Sa ai a, Ma ga ida; Noguei o, Te esa
A icle
Pe spec i es and eali ies o disengagemen among
younge Gene a ion Y and Z wo ke s in con empo a y
wo k dynamics
Adminis a i e Sciences
P o ided in Coope a ion wi h:
MDPI – Mul idisciplina y Digi al Publishing Ins i u e, Basel
Sugges ed Ci a ion: Sa ai a, Ma ga ida; Noguei o, Te esa (2025) : Pe spec i es and eali ies o
disengagemen among younge Gene a ion Y and Z wo ke s in con empo a y wo k dynamics,
Adminis a i e Sciences, ISSN 2076-3387, MDPI, Basel, Vol. 15, Iss. 4, pp. 1-39,
h ps://doi.o g/10.3390/admsci15040133
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/321277
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by/4.0/
Recei ed: 2 Feb ua y 2025
Re ised: 25 Ma ch 2025
Accep ed: 29 Ma ch 2025
Published: 3 Ap il 2025
Ci a ion: Sa ai a, M., & Noguei o, T.
(2025). Pe spec i es and Reali ies o
Disengagemen Among Younge
Gene a ion Y and Z Wo ke s in
Con empo a y Wo k Dynamics.
Adminis a i e Sciences,15(4), 133.
h ps://doi.o g/10.3390/
admsci15040133
Copy igh : © 2025 by he au ho s.
Licensee MDPI, Basel, Swi ze land.
This a icle is an open access a icle
dis ibu ed unde he e ms and
condi ions o he C ea i e Commons
A ibu ion (CC BY) license
(h ps://c ea i ecommons.o g/
licenses/by/4.0/).
A icle
Pe spec i es and Reali ies o Disengagemen Among Younge
Gene a ion Y and Z Wo ke s in Con empo a y Wo k Dynamics
Ma ga ida Sa ai a 1,2,* and Te esa Noguei o 3,4
1
Managemen Depa men , Escola de Ciências Sociais, Uni e sidade de É o a, La go dos Colegiais 2, 7000-803
É o a, Po ugal
2BRU-Business Resea ch Uni , Isc e-Ins i u o Uni e si á io de Lisboa, A . das Fo ças A madas,
1649-026 Lisboa, Po ugal
3Managemen Depa men , Poly echnic Ins i u e o Po aleg e, P aça do Município 11,
7300-110 Po aleg e, Po ugal; .noguei [email p o ec ed]
4Gene al Sec e a ia o he P esidency o he Council o Minis e s, A enida João XXI 63,
1000-300 Lisboa, Po ugal
*Co espondence: [email p o ec ed]
Abs ac : The disengagemen o younge wo ke s, pa icula ly om Gene a ions Y and Z,
is a g owing conce n in con empo a y o ganiza ional en i onmen s. This s udy analyzes
he ac o s in luencing disengagemen and he o ganiza ional s a egies ha can educe
i s impac . A li e a u e e iew was conduc ed, co e ing s udies published be ween 2014
and 2024, wi h he selec ion o publica ions based on ele ance, indexing, and hema ic
alignmen . The indings indica e ha disengagemen esul s om a combina ion o ac o s.
Fi s ly, job demand ac o s we e iden i ied, such as he misalignmen be ween well-being
policies and employee needs, excessi e wo kloads, he absence o emo e wo k and lexi-
ble schedules, challenges associa ed wi h digi aliza ion and new echnologies, economic
insecu i y, job ins abili y, and equen o ganiza ional changes. Secondly, job esou ce
ac o s we e also highligh ed, including inadequa e leade ship, ine ec i e communica ion,
limi ed p o essional de elopmen oppo uni ies, and poo ly s uc u ed e alua ion and
ewa d sys ems. These indings align wi h he Job Demands-Resou ces (JD-R) Model. In
addi ion, psychological ac o s we e obse ed, namely, a lack o au onomy, expe iences
o injus ice and inequali y in he wo kplace, misalignmen be ween pe sonal alues and
o ganiza ional cul u e, and he p esence o hos ile o oxic en i onmen s, which co e-
spond o he heo e ical assump ions o he Sel -De e mina ion Theo y (SDT).To add ess
disengagemen , o ganiza ions should implemen o ganiza ional s a egies, such as physical
and men al well-being p og ams, encou age egula b eaks, p omo e heal hy li es yle
campaigns, p o ide psychological suppo , and c ea e e gonomic wo k en i onmen s. Ad-
di ionally, hey should os e p o essional g ow h h ough con inuous aining, men o ing,
and anspa en ecogni ion and ewa d sys ems. O ganiza ional communica ion mus be
open and e ec i e, ensu ing anspa ency and ac i e employee pa icipa ion. The adop ion
o emo e wo k policies and lexible schedules, along wi h in es men s in echnology and
collabo a ion ools, also helps main ain engagemen . These s a egies p omo e employee
sa is ac ion, mo i a ion, and o ganiza ional commi men among wo ke s, pa icula ly
hose om Gene a ions Y and Z, so o ganiza ions mus adap o he e ol ing expec a ions
o he wo k o ce o p e en long- e m nega i e e ec s, such as dec eased p oduc i i y and
highe u no e , comp omising hei compe i i eness and sus ainabili y.
Keywo ds: employee engagemen ; disengagemen ; Gene a ion Y wo ke s; Gene a ion Z
wo ke s; wo kplace; con ibu ing ac o s; mi iga ing o ganiza ional s a egies
Adm. Sci. 2025,15, 133 h ps://doi.o g/10.3390/admsci15040133
Adm. Sci. 2025,15, 133 2 o 39
1. In oduc ion
Ac oss he wo ld, engagemen o disengagemen among wo ke s, pa icula ly wi hin
younge gene a ions, namely Gene a ion Y and Gene a ion Z, cons i u es essen ial dimen-
sions o o ganiza ional beha io in he cu en con ex o wo k o ce dynamics.
Engagemen is de ined as a psychological and emo ional s a e o in ol emen o em-
ployees wi h hei wo k, cha ac e ized by en husiasm, dedica ion, and imme sion in wo k
ac i i ies. Disengagemen occu s when wo ke s no longe demons a e in e es , mo i a ion,
o in ol emen in hei oles. The ansi ion be ween engagemen and disengagemen
does no occu ab up ly bu a he as a con inuous p ocess, in luenced by indi idual and
o ganiza ional ac o s (Alessand i e al.,2018;Gumilang & Ind ayan i,2022;Hudiono &
Sa i,2022).
O ganiza ions hus ace signi ican challenges in keeping hese wo ke s mo i a ed,
commi ed, and aligned wi h ins i u ional goals in a con ex ma ked by echnological
ans o ma ions, labo lexibili y, and changing indi idual p io i ies ega ding p o essional
li e. Despi e ad ances in esea ch on wo k engagemen and mo i a ion, he e emains a
gap in he li e a u e conce ning he sys ema ic unde s anding o he ac o s con ibu ing
o he disengagemen o hese gene a ions, as well as he mos e ec i e o ganiza ional
s a egies o mi iga e his phenomenon.
This s udy aims o add ess his gap by p oposing a sys ema iza ion and c i ical anal-
ysis o he pe sonal and o ganiza ional ac o s ha con ibu e o disengagemen , along
wi h he po en ial suppo mechanisms o sui able o ganiza ional s a egies o i s p e en-
ion and managemen wi hin he o ganiza ional con ex . This is achie ed by combining
he heo e ical ounda ions o he Job Demands-Resou ces (JD-R) Model, by Bakke and
Deme ou i (2007), and he Sel -De e mina ion Theo y (SDT), by Deci and Ryan (1985).
These models p o ide a heo e ical basis o unde s anding how wo king condi ions, o -
ganiza ional esou ces, and wo ke s’ psychological needs in luence le els o engagemen
and disengagemen .
The concep o wo k in ol emen and job disengagemen has been widely s udied
om di e en heo e ical and empi ical pe spec i es and is o en associa ed wi h an imbal-
ance be ween job demands and he esou ces a ailable o wo ke s, pa icula ly h ough he
JD-R model and SDT. Al hough he opic o disengagemen has been explo ed h ough hese
heo e ical amewo ks, no s udy o da e has comp ehensi ely add essed he challenges
aced by Gene a ion Y and Gene a ion Z, who ha e g own up in a con ex o apid echno-
logical ad ancemen , p o ound cul u al shi s, and new expec a ions ega ding wo k.
The Job Demands-Resou ces (JD-R) model, de eloped by Bakke and Deme ou i
(2007), explains how job demands and esou ces in luence wo ke s’ well-being and pe o -
mance. Job demands a e aspec s o wo k ha equi e con inuous e o and may gene a e
physical and psychological cos s, such as a high wo kload, ime p essu e, in e pe sonal
con lic s, and emo ional demands. Job esou ces, on he o he hand, a e ac o s ha help
achie e objec i es, educe he impac o demands, and p omo e p o essional de elopmen ,
including au onomy, social suppo , g ow h oppo uni ies, and cons uc i e eedback. The
balance be ween hese demands and esou ces de e mines (o no ) he le el o mo i a ion,
engagemen , and well-being o wo ke s. Disengagemen occu s when wo ke s lose in-
e es , mo i a ion, and in ol emen in hei wo k. In he Job Demands-Resou ces model,
disengagemen can esul om an imbalance be ween high job demands and a lack o
job esou ces. Excessi e demands, such as a high wo kload, ime p essu e, and in ense
emo ional demands, can lead o o e load and demo i a ion, pa icula ly when he e a e
no adequa e suppo mechanisms. Simila ly, he absence o esou ces, such as au onomy,
ecogni ion, pee suppo , and g ow h oppo uni ies, educes wo ke s’ abili y o cope wi h
challenges, esul ing in emo ional and p o essional wi hd awal. Disengagemen is o en
Adm. Sci. 2025,15, 133 3 o 39
associa ed wi h bu nou , especially in i s emo ional exhaus ion dimension, whe e wo ke s
eel d ained o ene gy o dedica e hemsel es o hei wo k. Ano he ac o con ibu ing
o disengagemen is a lack o alignmen wi h he o ganiza ion’s alues. When wo ke s
do no iden i y wi h he o ganiza ion’s cul u e, mission, o objec i es, hey end o eel
disconnec ed and less mo i a ed o in es e o in hei oles.
The Sel -De e mina ion Theo y (SDT), de eloped by Deci and Ryan (1985), explo es
how in e nal and ex e nal ac o s in luence human mo i a ion, based on he p emise ha
indi iduals ha e inna e psychological needs, he ul illmen o which can be acili a ed
o hinde ed by hei en i onmen . The heo y p oposes ha mo i a ion a ies along a
con inuum, om ex insic mo i a ion, d i en by ex e nal ac o s such as ewa ds and
punishmen s, o in insic mo i a ion, based on pe sonal in e es and enjoymen . Wi hin his
amewo k, he heo y iden i ies h ee psychological needs: au onomy, compe ence, and
ela edness. Au onomy e e s o he need o con ol o e one’s own ac ions and choices.
Compe ence ela es o he sense o e ec i eness in handling challenges, ein o ced by lea n-
ing oppo uni ies and posi i e eedback. Rela edness, in u n, in ol es he need o es ablish
meaning ul social connec ions, wi h in e pe sonal suppo being a key ac o in mo i a ion
and well-being. Disengagemen occu s when wo ke s eel hey lack con ol o e hei
ac ions (low au onomy), do no eel capable o handling challenges (low compe ence), o
do no pe cei e meaning ul connec ions wi h o he s (low ela edness). Addi ionally, when
mo i a ion is p edominan ly ex insic, engagemen may be supe icial and unsus ainable,
leading o disin e es o e ime. I he e is no ansi ion owa ds mo e au onomous o ms
o mo i a ion, wo ke s may ul ima ely disconnec om hei ac i i ies.
