Great Resignation—Ethical, Cultural, Relational, and Personal Dimensions of Generation Y and Z Employees’ Engagement
Abstract
:1. Introduction
2. Work Engagement among Generations Y and Z
- At my work, I feel bursting with energy;
- At my job, I feel strong and vigorous;
- When I get up in the morning, I feel like going to work;
- I can continue working for very long periods at a time;
- At my job, I am very resilient, mentally;
- At my work, I always persevere, even when things do not go well.
- I find the work that I do full of meaning and purpose;
- I am enthusiastic about my job;
- My job inspires me;
- I am proud of the work that I do;
- To me, my job is challenging.
- Time flies when I’m working;
- When I am working, I forget everything else around me;
- I feel happy when I am working intensely;
- I am immersed in my work;
- I get carried away when I’m working;
- It is difficult to detach myself from my job.
- I focus hard on my work;
- I concentrate on my work;
- I pay a lot of attention to my work;
- I share the same work values as my colleagues;
- I share the same work goals as my colleagues;
- I share the same work attitudes as my colleagues;
- I feel positive about my work;
- I feel energetic in my work;
- I am enthusiastic about my work [20].
- I know what is expected of me at work;
- I have the materials and equipment I need to do my work right;
- At work, I have the opportunity to do what I do best every day;
- In the last seven days, I have received recognition or praise for doing good work;
- My supervisor, or someone at work, seems to care about me as a person.;
- There is someone at work who encourages my development;
- At work, my opinions seem to count;
- The mission or purpose of my company makes me feel my job is important;
- My associates and fellow employees are committed to doing quality work;
- I have a best friend at work;
- In the last six months, someone at work has talked to me about my progress;
- This last year, I have had opportunities at work to learn and grow [21].
- Flexibility;
- Work-life balance;
- Continuous development;
- Working with an interesting technological stack [25].
- Company engagement in climate change;
- Commitment to fighting hunger and social exclusion;
- Sustainable development;
- Broadly understood diversity, equity, and inclusion;
- Personalization in career planning and development;
- Extensive learning and development opportunities [29].
- A good working atmosphere;
- Being treated with respect;
- Good development opportunities at work;
- Self-realization;
- Corporate values and ethics;
- Trust [30].
- Strong corporate values;
- Engagement in diversity, equity, and inclusion actions;
- Sustainable devlelopment and environmental protection;
- Interesting and fulfilling tasks [31].
3. Materials and Methods
- Research gap: (1) Although there is a couple of studies on the topic of Great Resignation, they are mostly related to the United States [32]; (2) additionally, what is lacking, is the perspective of a startup company, as most of the analysis comes from the corporate world.
- Scientific significance: The research will provide a new perspective on the work engagement of the young generations (Generation Y and Z) and its shape after the COVID-19 pandemic.
- Practical application: For business leaders and human resources specialists, a deeper understanding of the actual reasons for Great Resignation will help design relevant engagement strategies and appealing company culture
- Primary source data collection (surveys, in-depth interviews)
- Secondary research data collection.
4. Results
- Compensation;
- Work-life balance;
- Poor physical and emotional health.
- Not feeling valued by their organizations (54%);
- Not being valued by the managers (52%);
- Lack of sense of belonging at work (51%) [37].
5. Discussion
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
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Kuzior, A.; Kettler, K.; Rąb, Ł. Great Resignation—Ethical, Cultural, Relational, and Personal Dimensions of Generation Y and Z Employees’ Engagement. Sustainability 2022, 14, 6764. https://doi.org/10.3390/su14116764
Kuzior A, Kettler K, Rąb Ł. Great Resignation—Ethical, Cultural, Relational, and Personal Dimensions of Generation Y and Z Employees’ Engagement. Sustainability. 2022; 14(11):6764. https://doi.org/10.3390/su14116764
Chicago/Turabian StyleKuzior, Aleksandra, Karolina Kettler, and Łukasz Rąb. 2022. "Great Resignation—Ethical, Cultural, Relational, and Personal Dimensions of Generation Y and Z Employees’ Engagement" Sustainability 14, no. 11: 6764. https://doi.org/10.3390/su14116764
APA StyleKuzior, A., Kettler, K., & Rąb, Ł. (2022). Great Resignation—Ethical, Cultural, Relational, and Personal Dimensions of Generation Y and Z Employees’ Engagement. Sustainability, 14(11), 6764. https://doi.org/10.3390/su14116764