Article2022

Developing generation Z employees: a two-stage mediation model

5 citations0/0 files storedDevelopment in Learning Organizations An International Journal

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Generational Differences and Trends Job Satisfaction and Organizational Behavior Human Resource Development and Performance Evaluation

Abstract

Purpose The entry of generation Z employees into workforce poses new challenges for managers in designing learning and development interventions as they are better informed and well-equipped to access the available information. This paper investigates how training comprehensiveness serves their unique developmental needs. Design/methodology/approach Employees responded to the online survey on training comprehensiveness, person-job fit, and task significance while the data on task performance was collected from their supervisors. In total, 215 complete and valid responses were received. Gender, age, education level and industry type were used as control variables and the statistical analysis was performed using SPSS and RStudio. Findings Findings indicate that generation Z employees aim for person-job fit as a proximal outcome and task performance as distal outcome of training. Also, task-significance mediates the relationship between person-job fit and task performance. Apart from the indirect path which involves mediation of person-job fit and task significance, the direct impact of training on task performance is also noticed. Interestingly, the older colleagues do not display such behavior Originality/value This is the first empirical study that investigates the developmental needs of generation Z employees and integrates the elements of task design and training needs together. With their better skills to access increasing job opportunities, generation Z employees use training to meet the job demands. Thus, person-job fit, and task significance are found to be better performance drivers than training for generation Z, but training adds to their performance through person-job fit as well.

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2002The convergent and discriminant validity of subjective fit perceptions.1992INTEGRATED MANUFACTURING AND HUMAN RESOURCE MANAGEMENT: A HUMAN CAPITAL PERSPECTIVE.2001FAIRNESS PERCEPTIONS AS A MODERATOR IN THE CURVILINEAR RELATIONSHIPS BETWEEN JOB DEMANDS, AND JOB PERFORMANCE AND JOB SATISFACTION.2021Here comes Generation Z: Millennials as managers

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2025Perspectives and Realities of Disengagement Among Younger Generation Y and Z Workers in Contemporary Work Dynamics 2025Comparing gen Z and millennials’ experience in management trainee programs and their impact on employee retention 2025Exploring the Suitability of Trainee Programs for Generation Z in the Workplace

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