Beyond he heo e ical dimension, ecen mo emen s ha e eme ged as indica o s o
g owing dissa is ac ion among younge wo ke s ega ding adi ional wo king condi ions.
These mo emen s e lec a deepe ques ioning o he ela ionship be ween e o and
ewa d, wi h many young wo ke s choosing o engage only minimally in hei oles,
a oiding any e o beyond wha is s ic ly necessa y. Acco dingly, his s udy also explo es
new labo ma ke ends ha ha e signi ican ly in luenced how younge wo ke s ela e
o hei p o essional ac i i ies. These mo emen s e eal a shi in he pe cep ion o he
alue o wo k, e lec ing a depa u e om adi ional engagemen models based on high
commi men and con inuous p oduc i i y.
In he wo kplace, disengagemen can mani es passi ely, h ough p oc as ina ion,
dec eased pa icipa ion, and apa hy, o ac i ely, h ough esis ance o change, educed
p oduc i i y, wo kplace absen eeism, o e en he comple e abandonmen o an ac i i y (Ald-
abbas e al.,2023;Hakanen e al.,2006;Jnaneswa & Ranji ,2022;Pa naik & Sahoo,2020).
One o he ac ual cu en ends in he wo ld o wo k is when employees disengage
om hei jobs and limi hemsel es o he ba e minimum equi ed, wi hou making
any addi ional e o , a phenomenon known as Quie Qui ing. The e m Quie Qui ing
eme ged in he digi al sphe e in Ma ch 2022, in oduced by B yan C eely, a ca ee coach
and labo ma ke in luence om Gene a ion X in he Uni ed S a es, who coined he e m
while discussing an a icle abou wo ke s who we e ‘slowing down’ a wo k, pa icula ly
in luenced by he COVID-19 pandemic (Öz ü k e al.,2023). The hash ag #quie qui ing
quickly wen i al on he social media pla o m TikTok, especially among younge wo ke s.
Al hough he e m implies ‘qui ing’, i does no necessa ily mean lea ing a job bu a he a
g adual and unannounced wi hd awal om wo k esponsibili ies (Hamouche e al.,2023;
Kachhap & Singh,2024;Liu-Las es e al.,2024;Mahand & Caldwell,2023).
Ano he mo emen , o igina ing in China, eme ged in 2021, known as ‘ ang ping’,
which li e ally ansla es as ‘lying la ’ and is cha ac e ized by esis ance o social p essu e
o wo k long and exhaus ing hou s a he expense o pe sonal well-being (Hsu,2022;
Jingyi,2022).
Adm. Sci. 2025,15, 133 4 o 39
Ano he i al mo emen on social media is called ‘I no longe d eam o labo ’, in
which many use s, mos ly young people, sha e ha hey simply do no ha e a d eam job.
Howe e , he phenomena o ‘Quie Qui ing’, ‘Tang Ping’, and ‘I No Longe D eam
o Labo ’ a e no he only shi s in he labo ma ke . The ‘G ea Dismissal’ and ‘G ea
Resigna ion’ ha e led o signi ican labo sho ages, making i di icul o ill speci ic
oles and ha ing de as a ing e ec s in se e al coun ies du ing and a e he COVID-19
pandemic, such as Ge many, I aly, B azil, and he USA (Cossa e al.,2021).
The ‘G ea Dismissal’ e e s o a scena io in which many wo ke s a e laid o by hei
employe s, usually due o economic c ises o o ganiza ional es uc u ing, and i is o en
a consequence o ex e nal ac o s a ec ing companies, leading o widesp ead job losses
and wo k o ce es uc u ing (Ma ks,2023). The ‘G ea Resigna ion’ e e s o a scena io
in which wo ke s olun a ily lea e hei jobs en masse, mo i a ed by ac o s such as he
pu sui o be e wo k-li e balance, ca ee p og ession, o inc eased job sa is ac ion (Ma ks,
2023;Shea he & Sla e y,2021).
In addi ion o hese phenomena, o he e ms ha e eme ged in he labo ma ke , p i-
ma ily associa ed wi h younge wo ke s and widely deba ed on social media, pa icula ly
as i al ends on TikTok.
One such case is ‘Ba e Minimum Monday’. This exp ession desc ibes a phenomenon
whe e wo ke s exe minimal e o on Mondays, iewing i as a day o ease in o he
wo kload a he s a o he week. Thus, by educing hei expec a ions, wo ke s may eel
less anxious on Sunday e enings and less o e loaded on Monday mo nings, in line wi h
he conclusions o he s udy by Bu le e al. (2014).
A di e en example is he ‘Lazy Gi l Job’, which is cha ac e ized as a mo emen o
women, especially young women, p omo ing emale empowe men and ad oca ing o
mo e lexible jobs, allowing hem o p io i ize hei well-being and wo k-li e balance. I
should no be con used wi h he ‘Lazy Gi l’ s e eo ype bu a he seen as a way o challenge
adi ional social no ms ega ding wo k and gende expec a ions, co obo a ing he s udy
by Rani and P iya (2023).
A u he ins ance is ‘Rage Applying’, which e e s o wo ke s who a e us a ed o
dissa is ied wi h hei cu en job (sala ies, bene i s, o e load, ambigui y, lack o pe sonal
and p o essional p ospec s), who ac i ely seek new oppo uni ies and apply o o he
posi ions while s ill employed, in line wi h he s udy by Slaugh e and Allen (2024).
Ye ano he phenomenon is ‘Quie Ambi ion’, whe e wo ke s, especially younge
ones, choose o o go he p es ige o s a us associa ed wi h posi ions o i les in o de o
p io i ize hei wo k-li e balance and, in some cases, hei academic li e. This exp ession
also applies o p o essionals who choose o emain in echnical ca ee s, p io i izing lea ning
and p o essional de elopmen o e manage ial oles, acco ding o he conclusions o he
s udy by Fou nie e al. (2020).
Ano he illus a ion is ‘Loud Qui ing’, whe e wo ke s ake ‘noisy’ ac ions and openly
exp ess hei dissa is ac ion wi h hei wo k li es, wi h he in en o di ec ly ha ming
he o ganiza ion. These wo ke s, who end o ‘noisily qui ’, engage in beha io s ha
nega i ely impac o ganiza ions, such as esigning wi hou wa ning, e using o ca y ou
asks assigned o hem, making in lamma o y pos s online, ha ing unpleasan a i udes in
public, and ca ying ou dis up i e and po en ially sabo aging ac ions, co obo a ing he
s udy by U ka sh e al. (2019).
Mo e ecen ly, ano he mo emen , known as ‘mic o- e i emen ’, has gained popula i y
among younge wo ke s, e lec ing a pa adigm shi in ca ee managemen and wo k-li e
balance. Al hough he e m was i s in oduced in 2007 (Fe iss,2007), i has only ecen ly
become widesp ead, d i en by i al con en on TikTok and g owing adop ion among
young p o essionals. This end in ol es aking in en ional b eaks be ween jobs o es ,
Adm. Sci. 2025,15, 133 5 o 39
sel -disco e y, and he pu sui o new expe iences, in con as o he adi ional model
o pos poning leisu e un il o mal e i emen . These younge wo ke s alue men al well-
being, pe sonal g ow h, and meaning ul expe iences, a o ing a mo e dynamic balance
h oughou hei ca ee s a he han pu suing a linea ca ee ajec o y (Fe iss,2011).
This app oach aligns wi h ecen esea ch on young wo ke s’ expec a ions in he labo
ma ke , which highligh s hei p e e ence o g ea e lexibili y, wo k-li e balance, and
con inuous de elopmen (Kni in e al.,2021;Sch o h,2019). Fu he mo e, hese same
au ho s sugges ha en iching expe iences and s a egic b eaks may inc ease p o essional
mo i a ion and educe bu nou , ein o cing he alue o al e na i e app oaches o ca ee
managemen . These ends he e o e e lec a b oade sociocul u al ans o ma ion, in
which he concep o p o essional success is ede ined o include aspec s such as qual-
i y o li e, emo ional well-being, and labo lexibili y (Li ings one,2017;Nichols,2018;
Twenge,2017).
All o hese phenomena sha e in common wo ke disengagemen and, o his eason,
dese e close examina ion, as i is impo an o e lec on and ede ine he alue a ibu ed
o wo k, especially in oday’s wo ld, whe e he na u e o wo k has unde gone p o ound
ans o ma ions. In his con ex , he analysis o disengagemen among Gene a ion Y and
Gene a ion Z canno be conduc ed in isola ion; i equi es he a icula ion o bo h pe -
sonal and o ganiza ional ac o s o achie e a b oade unde s anding. Thus, by in eg a ing
hese ends wi h he Job Demands-Resou ces (JD-R) model and he Sel -De e mina ion
Theo y (SDT), he p esen s udy seeks o p o ide a mo e comp ehensi e iew o wo k-
place disengagemen , iden i ying no only i s causes bu also i s impac s and po en ial
o ganiza ional solu ions.
Unlike p e ious s udies ha examine disengagemen om a limi ed pe spec i e,
ocusing solely on selec ed o ganiza ional o indi idual psychological ac o s, his a icle
sys ema izes he pe sonal and o ganiza ional ac o s ha in luence he disengagemen o
Gene a ion Y and Z wo ke s in he wo kplace. I also inco po a es app op ia e suppo
mechanisms o o ganiza ional s a egies o i s p e en ion and po en ial mi iga ion.
Acco ding o K use and Ta a-Mbeng (2023), he implica ions o disengagemen ex-
end beyond indi idual dissa is ac ion, as i a ec s he psychological and physiological
well-being o wo ke s, pa icula ly among he younge segmen s o he wo k o ce, wi h
po en ial epe cussions o o e all wo ke pe o mance, o ganiza ional e ec i eness, and
economic ou comes. I is he e o e incumben upon he s udy o examine whe he he e
is a signi ican ela ionship be ween disengagemen and younge gene a ions o wo ke s,
such as Gene a ion Y and Gene a ion Z.
Gene a ion Y indi iduals, also known as digi al na i es o ‘Millennials’, ha e g own
up in a wo ld shaped by apidly e ol ing echnology, whe e a signi ican po ion o hei
ac i i ies akes place on digi al sc eens. These indi iduals, bo n be ween 1981 and 1998,
a e cu en ly aged be ween 27 and 44 and a e mo e connec ed han p e ious gene a ions,
such as Gene a ion X and Baby Boome s, wi h echnology being an in eg al pa o hei
daily li es (Azimi e al.,2021;Mahmoud e al.,2020;Thanga el e al.,2021). In he job
ma ke , Millennials a e ecognized as highly skilled, collabo a i e, and adap able. They
exhibi a s ong collabo a i e mindse , h i ing in eam en i onmen s, exchanging ideas
wi h colleagues, and con inuously lea ning om hei pee s. Li elong lea ning is a co e
aspec o hei iden i y, and hey demons a e a ema kable abili y o adap o change.
Gene a ion Z indi iduals, also known as ‘Cen ennials’ o ‘Pos -Millennials’ (as well
as ‘iGen’ o ‘Zoome s’), we e bo n be ween 1999 and 2010 and a e cu en ly unde he
age o 26. This gene a ion is cha ac e ized by i s p o iciency in echnology, which may
appea o esul in a educed emphasis on in e pe sonal ela ionships. Howe e , pa a-
doxically, Gene a ion Z indi iduals demons a e a s ong commi men o social issues
Adm. Sci. 2025,15, 133 6 o 39
such as sus ainabili y, gende equali y, di e si y, and inclusion, using digi al pla o ms
as a means o exp ession and mobiliza ion (Mahmoud e al.,2020;Pa y & Ba is a,2019;
Thanga el e al.,2021
;
T an e al.,2024
). In he job ma ke , his younges gene a ion p e e s
o wo k independen ly and au onomously. I embodies di e si y a i s bes , as hese indi id-
uals g ew up su ounded by classma es, iends, and amily om a ious communi ies and
expec o see he same le el o inclusi i y when hey en e he wo k o ce (Fen on,2019).
