The IMPACT Framework: Shaping Gen Z Engagement in the Age of Industry 5.0

Branka van der Linden

2 citations0/0 files storedEmerald Group Publishing Limited eBooks

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Generational Differences and Trends Job Satisfaction and Organizational Behavior Corporate Management and Leadership

Abstract

Abstract Purpose The industrial landscape is continuously evolving, driven by disruptive technologies such as Artificial Intelligence (AI), the Internet of Things (IoT) and cloud computing, as well as environmental regulations, changing customer preferences and workforce dynamics. These shifts compel individuals and organisations across all sectors to prioritise efficiency, quality enhancement and cost reduction. At the same time, the workforce is experiencing a rapid shift with the arrival of Generation Z (Gen Z), the latest group to enter the job market. This cohort brings different values and expectations compared to previous generations, creating new challenges for HR managers in engaging Gen Z employees in the context of Industry 5.0 (I5.0). This chapter aims to explore the key factors that influence employee engagement for Gen Z within I5.0. Design/Methodology/Approach The study was carried out through an extensive review of scholarly articles and academic literature. A descriptive and deductive research design was employed. This methodology enabled the development of a model to address the key research question effectively. Findings The findings suggest that effectively engaging Generation Z employees in Industry 5.0 necessitates a unique approach, encapsulated in the IMPACT model. This model highlights six essential drivers: Inspiration, Motivation, Purpose, Acknowledgement, Care and Transparency. Originality/Value This article offers two key contributions. First, it introduces a model that organisations can utilise as a practical reference to enhance Gen Z engagement in I5.0. Second, it provides a roadmap for managers to follow in fostering inclusion and engagement among their teams.

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1990PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.2008Reciprocal relationships between job resources, personal resources, and work engagement 2019Industry 5.0 and Human-Robot Co-working 2000Climate quality and climate consensus as mediators of the relationship between organizational antecedents and outcomes.2013Employee Engagement in Theory and Practice 2021V-5 Model of Employee Engagement During COVID-19 and Post Lockdown 2023Managing Generation Z

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