 2015; Robert Half,
2015) discuss the importance of “soft skills” in the CONCLUSIONS
present working environment, the survey also
aimed at identifying generation Z perception on its As generation Z starts to enter the labour market,
own soft skills. As a result, the respondents were the need to better understand its characteristics
asked to evaluate the extent to which they have 5 becomes stronger. As a result, the present paper
specific soft skills (similar to the previous question, aimed at creating a profile of the Romanian
it was used a semantic differential scale from 1 - representatives of generation Z, by presenting its
“not at all” to 5 - “in a great extent”). As proceeded perception of their future career, the ideal
before, in order to identify the opinion of the entire workplace and their career aspirations. The results
sample, an average of all the responses was of the survey presented in this paper indicate that
computed for all five skills taken into account, the generation Z does not want to work in isolation, but
results being presented in Figure 3. The tends to prefer working in groups, in open-space
representatives of generation Z questioned believe offices. Also, the study confirmed the conclusions
they are strongly able to take responsibility for their of previous research, indicating that generation Z
own actions (average – 4,14) and they also perceive has a constant need for development, expects to be
themselves as able to create a good public image mentored by its superiors and desires to develop
(by proving timeliness, organization and good working relationships. In addition, the study
productivity, quality, follow-trough and initiative). confirmed that generation Z has a strong need for
However, the survey indicates that the respondents security, reflected in their desire for secure jobs and
believe they could further develop other soft skills, generous pay.
such as: the ability to maintain a positive attitude These being said, the author acknowledges that the
(average – 3,68), having a healthy life-style, with a research presented in this paper has a series of
positive impact on their professional life (average – limitations, most of them occurring from the fact
3,46) and the ability to evaluate themselves in a that the study used a convenience sampling
correct manner (this being the less developed soft- method, as the representatives of generation Z were
skill, with an average score of 3,45). selected based on their accessibility to the author
Furthermore, the study aimed at highlighting (the respondents were the researcher’s students).
generation Z’s vision on their career path. As a As a result, it would be interesting to develop this
result, the respondents were asked to mention in study using a probabilistic sampling method.

51
Cross-Cultural Management Journal
Volume XVIII, Issue 1 / 2016

Moreover, the study only focuses on persons Connected. Journal of Practical Consulting,
studying economic sciences. As a result, it would Vol. 5 (Iss. 2, Winter), pp. 1-9.
be interesting to identify the perception of work [5] Ozkan, M., Solmaz, B. (2015). Mobile
and career expectations of generation Z addiction of generation Z and its effects on
representatives with interests in other activity their social lifes. Procedia – Social and
domains as well. Moreover, the present study Behavioral Sciences, 205, pp. 92-98.
mainly focused on female respondents; therefore, a [6] Pološki Vokic, T.H.N. (2014). Work design for
future research may investigate the influence of different generational cohorts. Journal of
gender on work values and career expectations. As Organizational Change Management, Vol. 27
a consequence, the results presented in this paper (Iss. 4), pp. 615-641.
may be considered a strong starting point for [7] Robert Half (2015). Get ready for generation Z.
further, more comprehensive studies. available at
https://www.roberthalf.com/sites/default/files/
Media_Root/images/rh-
REFERENCES pdfs/rh_0715_wp_genz_nam_eng_sec.pdf,
accessed 13.04.2016.
[1] Adecco (2015). Generation Z vs. Millennials, [8] Tulgan, B. (2013). Meet Generation Z: The
available at http://pages.adeccousa.com/rs/107- second generation within the giant
IXF-539/images/generation-z-vs- „Millennial” cohort. RainmakerThinking,
millennials.pdf, acessed 07.04.2016. available at
[2] Addor, M.L. (2011). Generation Z: What is the http://rainmakerthinking.com/assets/uploads/2
Future of Stakeholder Engagement?. Institute 013/10/Gen-Z-Whitepaper.pdf, accessed
for EMERGING ISSUES – NC State 14.04.2015.
University, pp. 1-7, available at [9] Wood, S. (2013). Generation Z as Consumers:
https://iei.ncsu.edu/wp- Trends and Innovation. Institute for
content/uploads/2013/01/GenZStakeholders2.p EMERGING ISSUES: NC State University,
df, accessed 13.04.2016. pp., 1-3, available at https://iei.ncsu.edu/wp-
[3] Bennett, J., Pitt, M., Price, S. (2012). content/uploads/2013/01/GenZConsumers.pdf,
Understanding the impact of generational accessed 13.04.2016.
issues in the workplace. Facilities, Vol. 30 [10]http://statistici.insse.ro/shop/, accessed
(Iss. 7/8), pp. 278-288. 14.04.2016.
[4] Bolser, K., Gosciej, R. (2015). Millennials:
Multi-Generational Leaders Staying

52
 Cross-Cultural Management Journal
Volume XVIII, Issue 1 / 2016

ANNEXES

Figure No.1 Generation Z top priorities in choosing a full-time job

Source: research results

The ability to work in a diverse cultural environment 3.68

Project management 3.83

The ability to work individually 3.97

Proficiency in 2-3 foreign languages 4.22

The ability to listen and give feedback 4.26

Creativity 4.27

The ability to work in a team 4.28

The ability to solve problems 4.41

The ability to communicate (orally and in writing) in
4.44
a diverse professional environment
The ability to constantly learn new things 4.57

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5

Figure No.2 Generation Z perception of needed abilities for a successful career
Source: research results

53
Cross-Cultural Management Journal
Volume XVIII, Issue 1 / 2016

5
4.04 4.14
3.68
3.45 3.46

0
Correct self- Healthy life-style, Maintaining a Self-presentation Taking personal
evaluation with a positive positive attitude (timeliness, responsibility
impact on the organization and
professional life productivity,
quality, follow-
through and
initiative)

Figure No.3 Generation Z perception on their „soft-skills”

Source: research results

54