As Aydin and Azizo˘glu (2022) poin ou , Gene a ion Z indi iduals a e desc ibed as
impa ien , cou ageous, and una aid o be pionee s, demons a ing he abili y o challenge
exis ing ideas and he con idence o exp ess hei desi e o wo k-li e balance wi hou
exceeding hei p o essional esponsibili ies. Compa ed o Gene a ion Y, Gene a ion Z
indi iduals a e po ayed as mo e inclined o b eak away om adi ional no ms and
expec a ions, making hem mo e likely o engage in beha io s such as disengagemen .
Gene a ion Z wo ke s a e expec ed o make up 75% o he global wo k o ce by 2025,
and hey a e p ojec ed o su pass Gene a ion Y by 2050 (Ga cía e al.,2019;Zhong e al.,
2023). Acco ding o Fo mica and S ode a (2022), hese younge gene a ions (Y and Z)
cons i u e a subs an ial segmen o he wo k o ce, in which disengagemen ai s a e p e a-
len . This sugges s ha many younge Millennials and Gene a ion Z wo ke s a e no ully
engaged in hei wo k and may es ic hemsel es o ul illing only he basic equi emen s
o hei job desc ip ion. Howe e , his disengagemen is no limi ed o younge gene a ions,
such as Gene a ion Y and Z. Recen s udies indica e ha wo ke s om p e ious gene a ions
can also exhibi disengagemen beha io s, pa icula ly when dissa is ied wi h ine ec i e
managemen wi hin o ganiza ions (Agina e al.,2023;
Chiesa e al.,2019
;Khan & Khan,
2023;Oli ei a & Ca doso,2018).
Acco ding o he Gallup Repo (2023,2024), mo e han hal o he global wo k o ce
(59% in 2023 and 62% in 2024) is disengaged. These disengaged wo ke s, in p ac ice, ha e
no emo ional commi men o hei o ganiza ion.
On he o he hand, he majo i y o wo ke s a e no longe ‘addic ed’ o wo k ( he
wo kaholic concep ), as hey ha e ealized ha his p ac ice is no bene icial—ei he o
he wo ke hemsel es, who may expe ience bu nou and de elop o he se ious heal h
issues, o o he o ganiza ion, whe e p oduc i i y can decline due o exhaus ion and
wo ke a igue.
These epo s e eal a wo ying end o disengagemen in he wo kplace among
wo ke s ac oss di e en egions o he wo ld. Mos egions ha e a signi ican p opo ion o
‘no engaged’ wo ke s, wi h Eu ope leading his end (72%), ollowed by Sou heas Asia
(68%). This da a is c ucial o unde s anding he phenomenon o disengagemen , as a lack
o wo ke engagemen can nega i ely impac he wo k en i onmen and, consequen ly,
esul in high cos s due o los p oduc i i y.
Despi e i s po en ial impac on socie y, academic inqui ies in o his opic emain
limi ed. Al hough some s udies exis in he li e a u e, no esea ch has comp ehensi ely
examined o explo ed hei ela ionship wi h employee engagemen .
The aim o his a icle is, he e o e, o conduc a c i ical analysis o wo ke engagemen ,
pa icula ly in ela ion o younge gene a ions (Y and Z), d awing on ele an li e a u e
o iden i y he ac o s con ibu ing o engagemen o disengagemen , assess i s implica-
ions o wo ke s and o ganiza ions, and p opose e ec i e s a egies o p e en ion and
mi iga ion. These s a egies may suppo he de elopmen o an ac ion plan o sus ain
employee engagemen .
As a esul , wo key esea ch ques ions eme ged, guiding his s udy:
RQ1
Wha ac o s in luence wo ke disengagemen ?
RQ2
Wha o ganiza ional s a egies can be implemen ed o minimize disengagemen ?
Adm. Sci. 2025,15, 133 7 o 39
Following his con ex ualiza ion o he opic and he p esen a ion o he esea ch
ques ions, he me hodology employed is ou lined. Nex , he ac o s in luencing engagemen
and disengagemen among younge employees a e examined, ollowed by an analysis
o o ganiza ional s a egies aimed a os e ing a heal hy and posi i e wo k en i onmen
while mi iga ing wo kplace disengagemen . Finally, he concluding ema ks highligh
he s udy’s p ac ical and heo e ical implica ions, limi a ions, and ecommenda ions o
u u e esea ch.
2. Me hod
In he cu en wo k dynamics, ma ked by a as pace and inc easing p essu e, wo ke s’
commi men o hei jobs appea s o ha e shi ed mo e no iceably. Fo his eason, we saw
he need o w i e an a icle ha would enable us o compile in o ma ion add essing he
a ious ques ions aised abo e.
A li e a u e e iew was hus conduc ed be ween Ap il and Decembe 2024, ollowing
hese s ages: iden i ica ion o he opic; de ini ion o inclusion and exclusion c i e ia o he
selec ed a icles; e alua ion o he selec ed a icles and in e p e a ion o hei espec i e
esul s; and p esen a ion o inal conside a ions.
The included publica ions we e selec ed based on p e iously de ined inclusion c i e ia,
wi h he aim o ensu ing he quali y, ele ance, and eliabili y o he s udies analyzed. Only
s udies indexed in he Scopus, Web o Science, and Google Schola da abases we e consid-
e ed, he eby ensu ing academic igo and pee - e iewed alida ion. The selec ion was
based on he manda o y p esence o he desc ip o s ‘Employee Engagemen ’, ‘Employee
Disengagemen ’, ‘Gene a ion Y’ (o Millennials), and ‘Gene a ion Z’ in he i les, abs ac s,
o keywo ds, ensu ing alignmen wi h he esea ch ocus.
Publica ions au ho ed by widely ecognized esea che s in he ield o employee dis-
engagemen and gene a ional dynamics in he labo ma ke we e included, wi h p e e ence
gi en o seminal s udies. P io i y was gi en o s udies p esen ing well-s uc u ed heo e i-
cal amewo ks o solid empi ical e idence in o de o suppo a deepe unde s anding o
he phenomenon unde analysis.
Only publica ions om he las 10 yea s (2014–2024) we e conside ed o e lec he mos
ecen labo ma ke dynamics and he concep ual e olu ion o employee disengagemen
among Gene a ions Y and Z. Exclusi ely scien i ic a icles published in high impac and
widely ci ed jou nals we e included due o hei c edibili y and in luence in he ield.
Howe e , inno a i e s udies add essing eme ging ends and con ibu ing signi ican ly o
he ad ancemen o knowledge we e also conside ed.
The selec ion was limi ed o a icles wi hin he scien i ic a ea o ‘Managemen and
Social Sciences’, ensu ing cohe ence wi h he scope o he p esen s udy. Only publica ions
w i en in English we e included, gi en hei wide dissemina ion in he in e na ional
scien i ic communi y, which acili a es compa ison be ween s udies and ensu es linguis ic
consis ency in he analysis.
Addi ionally, in speci ic cases, s udies ha did no ully mee all he es ablished c i e ia
we e included, p o ided hey o e ed ele an heo e ical o empi ical con ibu ions o he
unde s anding o he phenomenon unde in es iga ion.
All publica ions mee ing one o mo e o he ollowing exclusion c i e ia we e excluded.
Fi s , documen s no classi ied as ‘A icle’ we e no conside ed; he e o e, con e ence pape s,
e iews, book chap e s, edi o ials, and any o he ypes o publica ions no subjec o pee
e iew we e excluded.
Second, s udies ha did no speci ically and cen ally add ess he disengagemen
o Gene a ion Y and Z wo ke s we e elimina ed. Gene al publica ions on o ganiza ional
Adm. Sci. 2025,15, 133 8 o 39
managemen ha lacked a ocused and in-dep h discussion o he employee disengagemen
phenomenon we e dis ega ded.
Whene e he same s udy was iden i ied in mo e han one da abase, only he mos
comple e e sion and/o he one indexed in he highes -impac da abase was e ained in
o de o a oid duplica ion.
Finally, publica ions ha ocused exclusi ely on con ex s un ela ed o he wo kplace
and did no es ablish an explici connec ion wi h engagemen and disengagemen dynamics
in o ganiza ional se ings we e also excluded.
I is acknowledged ha he selec ion o publica ions, based on he p e iously de-
ined inclusion and exclusion c i e ia, may be subjec o ce ain me hodological biases,
namely publica ion, language, and indexing bias. The g ea e likelihood o publishing
s udies wi h posi i e esul s may in luence he pe cei ed signi icance o ce ain ac o s and
o ganiza ional s a egies o mi iga e disengagemen , making i mo e di icul o iden i y
con adic o y o neu al e idence. The exclusion o s udies no published in English may
also limi he di e si y o pe spec i es, pa icula ly in cul u al con ex s whe e he opic is
discussed wi hin speci ic amewo ks ha a e no e lec ed in he Anglophone li e a u e.
Finally, he es ic ion o he selec ion p ocess o speci ic da abases, such as Scopus, Web o
Science, and Google Schola , may ha e led o he exclusion o ele an s udies a ailable in
o he academic sou ces, including ins i u ional eposi o ies and jou nals no indexed in
hese pla o ms.
To minimize he iden i ied me hodological biases, se e al s a egies we e adop ed
h oughou he e iew p ocess. The analysis o indings was based on c oss- alida ion
ac oss sou ces, h ough he sys ema ic compa ison o di e en s udies, which ein o ced
consis ency in iden i ying he ac o s associa ed wi h disengagemen and he co espond-
ing o ganiza ional mi iga ion s a egies. Me hodological di e si y was also ensu ed by
including bo h quali a i e and quan i a i e s udies in he e iew, allowing o a b oade
and mo e mul idimensional app oach o he phenomenon unde analysis.
The p ocess o iden i ying ele an publica ions was conduc ed by combining he
ollowing desc ip o s/keywo ds: Employee Engagemen and Employee Disengagemen ,
which we e always sea ched oge he as manda o y e ms, in he Scopus, Web o Science,
and Google Schola da abases. Addi ionally, he desc ip o s Gene a ion Y (o Millennials)
and Gene a ion Z we e included as he a ge popula ion (wo ke s) o his s udy. This
ini ial sea ch in he da abases esul ed in 253 publica ions.
I should be no ed ha , despi e he exis ence o some publica ions on his subjec in
o he da abases (albei limi ed), when conside ing only hose indexed in Scopus o Web o
Science and using he ou manda o y desc ip o s o his s udy (‘Employee Engagemen ’
OR ‘Employee Disengagemen ’ AND ‘Gene a ion Y’ OR ‘Millennials’ OR ‘Gene a ion Z’),
no ele an publica ions we e ound, ein o cing he signi icance o his esea ch gap.
Fil e s we e applied based on he inclusion and exclusion c i e ia. This sea ch yielded
a o al o 232 publica ions, namely 171 publica ions a e applying he il e s (Desc ip-
o s/Keywo ds, Publica ion pe iod, Documen ype, Resea ch a ea, and Language), along
wi h 61 ele an publica ions o he opic ou side he de ined c i e ia. Table 1ou lines he
me hodology used o selec ing he publica ions.
Following he ini ial selec ion o 232 a icles, a sys ema ic con en analysis me hodol-
ogy was applied. An ini ial sc eening o i les and abs ac s was conduc ed o assess he
alignmen o he a icles wi h he esea ch opic. This was ollowed by a e iew o abs ac s
and me hodologies, which led o he emo al o duplica e s udies and he exclusion o
hose no di ec ly add essing he subjec .
Adm. Sci. 2025,15, 133 15 o 39
achie ed h ough sho physical exe cise sessions conduc ed du ing wo king hou s unde
he guidance o a physical educa ion p o essional.
