Generation Z tar plats : Vad driver deras inre motivation i arbetslivet och hur kan ledare främja den?
Sammanfattning: Improved standard of living has been followed by demographic changes and increased retirement age. Hence today’s organizations manage a diverse workforce of four generations, each of them with its own distinct attributes. Likewise, tomorrows organizations will consist of a generational diversity of five to six generations. Most research on generations has focused on characteristics and attitude differences. Drawing on the crucial and continual work of motivation - a journey without an end - this qualitative research study examined the most recent generation currently entering the labor force, Generation Z, and their workplace motivation. More specifically, the study explored if, and how, the generation is influenced by intrinsic motivation and its three basic needs of autonomy, competence and relatedness with regards to Self-Determination Theory and transformational leadership. Leaders role in promoting autonomy, competence and relatedness were analyzed at. The findings are based on semi-structured interviews with seven employees from Generation Z and three leaders. Our results showed that Generation Z is clearly impacted by and requesting intrinsic motivation in work life. In particular, the need for competence and a higher level of disloyalty towards the employer were portrayed. Furthermore, the strong demand for feedback among the generation was disclosed, suggesting more time-consuming measures from leaders.
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