Sustaining talent: a social exchange perspective on the Generation Z workforce

Abstract

Purpose The paper aims to conceptually identify the organizational conditions and therefore the possible areas of intervention, in the domains of work, growth potential and culture, which would help the Generation Z workforce be more engaged, motivated and committed to the organization. Design/methodology/approach The paper adopts a typology methodology, taking into account the specific characteristics of Generation Z. It describes a conceptual framework, drawing on three fundamental aspects of social exchange theory in the context of workplace (organizational justice, organizational support and leader-member exchange), and applying them to three dimensions of organizational life (work, growth potential and culture). Findings The paper suggests certain organizational conditions, in the domains of work, growth potential and culture, which can align Generation Z workforce to the organization. It accordingly indicates desirable interventions in the areas of job design, training, performance and compensation systems, work policies, leadership and communication. Originality/value The paper identifies organizational conditions for sustaining Generation Z talent, based on their specific characteristics. There is limited evidence of such studies for Generation Z in the literature. The paper adopts a structured and systematic approach involving typology methodology. By taking a holistic and theoretical perspective on ways to enhance Generation Z engagement, the paper seeks to address an existing gap in the literature.