Addi ionally, yoga and medi a ion sessions can help alle ia e s ess, imp o e con-
cen a ion, and enhance o e all well-being (P iya e al.,2024). Regula physical ac i i y
in e en ions, such as yoga, exe cise, and walking, ha e been shown o imp o e psycholog-
ical well-being in wo kplace se ings. These in e en ions can be e ec i e in educing s ess
and enhancing o e all men al heal h (Abdin e al.,2018). These sessions can be o e ed
ei he in pe son o online, depending on employee needs. O he ini ia i es include exe cise
incen i e p og ams such as gym membe ship subsidies, walking/ unning g oups, i ness
challenges among employees, and co po a e spo s e en s.
The success o wo kplace exe cise ini ia i es hea ily depends on o ganiza ional ac o s,
pa icula ly leade ship suppo o well-being. When employees, essen ially he younge
employees, pe cei e hei employe ’s in en ions as genuine and ca ing, hey a e mo e
likely o pa icipa e in exe cise p og ams (Li le e al.,2020). Implemen ing policies ha
suppo wo k-li e balance, lexible wo k a angemen s, and men al heal h can signi ican ly
imp o e employee well-being (Kusuma Dwi Wikka e al.,2024). The hyb id wo k model
allows hese gene a ions o in eg a e physical ac i i y in o hei daily ou ines mo e easily.
This lexibili y helps o e come one o he majo ba ie s o egula exe cise, which is
inding he ime o engage in physical ac i i y (Gilson e al.,2022;Schönig & Geibel,2024).
Vi ual exe cise p og ams o e he con enience o wo king ou om home. Acco ding o
Oginni e al.
(2024), i ual exe cise p og ams can be as e ec i e as adi ional in pe son
p og ams in imp o ing heal h me ics (e.g., blood p essu e).
Gene a ion Y and Z wo ke s highly alue wo kplaces ha p io i ize hei physical
and men al well-being, conside ing such p og ams a e lec ion o he o ganiza ion’s com-
mi men o i s employees. Fu he mo e, hese gene a ions ac i ely seek a balance be ween
p o essional and pe sonal li e. They also a o lexible exe cise p og ams, whe he in
pe son o i ual, as many o hem p e e hyb id wo k models.
4.1.2. Encou aging Regula B eaks and Res A eas
Ano he key aspec is he p omo ion o egula b eaks du ing wo king hou s. Regula
b eaks a e essen ial o main aining bo h physical and men al heal h. They help educe
s ess, p e en a igue, and imp o e o e all well-being (Walke e al.,2023). Encou aging
employees o s and up, s e ch, and clea hei minds can help main ain ene gy le els and
imp o e concen a ion h oughou he day. Acco ding o Nas asi e al. (2023), sho , e-
quen b eaks (5–20 min) can be highly e ec i e. These b eaks can in ol e simple ac i i ies
such as s e ching o walking. In a s udy conduc ed by Vie en e al. (2023) in Ge many,
logis ic eg ession analyses we e pe o med using i e heal h complain s as he dependen
a iables: back pain and lowe back pain, pain in he neck and shoulde egion, gene al
i edness, ain ness o a igue, physical exhaus ion, and emo ional exhaus ion. A signi ican
po ion o employees equen ly skipped hei wo k b eaks (29%) and expe ienced in e -
up ions du ing hei b eaks (16%). Regula ly skipping wo k b eaks was signi ican ly and
posi i ely (i.e., ha m ully) associa ed wi h all i e heal h complain s. Simila ly, equen
in e up ions o wo k b eaks we e signi ican ly linked o mos heal h complain s, excep
o neck and shoulde pain. Addi ionally, longe meal b eak du a ion was signi ican ly and
nega i ely (i.e., bene icially) associa ed wi h physical exhaus ion.
Implemen ing s uc u ed b eak schedules can help ensu e employees ake necessa y
b eaks. This can include scheduled sho b eaks and longe b eaks du ing ex ended
wo king hou s (Yi e al.,2020). Yi e al. (2020, p. 1) empi ically analyze he ela ionship
be ween p oduc i i y and b eaks. The esul s showed ha p oduc i i y imp o ed du ing
he 30 min be o e he s a o a b eak, which mainly esul ed om employees’ expec a ions
Adm. Sci. 2025,15, 133 16 o 39
o he upcoming b eak and he alle ia ion o any nega i e emo ions due o hei cu en
wo k. I was also ound ha p oduc i i y declined du ing he 30 min a e he end o a
b eak due o he domina ing e ec o o ge ing he ecen es and ha ing a diso de ed
wo k hy hm in he manu ac u ing en i onmen . Addi ionally, i was no iced ha a ligh e
wo kload mi iga ed he nega i e pos -b eak impac on p oduc i i y while ein o cing he
p e-b eak posi i e impac on p oduc i i y. The esul s imply ha manage s should schedule
b eaks o employees and app op ia ely educe hei wo kload o imp o e p oduc i i y.
Addi ionally, o ganiza ions can c ea e com o able es a eas whe e employees can
elax du ing b eaks. Com o able es a eas p o ide employees wi h a space o elax
and echa ge, which is essen ial o main aining men al and physical heal h. These a -
eas can help educe s ess and p e en bu nou , leading o imp o ed o e all well-being
(
Walke e al.,2023
). Access o com o able es a eas can enhance p oduc i i y by allowing
employees o ake e ec i e b eaks. When employees eel es ed, hey a e mo e ocused
and engaged in hei wo k, leading o be e pe o mance (Bishop e al.,2022;Nas asi e al.,
2023;Dang e al.,2023).
Gene a ion Y and Z wo ke s pe cei e b eaks no jus as momen s o es bu also
as oppo uni ies o echa ge hei c ea i i y and enhance p oduc i i y. They app ecia e
wo k models ha encou age sho , egula b eaks, especially since hese gene a ions end
o alue au onomy and e iciency in he wo kplace. Fu he mo e, hey also a o well-
designed es a eas, as hese ein o ce he idea o a human-cen e ed wo k en i onmen ha
p io i izes employee well-being.
4.1.3. Heal h Campaigns and Heal hy Li es yle Habi s
Heal h campaigns can signi ican ly imp o e employee well-being by p omo ing
heal hy li es yle habi s, such as egula exe cise, balanced nu i ion, and s ess managemen .
These ini ia i es can lead o be e physical and men al heal h ou comes o employees
(Walke e al.,2023). Heal hie employees end o be mo e p oduc i e. By encou aging
heal hy habi s, o ganiza ions can educe absen eeism and p esen eeism, leading o im-
p o ed o e all pe o mance and e iciency (Nas asi e al.,2023;Dang e al.,2023). Fo
example, balanced ea ing campaigns aim o encou age heal hy die s ha boos employees’
ene gy le els and o e all heal h. These ini ia i es can be implemen ed h ough nu i-
ion wo kshops, he a ailabili y o heal hy op ions in wo kplace can eens and ending
machines, and he dis ibu ion o in o ma ional ma e ials on balanced ea ing.
Wo kshops, semina s, and in o ma ional ma e ials can educa e employees on opics
such as nu i ion, exe cise, and men al heal h s a egies. Employees alue easy access
o nu i ious ood op ions in he wo kplace and conside ini ia i es such as nu i ion
wo kshops a signi ican bene i . Ini ia i es ha ocus on educa ing employees abou
heal hy ea ing habi s, meal planning, and he impo ance o hyd a ion can p omo e be -
e die a y choices. This can include cooking demons a ions o nu i ion wo kshops
(
Vie en e al.,2023
;
Yi e al.,2020
). Consume s, including Gen Y and Z, inc easingly expec
ood p oduc ion p ocesses o limi nega i e en i onmen al impac s and conside social
conce ns. Gene ally, consume s p e e domes ic and local ood p oduc s, associa ing hem
wi h be e quali y, sa e y, and en i onmen al iendliness (Thøge sen,2023).
A s ong conce n o heal hy ea ing is a de ining cha ac e is ic o Gene a ion Y and
Z wo ke s, who ac i ely seek balanced and sus ainable ood choices in hei daily li es.
Addi ionally, anspa ency ega ding he o igin o ood p oduc s and an o ganiza ion’s
commi men o sus ainable ood p ac ices can posi i ely impac hei le el o engagemen
and wo kplace mo i a ion.
Adm. Sci. 2025,15, 133 17 o 39
4.1.4. Adop ing an E gonomic and Com o able Wo k En i onmen
Ano he aspec is p o iding a wo k en i onmen ha is e gonomically designed o
p omo e bo h he physical com o and men al well-being o employees. This includes se-
lec ing app op ia e u ni u e (e.g., adjus able chai s, heigh -adjus able desks, and oo es s)
and op imizing he layou o he physical wo kspace o ensu e easy access o di e en wo k
a eas and adequa e ligh ing—bo h na u al and a i icial (Ahmadi Cha khabi e al.,2019;
Chim,2019;Walke e al.,2023). Ahmadi Cha khabi e al. (2019, pp. 1–2) esea ch “was o
s udy he e ec o edesigned wo ks a ions on SIL [Speech In e e ence Le el] among bank
elle s. Twel e wo ks a ions we e edesigned and ins alled a e measu ing he sound and
calcula ing he Speech In e e ence Le el and calcula ing he dis ance be ween cus ome
and employee.” [
. . .
] “Acco ding o he esul s o his s udy, edesigning wo k s a ions and
en i onmen al in e en ions in open plan o ices can in luence SIL and imp o e he speech
in elligibili y, ha i can p e en e o s and inc ease concen a ion and educe a igue by
peoples’ p i acy and con olling annoying sound sou ces. Finally, i can be said ha he
wo ks a ion edesign and layou can imp o e he acous ic wo king en i onmen ”.
Al hough c ea ing an e gonomic wo k en i onmen equi es a signi ican ini ial in-
es men , he long- e m bene i s o employee heal h and p oduc i i y ou weigh he cos s.
Main aining op imal wo king condi ions equi es an ongoing commi men , in ol ing
egula assessmen s and con inuous upda es o u ni u e and e gonomic p ac ices. Iden-
i ying a eas o imp o emen and deploying e ec i e measu es can enhance wo king
condi ions, which in u n suppo s business g ow h and employee com o (Gó ny,2019;
Sal ado inho e al.,2025).
Gene a ion Y and Z wo ke s end o alue mode n, adap able, and lexible wo kspaces
ha allow o di e en con igu a ions depending on he ask a hand. They app ecia e he
abili y o choose be ween a ious ypes o u ni u e and pe sonalize hei wo k en i onmen
acco ding o indi idual p e e ences. Mo eo e , he sui abili y o emo e wo kspaces has
become an inc easing conce n, wi h many o ganiza ions being e alua ed based on he
suppo hey p o ide o employees in hyb id o emo e se ups.
4.1.5. Psychological Suppo and he No maliza ion o Men al Well-Being
Ano he aspec is access o psychological suppo se ices, which aim o p o ide
emo ional assis ance and help employees na iga e pe sonal and p o essional challenges.
O ganiza ions can es ablish pa ne ships wi h psychologis s and he apis s, o e ing ee
o subsidized sessions, as well as c ea ing dedica ed employee suppo p og ams. How-
e e , he e ec i eness o hese psychological suppo ini ia i es depends on os e ing an
o ganiza ional cul u e ha alues and no malizes seeking emo ional help. P o iding edu-
ca ion on men al heal h symp oms, accommoda ions, and coping s a egies can imp o e
knowledge and educe sel -s igma among employees. This app oach has been shown o
inc ease sel -e icacy and educe p esen eeism (Falle e al.,2023). These au ho s es ed
an online psychoeduca ion cou se o 89 people wi h dep ession and anxie y o see i i
helped wi h wo kplace accommoda ions. Pa icipan s who ook he cou se imp o ed in
knowledge abou accommoda ions, sel -con idence, and wo k pe o mance compa ed o
hose who did no . Bo h g oups showed less sel -s igma and we e mo e likely o disclose
hei condi ion o e ime, especially when suppo ed by hei o ganiza ion and supe iso s.
Howe e , he e was no di e ence be ween g oups in using accommoda ions, imp o ing
symp oms, wo kplace ela ionships, o eeling com o able wi h disclosu e.
Sze o e al. (2019) s a ed ha campaigns such as “Opening Minds” in Canada ha e
de eloped ools and measu es o assess and educe wo kplace s igma. These au ho s
ound ha 44% o wo king adul s ha e expe ienced o cu en ly ha e a men al heal h
p oblem, wi h 16.5% ha ing been ea ed o a men al illness, a a e ha ises o 27.7% o
Adm. Sci. 2025,15, 133 18 o 39
hose wi h ex emely s ess ul jobs. These au ho s oo ound ha only 26% o employees
belie e hei supe iso can e ec i ely suppo men al heal h issues, and 44% o manage s
ha e no ecei ed any men al heal h aining. Wo kplace p og ams ha educe s igma
and imp o e men al heal h knowledge could inc ease help-seeking and c ea e a mo e
suppo i e wo k en i onmen .
Employees may o en eel eluc an o use men al heal h se ices due o he associa ed
s igma. Fo his eason, o ganiza ions mus no only p o ide hese esou ces bu also
ac i ely wo k o des igma ize men al heal h conce ns and ensu e ha hese p og ams a e
ully in eg a ed in o he o ganiza ional cul u e (Dewa e al.,2020).
Gene a ion Y and Z indi iduals place g ea impo ance on emo ional well-being and
he abili y o seek suppo wi hou ea o judgmen . While hey app ecia e he a ailabili y
o psychological counseling wi hin companies, he mos decisi e ac o is hei pe cep ion
o an open and inclusi e o ganiza ional cul u e. They also highly alue he no maliza ion
o men al heal h discussions and he implemen a ion o p oac i e s a egies o p e en and
add ess bu nou .
4.2. P o essional De elopmen and Recogni ion P og ams
4.2.1. P omo ion o T aining and Skills De elopmen
To demons a e hei commi men o he con inuous g ow h o hei employees, o -
ganiza ions can acili a e access o aining cou ses and skills de elopmen p og ams,
co e ing bo h echnical and beha io al compe encies. This app oach no only enhances
employee quali ica ions bu also os e s g ea e engagemen and loyal y o he o ganiza ion.
To achie e his, companies should o e a di e se ange o cou ses, including job-speci ic
aining as well as so skills de elopmen (e.g., e ec i e communica ion, leade ship, ime
managemen , con lic esolu ion, and emo ional in elligence), o p o essional pe o mance
and eam dynamics. Acco ding o Kumah (2024), he o ganiza ions should le e age lea n-
ing heo ies such as adul lea ning, beha io al, cogni i e, social lea ning, and expe ien ial
lea ning o design aining p og ams ha ca e o di e se lea ning needs. This app oach
helps in os e ing employee engagemen and p omo ing a posi i e o ganiza ional cul-
u e. Unde s anding and applying hese heo ies allows o ganiza ions o c ea e a ge ed
aining and de elopmen p og ams ha mee di e se lea ning needs, enhance employee
engagemen , and s eng hen o ganiza ional cul u e. Human esou ces and lea ning and
de elopmen p o essionals mus ha e a s ong unde s anding o hese heo ies o design
e ec i e p og ams ha d i e posi i e ou comes. By using heo e ical amewo ks, o -
ganiza ions can os e a cul u e o con inuous lea ning and boos employee mo i a ion
and engagemen .
To imp o e accessibili y, o ganiza ions can u ilize e-lea ning pla o ms, allowing em-
ployees o access aining a any ime and om any loca ion, making i easie o balance
lea ning wi h daily esponsibili ies. Addi ionally, o e ing subsidies o ex e nal cou ses
o p o essional ce i ica ions can encou age con inuous de elopmen (Shi oko ,2020).
Acco ding o Da Sil a e al. (2021), inno a i e eaching me hodologies, such as he Edu-
ca ional Tes bed 4.0, can be used o de elop speci ic so skills equi ed o Indus y 4.0.
This includes eamwo k, communica ion, and c ea i i y, which a e essen ial o he u u e
wo k o ce. These au ho s show ha 90% o 95% o pa icipan s epo ed imp o emen s in
eamwo k and communica ion a e applying he Educa ional Tes bed 4.0 me hod, which
combines Flipped Class oom (FC) and P ojec -Based Lea ning (PBL). Addi ionally, 85%
o pa icipan s highligh ed gains in p oblem-sol ing skills, and 80% epo ed inc eased
con idence in handling p o essional challenges. The indings con i m ha his educa ional
app oach e ec i ely enhances key compe encies needed o Indus y 4.0.
Adm. Sci. 2025,15, 133 19 o 39
Mo eo e , o ganiza ions can implemen men o ing and coaching p og ams o suppo
employees’ p o essional g ow h. Men o ing in ol es ongoing guidance om expe ienced
p o essionals, who help employees de elop hei ca ee s by p o iding p ac ical ad ice and
assis ing in de ining p o essional goals. Coaching, on he o he hand, helps employees
iden i y and o e come speci ic challenges, enhance hei pe o mance, and achie e a ge ed
p o essional objec i es h ough pe sonalized one-on-one sessions wi h quali ied coaches.
Acco ding o T aw e e al. (2021), men o ing and coaching p og ams ha e been shown
o signi ican ly enhance employee sa is ac ion, p oduc i i y, and e en ion a es. These
p og ams help employees g ow, gain isibili y, and access esou ces, which in u n suppo
hei ca ee de elopmen and o ganiza ional commi men (Munde e al.,2020). These
au ho s conduc ed a s udy whe e hey examined he impac o employee men o ing and
men o ing p og ams on alen de elopmen wi hin o ganiza ions. I su eyed 50 human
esou ces p o essionals om la ge indus ies o iden i y he ypes o men o ing sys ems
in place, he objec i es o hese p og ams, and hei in luence on alen de elopmen .
The indings con i m a signi ican ela ionship be ween men o ing and employee alen
g ow h, highligh ing he impo ance o s uc u ed men o ing p og ams in enhancing
wo k o ce capabili ies.
Ba al e al. (2024) analyzed 251 p o essionals om he aqua ic sec o wi hin he
USDA Fo es Se ice and ound ha app oxima ely 70% o pa icipan s had men o s. Job
sa is ac ion ollowed a U-shaped ajec o y h oughou he p o essional li ecycle, being
highes a ea ly (28%) and la e (22%) ca ee s ages. Ea ly-ca ee p o essionals placed g ea e
impo ance on o mal men o ing p og ams (66%) compa ed o hose a he end o hei
ca ee s (41%). Simila ly, 69% o employees in en y-le el posi ions conside ed s uc u ed
men o ing p og ams ele an , in con as wi h 45% o senio p o essionals. The mos
alued compe encies in he con ex o men o ing we e echnical skills (mean sco e o 3.99),
ollowed by p ojec managemen (3.94) and communica ion (3.93). Men o ing was associ-
a ed wi h bene i s such as inc eased con idence, p o essional ecogni ion, and p epa a ion
o p omo ions, especially among p o essionals a junio and mid-le el posi ions. Howe e ,
access o men o ing was pe cei ed as limi ed a hese le els, wi h a e age sa is ac ion
a ings alling below 3 on a sa is ac ion scale. Only 41% o la e-ca ee p o essionals el
encou aged o seek men o s, compa ed o 66% o hose in he ea ly s ages o hei ca ee s.
These indings sugges ha men o ing con ibu es o p o essional de elopmen , ca ee
ad ancemen , and job sa is ac ion, being especially alued by employees in he ea ly
phases o hei p o essional ajec o y. None heless, access ba ie s emain, highligh ing he
need o men o ing p og ams ailo ed o di e en ca ee s ages and o g ea e supe iso
in ol emen in p omo ing such p ac ices.
Howe e , hese ini ia i es equi e ca e ul planning and a subs an ial in es men o
ime and esou ces, which can be challenging o o ganiza ions wi h limi ed budge s. Thus,
be o e implemen ing any aining p og am, i is c ucial o conduc a de ailed analysis o
bo h employee and o ganiza ional needs. This ensu es ha he cou ses p o ided align wi h
he o ganiza ion’s s a egic goals and employees’ ca ee aspi a ions.
Fu he mo e, o ganiza ions should es ablish an annual aining and p o essional
de elopmen calenda , allowing employees o plan hei pa icipa ion in ad ance. These
ini ia i es demand signi ican esou ces, including hi ing quali ied aine s; de eloping
high quali y con en ; acqui ing sui able echnological ools; and ensu ing he necessa y
in as uc u e, such as aining ooms, echnological equipmen , and e-lea ning pla o ms.
Acco ding o Saxena (2024) and Chillaku i and Mahanandia (2018), he Gene a ion
Y and Z wo ke s highly alue con inuous lea ning and pe sonal de elopmen . They
app ecia e access o dynamic, in e ac i e, and adap able cou ses, pa icula ly h ough
digi al o ma s, which a e o en conside ed a majo ac o in hei decision o join and
Adm. Sci. 2025,15, 133 20 o 39
emain wi h an o ganiza ion. Addi ionally, lexibili y in accessing knowledge is a op
p io i y o hese gene a ions, as hey alue he abili y o lea n a hei own pace and
balance aining wi h o he aspec s o hei li es. Men o ing and coaching p og ams a e
pa icula ly appealing, as hey o e ailo ed g ow h oppo uni ies aligned wi h hei ca ee
ambi ions. The p edic abili y and s uc u e o aining p og ams a e also highly alued, as
hey enable be e ime managemen . Fu he mo e, hese gene a ions expec o ganiza ions
o make a genuine and long- e m in es men in p o essional de elopmen , ensu ing ha i
has a meaning ul impac on hei ca ee ajec o ies.
4.2.2. Recogni ion and Rewa d P og ams and Pe o mance Managemen
Es ablishing ecogni ion and ewa d p og ams ha encou age p oduc i i y can ein-
o ce posi i e beha io s and inc ease employee engagemen . These p og ams may include
a ious o ms o ecogni ion, such as mone a y ewa ds, ce i ica es o me i , p o essional
de elopmen oppo uni ies, and addi ional days o , among o he s. Howe e , hese p o-
g ams do no os e an o e ly compe i i e o s ess ul wo k en i onmen . While heal hy
compe i ion can be bene icial, i mus be balanced wi h collabo a ion and eamwo k o
cul i a e a posi i e and suppo i e o ganiza ional cul u e.
Mo eo e , o e ing bonuses, sala y inc eases, p omo ions, and o he incen i es based
on indi idual pe o mance and con ibu ions can se e as e ec i e s a egies o keep
employees mo i a ed and engaged. Howe e , hese incen i es mus be equi able and
anspa en , wi h clea ly communica ed c i e ia o awa ding hem o all employees. Ad-
di ionally, incen i es should no be pe cei ed solely as inancial ewa ds bu also as a
meaning ul acknowledgmen o employees’ e o and dedica ion.
Conside ing wha has been said, in a s udy conduc ed by Dizon and Monsu a (2021),
he esul s indica e ha ac o s such as pe o mance-based incen i es, eal wages, he
in e ac ion e ec s o pe o mance-based incen i es, and implemen a ion- ela ed dummy
a iables can ha e a s a is ically signi ican impac on employee pe o mance a ings.
The e o e, i is ecommended ha policymake s esponsible o ewa d and compensa ion
sys ems ein o ce pe o mance-based incen i es o enhance employee pe o mance.
Simila ly, when e alua ing pe o mance, se ing clea and achie able goals ha align
wi h o ganiza ional objec i es can ensu e ha e e yone is wo king owa d he same ision.
Pe o mance managemen ools, such as Objec i es and Key Resul s (OKRs) and Key
Pe o mance Indica o s (KPIs), can be used o moni o and e alua e employee p og ess.
These ools help employees ecognize he impac o hei wo k on he o ganiza ion’s o e all
objec i es, s eng hening hei sense o pu pose and belonging.
In addi ion, p o iding cons uc i e and imely eedback can help keep employees
mo i a ed and commi ed. Howe e , eedback mus be speci ic, ocused on obse able
beha io s, and accompanied by sugges ions o imp o emen . Regula eedback sessions,
a he han limi ing e alua ions o annual pe o mance app aisals, allow o ongoing
adjus men s and suppo . F equen discussions help esol e issues p omp ly and guide
employees in he igh di ec ion. Cons uc i e eedback posi i ely impac s job sa is ac ion
and O ganiza ional Ci izenship Beha io (OCB) in en ions. Employees who ecei e con-
s uc i e eedback eel mo e espec ed and pe cei e g ea e oppo uni ies o ad ancemen ,
leading o be e moods a wo k and s onge OCB in en ions. Acco ding o he s udy
done by Tagliabue e al. (2020), he esul s ob ained sugges ha eedback has a small
bu consis en posi i e e ec on O ganiza ional Ci izenship Beha io (OCB), indica ing
ha p o iding eedback can enhance employees’ willingness o go beyond hei o mal
job du ies. Howe e , he high he e ogenei y among he s udies (I
2
= 94.6%) sugges s ha
he ela ionship be ween eedback and OCB may a y depending on con ex ual ac o s.
The a ying e ec sizes based on eedback ype (e.g., posi i e/nega i e, no ma i e, pub-
Adm. Sci. 2025,15, 133 21 o 39
lic/p i a e) imply ha he quali y and deli e y o eedback a e impo an o in luencing
OCB. The p esence o publica ion bias (con i med by he Egge eg ession es ) indica es
ha some posi i e esul s may be o e ep esen ed, calling o cau ious in e p e a ion.
The e o e, o ganiza ions should ocus no only on inc easing he equency o eedback bu
also on imp o ing i s quali y, pe cei ed use ulness, and cons uc i eness o maximize i s
impac on employee beha io .
To p e en pe o mance managemen p ac ices and ecogni ion p og ams om c ea -
ing an o e ly compe i i e en i onmen , o ganiza ions can implemen wo k-li e balance
policies, p omo e an inclusi e wo k cul u e, and o e emo ional and psychological suppo
o employees. Acco ding o Ts e ko a e al. (2022) and Ta a e al. (2023), he pla o ms
used o eedback and pe o mance acking should p io i ize anspa ency and empowe
employees a he han ac as su eillance ools. When young employees eel hey a e being
us ed o manage hei own pe o mance wi hou o e bea ing o e sigh , hey end o be
mo e engaged and p oac i e in hei wo k. Con e sely, excessi e digi al o e sigh can lead
employees o eel mic omanaged, igge ing nega i e emo ional esponses and a decline
in p oduc i i y.
Gene a ion Y and Z wo ke s app ecia e ecogni ion o hei pe o mance, bu hey
place g ea e alue on he signi icance o hei wo k and i s impac on he o ganiza ion
and socie y. Howe e , hese wo ke s alue me i oc acy, p o ided ha he c i e ia a e
clea and well-de ined. As a esul , anspa en e alua ion c i e ia ein o ce he belie in
me i oc acy, which in u n boos s mo i a ion by ensu ing ha employees eel ecognized
and ai ly ewa ded o hei e o s. This app oach no only enhances job sa is ac ion
bu also imp o es o e all o ganiza ional pe o mance. Me i oc acy’s associa ion wi h
pe o mance-based ewa ds and he employees’ pe cep ion o ai ness is undamen al
o os e ing mo i a ion in he wo kplace. A anspa en e alua ion p ocess no only
mo i a es employees bu also ein o ces a cul u e o pe o mance and accoun abili y wi hin
o ganiza ions. In line wi h his expec a ion, hey p e e equen and cons uc i e eedback,
a o ing open and wo-way communica ion. They also app ecia e he use o digi al
pe o mance moni o ing ools, as long as hese do no c ea e a sense o mic omanagemen .
This aspec is pa icula ly signi ican , as Gene a ion Y and Z wo ke s ecognize he bene i s
o digi al ools o acking pe o mance bu also highly alue wo kplace au onomy. I
hese ools lead o excessi e con ol o cons an su eillance, hey can os e a pe cep ion
o dis us , educing mo i a ion and engagemen . These gene a ions p e e goal-o ien ed
wo k a he han being moni o ed o e e y mino ask, as cons an sc u iny can c ea e
s ess and hinde p oduc i i y. The e o e, o ganiza ions mus balance e ec i e pe o mance
acking wi h os e ing a sense o independence, ensu ing ha digi al moni o ing ools
suppo p oduc i i y wi hou unde mining employee us and au onomy.
4.3. Communica ion P og ams and O ganiza ional Flexibili y
4.3.1. Cul u e o Open and T anspa en Communica ion
Clea and anspa en communica ion con ibu es o an en i onmen o openness,
ensu ing ha e e yone is awa e o he o ganiza ion’s goals, challenges, and p og ess.
This app oach can educe eelings o disconnec ion and demo i a ion, which a e ac o s
ha equen ly lead o employee disengagemen . When employees eel com o able ex-
p essing hei opinions wi hou ea o e alia ion, us be ween di e en hie a chical
le els is s eng hened, p omo ing long- e m commi men . The exchange o ideas and open
dialogue encou age c oss-depa men al collabo a ion, esul ing in mo e inno a i e and
e ec i e solu ions. A wo kplace ha ecognizes and alues e e yone’s con ibu ions is
mo e likely o os e c ea i i y, enhancing bo h job sa is ac ion and a sense o belonging
(Ca don e al.,2019).
Adm. Sci. 2025,15, 133 22 o 39
To es ablish a cul u e o open communica ion, o ganiza ions should hold egula mee -
ings o ack p ojec p og ess, align expec a ions, and esol e ou s anding issues. These
mee ings should p o ide equal oppo uni ies o all eam membe s o ac i ely pa icipa e.
F equen one-on-one sessions be ween leade ship and employees should be s uc u ed
o add ess opics such as eedback, p o essional de elopmen , and speci ic conce ns. U i-
lizing in e nal communica ion ools acili a es he ins an exchange o in o ma ion, while
anonymous eedback sys ems p o ide a sa e channel o employees o oice conce ns o
sugges ions wi hou ea o epe cussions. Howe e , collec ing eedback alone is insu i-
cien . O ganiza ions mus implemen conc e e measu es based on employees’ insigh s and
conce ns. When leade ship e ec i ely communica es he decisions made in esponse o
eedback and p o ides a a ionale o hese ac ions, i os e s a cycle o us and con inuous
imp o emen (Hanson,2022).
Resis ance o change is a common challenge, bu i can be mi iga ed h ough aining
and awa eness ini ia i es ha emphasize he bene i s o open communica ion. Leade s
should se a s ong example by demons a ing a willingness o lis en and sha e in o ma ion.
Addi ionally, communica ion s a egies mus be ailo ed o he speci ic needs o di e en
age g oups o p e en disengagemen and p omo e a mo e cohesi e wo k en i onmen
(Yilmaz,2023).
The success ul implemen a ion o communica ion s a egies equi es a genuine com-
mi men om o ganiza ional leade ship. Wi hou su icien suppo and a cul u e ha
p io i izes anspa ency, any imp o emen s o communica ion channels isk being supe i-
cial and ine ec i e. Fo o ganiza ions o ully capi alize on he ad an ages o s uc u ed
communica ion, a comp ehensi e app oach is necessa y—one ha includes aining, he
alloca ion o app op ia e esou ces, and a cul u al shi owa d g ea e collabo a ion. E ec-
i e communica ion should no be ega ded solely as a c i ical ool du ing c ises bu a he
as an ongoing p ac ice ha is ully embedded in he o ganiza ion’s cul u e (Ca don e al.,
2019;E ickson,2021).
Gi bach (2024) analyzed he communica ion beha io and leade ship p e e ences
o Gene a ion Z in a p o essional se ing. Resul s showed ha 70% o Gene a ion Z em-
ployees expe ience high le els o pe sonal insecu i y when communica ing wi h supe io s,
p ima ily due o he cons an low o in o ma ion, inc eased social media consump ion,
and un ealis ic beau y s anda ds, which cause sel -doub (77% s ongly ag ee, 23% ag ee).
This insecu i y leads o inhibi ed communica ion, nega i ely a ec ing anspa ency, in-
no a ion, and eam e iciency. The s udy ound ha app ecia i e and us -p omo ing
leade ship, cha ac e ized by suppo om supe io s (46% s ongly ag ee, 38% ag ee), e-
spec o pe o mance (76% s ongly ag ee, 23% ag ee), empa hy, and open communica ion,
can signi ican ly imp o e communica ion beha io and us . T anspa en and consis en
leade ship builds us and enhances employee loyal y (76% s ongly ag ee, 23% ag ee) and
p oduc i i y (70% s ongly ag ee, 30% ag ee). The s udy concludes ha Human Resou ce
Managemen 4.0 (HRM 4.0), ocusing on employee app ecia ion and well-being, a ac ing
and e aining Gene a ion Z alen , and sus aining long- e m company pe o mance.
Sho ey e al. (2024) analyzed communica ion p e e ences and beha io s among Gene -
a ion Z in he digi al e a. Despi e g owing up wi h digi al communica ion pla o ms such
as in-app messaging, ideo calls, and social media, Gene a ion Z s ill p e e s ace- o- ace
communica ion (77%), ollowed by ex messaging (54%) and di ec messaging (47%). Email
(17%) was he leas p e e ed me hod. Regionally, in pe son communica ion emained he
op choice excep in Con ucian and A ican egions, whe e di ec messaging was mo e
popula . The social media pla o ms mos equen ly used we e Ins ag am (31%), Wha -
sApp (23%), and YouTube (12%), wi h a ia ions ac oss egions. Miscommunica ion due
o he use o slang and abb e ia ions, lack o non e bal cues, and acciden al misdi ec ed
Adm. Sci. 2025,15, 133 23 o 39
esponses we e iden i ied as challenges. Addi ionally, social media use was linked o issues
wi h sel -wo h, limi ed social skills, na ow wo ld iews, and ulne abili y o scams. The
s udy concludes ha while digi al communica ion domina es, ace- o- ace in e ac ions
emain essen ial o connec ion, and balanced communica ion s a egies a e needed o
mi iga e he isks o excessi e online in e ac ion.
Gene a ion Y and Z wo ke s alue anspa ency and au hen ici y in co po a e com-
munica ion. They expec o ganiza ions o main ain an open and ecip ocal dialogue, whe e
hey can ac i ely pa icipa e and ha e hei ideas acknowledged. A lack o clea communi-
ca ion can lead o apid disengagemen . These employees also app ecia e e iciency and
in e ac i i y in communica ion. They p e e b ie and goal-o ien ed mee ings, as well as
digi al ools ha enable seamless and eal- ime in e ac ion. Mo eo e , hey seek con inuous
and cons uc i e eedback, a he han occasional o mal e alua ions. They also end
o esis igid hie a chies and op-down communica ion models. Ins ead, hey p e e a
collabo a i e wo k en i onmen , whe e communica ion is ho izon al and open, allowing
hem o eel like in eg al membe s o he o ganiza ion.
4.3.2. Adop ion o Remo e Wo k Policies and Flexible Wo king Hou s
The in oduc ion o emo e wo k policies and lexible wo king hou s has p o en o
be an e ec i e esponse o he mode n needs o wo ke s. These policies acili a e a be e
balance be ween pe sonal, amily, and p o essional li e, con ibu ing o highe employee
sa is ac ion and engagemen . Howe e , lexible wo king policies mus be suppo ed by a
mindse ha alues employee au onomy and esponsibili y, os e ing mu ual us be ween
s a and leade ship. Addi ionally, p omo ing i ual in eg a ion e en s, holding egula
mee ings, and p o iding con inuous eedback can enhance eam cohesion and s eng hen
p o essional ela ionships (Jung & Yoon,2021).
The possibili y o emo e wo k o e s employees g ea e lexibili y o manage hei
schedules mo e e ec i ely, educing long commu ing imes and allowing o a mo e com-
o able wo king en i onmen ailo ed o hei pe sonal needs. Howe e , he e ec i eness
o his app oach la gely depends on he o ganiza ion’s abili y o manage emo e eams and
main ain eam cohesion om a dis ance. Managing emo e eams equi es new skills and
adap a ions, bo h in leade ship and among employees. Bo h leade s and employees mus
be p epa ed o na iga e a i ual wo k en i onmen e ec i ely, which includes he abili y
o communica e clea ly, se measu able goals, and main ain eam mo i a ion (Campos
Ga cía e al.,2024;Radoni´c e al.,2021).
Dangaiso e al. (2024) examined he e ec s o employee emune a ion, emo e wo king,
and lexible scheduling on job sa is ac ion and employee loyal y among on line s a a
h ee public uni e si ies in Zimbabwe, using da a om 327 alid esponses. S uc u al
Equa ion Modeling (SEM) con i med ha emo e wo king (
β
= 0.509, p< 0.001) and lexible
scheduling (
β
= 0.394, p< 0.001) had a s onge posi i e e ec on job sa is ac ion han
employee emune a ion (
β
= 0.126, p= 0.023). Employee job sa is ac ion signi ican ly
in luenced employee loyal y (
β
= 0.776, p< 0.001), explaining 60.3% o he a iabili y in
loyal y in en ions. The s udy concluded ha while emune a ion posi i ely impac s job
sa is ac ion, wo k-li e balance h ough emo e wo k and lexible scheduling plays a mo e
subs an ial ole in enhancing employee sa is ac ion and e en ion in he pos -COVID-19
pe iod. Recommenda ions included adop ing mo e lexible wo k models and ein o cing
suppo i e policies o inc ease employee mo i a ion and loyal y.
Wald ep e al. (2024) analyzed he p e e ences o emo e and hyb id wo k among
Ame ican wo ke s du ing and a e he COVID-19 pandemic, based on 52 in-dep h in e -
iews wi h dual-ea ne households wi h child en. Mos pa icipan s epo ed inc eased job
sa is ac ion and p oduc i i y om emo e wo k due o g ea e schedule con ol, lexibili y,
Adm. Sci. 2025,15, 133 24 o 39
and elimina ion o commu e ime. While some p e e ed o emain ully emo e, o he s
a o ed a hyb id a angemen o balance lexibili y wi h in pe son collabo a ion. Howe e ,
esponden s wi h jobs poo ly sui ed o emo e wo k (e.g., eaching) exp essed dissa is ac-
ion and p e e ed e u ning o in pe son wo k. Pa en s, pa icula ly mo he s, alued he
abili y o manage wo k and childca e simul aneously. Wo ke s’ willingness o change jobs
o main ain emo e o hyb id a angemen s highligh s he g owing impo ance o lexible
wo k models in pos -pandemic wo k cul u e. The s udy concludes ha unde s anding
wo ke s’ p e e ences is key o de eloping sus ainable and e ec i e wo k policies.
Baša e al. (2023) applied a ques ionnai e su ey, and 160 alid esponses we e
collec ed. The s udy explo ed he main wo kplace mo i a ions o Gene a ions Y and
Z, including hei p e e ed wo king hou s, wo k ype, o m o wo k, and company
size. The indings e ealed many simila i ies in he wo k a i udes o bo h gene a ions.
Highe sala ies, ecogni ion, and a posi i e wo k en i onmen we e con i med as s ong
mo i a ional ac o s o bo h Gene a ion Y and Z. Rega ding company size, hey showed
a endency o p e e wo king o a p i a e en e p ise o a medium-sized company. In
e ms o wo k ype, mos pa icipan s om bo h gene a ions a o ed a combina ion o
physical and in ellec ual wo k. Bo h gene a ions also exp essed a p e e ence o lexible
wo king hou s.
Based on hese examples, i can be no ed ha he Gene a ion Y and Z wo ke s highly
alue lexibili y and au onomy, conside ing hem decisi e ac o s when choosing an o ga-
niza ion. Remo e wo k and lexible schedules a e seen as ways o enhance p oduc i i y
and educe s ess, allowing o g ea e pe sonaliza ion o he p o essional expe ience. The
absence o hese policies can lead o disengagemen and a highe u no e a e.
4.3.3. In es men in Technology and Collabo a ion Tools
To o e come he challenges o emo e wo king, o ganiza ions mus in es in echnol-
ogy and collabo a ion ools. Video con e encing so wa e, p ojec managemen pla o ms,
and eal- ime collabo a ion applica ions a e essen ial o ensu ing ha eams can commu-
nica e and collabo a e e ec i ely, ega dless o loca ion. These echnological esou ces
acili a e in o ma ion sha ing, ask managemen , and p ojec coo dina ion, p omo ing a
cohesi e and p oduc i e wo k en i onmen (Cha e jee e al.,2022;Kuma & Kuma ,2022).
To implemen hese policies and ans o m he wo k expe ience, o ganiza ions mus
in es in echnology and ools ha acili a e employees’ wo k, signi ican ly imp o ing
ope a ional e iciency and employee sa is ac ion. Collabo a ion ools, p ojec managemen
so wa e, and he au oma ion o epe i i e asks can educe manual wo kloads, allowing
employees o ocus on mo e s a egic and c ea i e asks (Bulgu cu e al.,2024).
This in es men no only enhances employees’ daily wo k bu also demons a es
he o ganiza ion’s commi men o p o iding he bes possible esou ces o hei success.
To his end, adequa e aining in he use o hese echnologies should be p o ided o
ensu e ha all employees can ully u ilize he a ailable esou ces. T aining sessions, online
u o ials, and ace- o- ace wo kshops a e some o he ways o ganiza ions can ensu e ha
employees a e well-p epa ed o use new ools (Bhushan,2023;Shi oko ,2020).
Bani e al. (2023) examined he dynamics o digi al collabo a ion among i ual
p ojec eams in ansdisciplina y educa ional se ings. I highligh ed he impo ance o
es ablishing consis en communica ion channels, collabo a ion ules, and eam spi i o
imp o e e iciency and educe misunde s andings. Key ools o i ual collabo a ion in-
cluded eam collabo a ion so wa e (e.g., Mi o, Mic oso Sha ePoin ), p ojec managemen
ools (e.g., Asana, T ello), ideo con e encing pla o ms (e.g., Zoom, Mic oso Teams), and
idea managemen sys ems (e.g., B igh idea, IdeaScale). Social enginee ing was iden i ied
as a c ucial elemen o in luencing eam beha io , shaping alues, and imp o ing eam
Adm. Sci. 2025,15, 133 31 o 39
Con olled expe imen s es ing he o ganiza ional mi iga ion s a egies iden i ied in
his s udy could assess hei e ec i eness in educing disengagemen , inc easing engage-
men and mo i a ion, and imp o ing p oduc i i y.
Finally, o a mo e comp ehensi e unde s anding o wo kplace disengagemen , u u e
esea ch should in eg a e in e disciplina y app oaches ha combine, o example, o gani-
za ional psychology, sociology, and economics. Such an app oach may o e deepe insigh
in o he ela ionship be ween o ganiza ional cul u e, wo king condi ions, and wo k- ela ed
mo i a ion and sa is ac ion.
Au ho Con ibu ions: Concep ualiza ion, M.S.; me hodology, M.S. and T.N.; alida ion, M.S. and
T.N.; o mal analysis, M.S.; in es iga ion, M.S.; esou ces, M.S.; da a cu a ion, M.S.; w i ing—o iginal
d a p epa a ion, M.S.; w i ing— e iew and edi ing, M.S. and T.N.; isualiza ion, M.S. and T.N.;
supe ision, M.S.; p ojec adminis a ion, M.S.; unding acquisi ion, M.S. All au ho s ha e ead and
ag eed o he published e sion o he manusc ip .
Funding: This esea ch was unded by Fundação pa a a Ciência e Tecnologia and suppo ed by
ISCTE (Ins i u o Uni e si á io de Lisboa) g an numbe UIDB/00315/2020.
Ins i u ional Re iew Boa d S a emen : No applicable.
In o med Consen S a emen : No applicable.
Da a A ailabili y S a emen : All documen s, da a, and in o ma ion used in his wo k a e a ailable
o he public.
Con lic s o In e es : The au ho s decla e no con lic s o in e es .
Re e ences
Abdin, S., Welch, R. K., By on-Daniel, J., & Mey ick, J. (2018). The e ec i eness o physical ac i i y in e en ions in imp o ing
well-being ac oss o ice-based wo kplace se ings: A sys ema ic e iew. Public Heal h,160, 70–76. [C ossRe ] [PubMed]
Adamo ic, M. (2023). The cul u al in luence on employees’ p e e ences o ewa d alloca ion ules: A wo-wa e su ey s udy in
28 coun ies. Human Resou ce Managemen Jou nal,33(4), 889–921. [C ossRe ]
Agina, M., Khai y, H., Abdel Fa ah, M., Manaa, Y., Abdallah, R., Aliane, N., A aneh, J., & Al-Romeedy, B. (2023). Dis ibu i e
injus ice and wo k disengagemen in he ou ism and hospi ali y indus y: Media ing oles o he wo kplace nega i e gossip and
o ganiza ional cynicism. Sus ainabili y,15(20), 15011. [C ossRe ]
Ahmadi Cha khabi, S., Mo amedzade, M., Mo aza i, S. M., & Fa admal, J. (2019). The e ec o edesigned wo ks a ion on Speech
In e e ence Le el (SIL) among bank elle s. I an Occupa ional Heal h,16(3), 36–46.
Akinsola, T., Saidu, H. A., Akande, J. O., & Adekunle, A. O. (2024). E ec o mo i a ional s a egies on employee pe o mance in
nige ian deposi money banks. In e na ional Jou nal o P o essional Business Re iew,9(2), e04365. [C ossRe ]
Aldabbas, H., Pinning on, A., Lah ech, A., & Blaique, L. (2023). Ex insic ewa ds o employee c ea i i y? he ole o pe cei ed
o ganisa ional suppo , wo k engagemen and in insic mo i a ion. In e na ional Jou nal o Inno a ion Science,17(2), 237–260.
[C ossRe ]
Alessand i, G., Consiglio, C., Lu hans, F., & Bo gogni, L. (2018). Tes ing a dynamic model o he impac o psychological capi al on
wo k engagemen and job pe o mance. Ca ee De elopmen In e na ional,23(1), 33–47. [C ossRe ]
Al ina, S. R., & Ma dhiyah, A. (2023). The in luence o communica ion pa e ns, o ganiza ional cul u e and ewa ds on imp o ing
employee pe o mance a p bak ie suma a plan a ion kisa an. Jou nal o Humani ies Social Sciences and Business,2(3), 515–523.
[C ossRe ]
Al-Hamdan, Z., Manojlo ich, M., & Bane jee, T. (2016). Jo danian nu sing wo k en i onmen s, in en o s ay, and job sa is ac ion.
Jou nal o Nu sing Schola ship,49(1), 103–110. [C ossRe ]
Al Zaydan, S. M. S., Hajaji, M. A. S., Mujammami, R. M. A., Almalki, N. A. M., Qa an, S. Y. M., & Almu ai i, Y. M. H. (2021). Impac
o nu ses’ wo k en i onmen on job sa is ac ion and job esigna ion. In e na ional Jou nal o Heal h Sciences,5(S2), 1377–1389.
[C ossRe ]
Anika, D. N., & Nu haya i, M. (2021). The e ec o job esou ces on employee engagamen wi h wo kplace spi i uali y and p o essional
iden i y as media ion o millennial gene a ion employees o p . bank muamala wes jaka a egion. Eu opean Jou nal o Business
and Managemen Resea ch,6(5), 1–8. [C ossRe ]
Adm. Sci. 2025,15, 133 32 o 39
Aydin, E., & Azizo˘glu, Ö. (2022, Oc obe 7–9). A new e m o an exis ing concep : Quie qui ing—A sel -de e mina ion pe spec i e.
In e na ional Cong ess on C i ical Deba es in Social Sciences (pp. 285–295), Balikesi , Tu key.
Aysola, J., Ba g, F. K., Ma inez, A. B., Kea ney, M., Agesa, K., Ca mona, C., & Higginbo ham, E. (2018). Pe cep ions o ac o s associa ed
wi h inclusi e wo k and lea ning en i onmen s in heal h ca e o ganiza ions. JAMA Ne wo k Open,1(4), e181003. [C ossRe ]
[PubMed]
Azimi, G., Rahimi, A., & Jin, X. (2021). Explo ing he a i udes o Millennials and Gene a ion Xe s owa d idesou cing se ices.
T anspo a ion,49(6), 1765–1799. [C ossRe ]
Ågo nes, K., Eina sen, S., He land, J., & Skogs ad, A. (2018). The mode a ing e ec o laissez- ai e leade ship on he ela ionship
be ween co-wo ke con lic s and new cases o wo kplace bullying: A ue p ospec i e design. Human Resou ce Managemen
Jou nal,28(4), 555–568. [C ossRe ]
Bake , A. W., Salman, R. Y., Zau , E. S., & Fahmi, A. M. (2024). The impac o emo e wo k on eam dynamics and managemen
s a egies. Jou nal o Ecohumanism,3(5), 963–983. [C ossRe ]
Bakke , A. B., & Deme ou i, E. (2007). The job demands- esou ces model: S a e o he a . Jou nal o Manage ial Psychology,22(3), 309–328.
[C ossRe ]
Bani , O., Ros oka, M., Raie ska, Y., K a chuk, O., & Che e ychnyi, G. (2023). Digi al collabo a ion o i ual p ojec eams in he
ansdisciplina y educa ional space. In AIP con e ence p oceedings (Vol. 2889). AIP Publishing. [C ossRe ]
Ba al, N., Ce eny, L. K., Penaluna, B. E., Rope , B. B., Shi ely, D., & Wi , S. (2024). Va ia ions in men o ship ac oss g ade le els and
ca ee s ages among public managemen p o essionals. Public Pe sonnel Managemen ,53(2), 226–255. [C ossRe ]
Baša, K., Macho á, R., Baša, P., & Doležaio á, V. (2023). Compa a i e analysis o he wo kplace expec a ions o Gene a ions Y and Z.
Ac a Poly echnica Hunga ica,20(3), 211–230. [C ossRe ]
Bení ez-Má quez, M. D., Sánchez-Teba, E. M., Be múdez-González, G., & Núñez-Rydman, E. S. (2022). Gene a ion z wi hin he
wo k o ce and in he wo kplace: A bibliome ic analysis. F on ie s in Psychology,12, 736820. [C ossRe ]
Ben zen, M., Ken ä, G., Rich e , A., & Lemy e, P. (2020). Impac o job insecu i y on psychological well- and ill-being among high
pe o mance coaches. In e na ional Jou nal o En i onmen al Resea ch and Public Heal h,17(19), 6939. [C ossRe ]
Bhushan, B. (2023). De eloping gene a ion Z employees: A wo-s age media ion model. De elopmen and Lea ning in O ganiza ions: An
In e na ional Jou nal,37(1), 5–7. [C ossRe ]
Bishop, R., Ya b ough, A., & Ha is, G. (2022). Unde s anding he ac o s in luencing Gen Z and millennial ca ee choices: Wha i
means o manu ac u ing. In IIE Annual Con e ence. P oceedings (pp. 1–10). Ins i u e o Indus ial and Sys ems Enginee s (IISE).
Boadi, D. A., Kwakyewaa, D. J., Oli ie , A. J., & An oine e, A. A. (2020). The impac o esea ch and de elopmen and p o essional
new hi ing on o ganiza ional inno a ion. Human Resou ce Resea ch,4(1), 46–66. [C ossRe ]
Bocean, C. G., Popescu, L., Va za u, A. A., A am, C. D., & Iancu, A. (2023). Wo k-li e balance and employee sa is ac ion du ing
COVID-19 pandemic. Sus ainabili y,15(15), 11631. [C ossRe ]
Bosma, A. R., Boo , C. R. L., Snippen, N., Schaa sma, F., & Anema, J. R. (2021). Suppo ing employees wi h ch onic condi ions o s ay a
wo k: Pe spec i es o occupa ional heal h p o essionals and o ganiza ional ep esen a i es. BMC Public Heal h,21, 592. [C ossRe ]
B ee aa , K., Bakke , A. B., Deme ou i, E., & De ks, D. (2014). Who akes he lead? A mul i-sou ce dia y s udy on leade ship, wo k
engagemen , and job pe o mance. The Jou nal o O ganiza ional Beha io ,35(3), 309–328. [C ossRe ]
Bulgu cu, B., an Osch, W., & Kane, G. C. (2024). A e en e p ise social pla o ms all alk? (ebook Fi s edi ion). MIT Sloan
Managemen Re iew.
Bu le , R. J., Kleinman, N., & Ga dne , H. H. (2014). I Don’ like Mondays: Explaining Monday Wo k Inju y Claims. ILR Re iew,
67(3_suppl), 762–783. [C ossRe ]
Campos Ga cía, Á. X., Cab e a-Ga cía, V. E., Docal-Millán, M. D. C., Acuña A ango, L. M., & Ri e os Mune a , F. (2024). Implica ions
o emo e wo k in pos -pandemic imes: A gende isk p o ile in Colombian wo ke s. Gende in Managemen : An In e na ional
Jou nal,39(6), 729–744. [C ossRe ]
Ca don, P. W., Huang, Y., & Powe , G. (2019). Leade ship communica ion on in e nal digi al pla o ms, emo ional capi al, and co po a e
pe o mance: The case o leade -cen ic lis ening. In e na ional Jou nal o Business Communica ion. [C ossRe ]
Chak aba i, S., Chak abo y, A., Bha acha jee, A., Dwye , R., Roychowdhu y, A., Gondhadeka , S., & Das, P. (2024). Does wo kplace
mic o-inequali ies in an o ganisa ion ha e any posi i e impac in he employee p oduc i i y? Ame ican Jou nal o Business and
Managemen Resea ch,5(1), 1–13. [C ossRe ]
Cha khabi, M. (2019). Quan i a i e job insecu i y and well-being: Tes ing he media ing ole o hind ance and challenge app aisals.
F on ie s in Psychology,9, 2776. [C ossRe ]
Cha e jee, S., Chaudhu i, R., & V on is, D. (2022). Does emo e wo k lexibili y enhance o ganiza ion pe o mance? Mode a ing ole o
o ganiza ion policy and op managemen suppo . Jou nal o Business Resea ch,139, 1501–1512. [C ossRe ]
Chaudh y, S. (2024). Sus aining alen : A social exchange pe spec i e on he gene a ion z wo k o ce. De elopmen and Lea ning in
O ganiza ions: An In e na ional Jou nal,38(5), 19–22. [C ossRe ]
Adm. Sci. 2025,15, 133 33 o 39
Chiesa, R., Zaniboni, S., Guglielmi, D., & Vignoli, M. (2019). Coping wi h nega i e s e eo ypes owa d olde wo ke s: O ganiza ional
and wo k- ela ed ou comes. F on ie s in Psychology,10, 649. [C ossRe ]
Chillaku i, B., & Mahanandia, R. (2018). Gene a ion Z en e ing he wo k o ce: The need o sus ainable s a egies in maximizing hei
alen . Human Resou ce Managemen In e na ional Diges ,26(4), 34–38. [C ossRe ]
Chim, J. M. (2019, Augus 26–30). 6Ws in e gonomics wo kplace design. 20 h Cong ess o he In e na ional E gonomics Associa ion (IEA
2018) Volume VII: E gonomics in Design, Design o All, Ac i i y Theo ies o Wo k Analysis and Design, A ec i e Design 20
(pp. 1282–1286), Flo ence, I aly. [C ossRe ]
Cossa, G., Razen e, Y., Kaku, M., Lopes, M., & Cima di, A. (2021). Measu es o igh he COVID-19 pandemic and he impac o heal h
sys ems: A compa a i e analysis be ween B azil, I aly, and he USA. O Mundo da Saúde,45, 379–389. [C ossRe ]
Dang, Y., Chen, C., & Tanabe, S. (2023). E ec s o sho b eaks on wo kplace p oduc i i y unde seden a y condi ions. Jou nal o
En i onmen al Enginee ing,88(809), 619–627. [C ossRe ]
Dangaiso, P., Ja a aza, D. C., Mukucha, P., Bowo a, A., Hlabiso, G., & Jonasi, K. (2024). Mo e pay and bene i s o be e wo k-
li e balance? Pos pandemic pe spec i es on employee cen ici y among uni e si y on line s a . Jou nal on E iciency and
Responsibili y in Educa ion and Science,17(2), 151–163. [C ossRe ]
Da Sil a, L. B. P., Ba e o, B. P., Pon es, J., T ein a, F. T., de Resende, L. M. M., & Yoshino, R. T. (2021, July 19–21). E alua ion o so skills
h ough educa ional es bed 4.0. In e na ional Con e ence on Op imiza ion, Lea ning Algo i hms and Applica ions (pp. 678–690),
B agança, Po ugal. [C ossRe ]
Da is, G., Moloney, E., da Palma, M., Menge sen, K. L., & Ha den, F. (2020). Wo kplace heal h and wo kplace wellness: Syne gis ic o
disconnec ed? In Case s udies in applied bayesian da a science: CIRM jean-mo le chai , all 2018 (pp. 303–326). Sp inge . [C ossRe ]
Deci, E. L., & Ryan, R. M. (1985). In insic mo i a ion and sel -de e mina ion in human beha io . Sp inge .
Deomedes, S. D., & Adam, M. (2021). The e ec o mo i a ion, discipline, and he wo king en i onmen on employee’s job sa is ac ion.
Ju nal GeoEkonomi,12(1), 101–114. [C ossRe ]
Dewa, C. S., Van Weeghel, J., Joosen, M. C., & B ouwe s, E. P. (2020). Wha could in luence wo ke s’ decisions o disclose a men al
illness a wo k? The In e na ional Jou nal o Occupa ional and En i onmen al Medicine,11(3), 119. [C ossRe ]
Dizon, R. L., & Monsu a, M. P. (2021). Do p oduc i i y incen i es eally equa e o he inc eased wo k pe o mance o employees?
In e na ional Jou nal o Business and Globalisa ion,28(1–2), 64–76. [C ossRe ]
Doghan, M. A. (2019). Examining he e ec s o pe cei ed o ganiza ional suppo , a ai ewa ds sys em, aining and de elopmen and
in o ma ion sha ing on employees engagemen in saudi a abia elecom sec o . Humani ies and Social Sciences Le e s,7(3), 181–190.
[C ossRe ]
Duggan, J., She man, U., Ca be y, R., & McDonnell, A. (2019). Algo i hmic managemen and app-wo k in he gig economy: A esea ch
agenda o employmen ela ions and h m. Human Resou ce Managemen Jou nal,30(1), 114–132. [C ossRe ]
Edwa ds, M. J. A., & Clin on, M. (2022). P o iling employee psychological esponses du ing es uc u ing and downsizing in he public
sec o : “ lou ishe s”, “ eco e e s” and “ambi alen s”. Pe sonnel Re iew,52(7), 1916–1935. [C ossRe ]
Elamin, A. M., Aldabbas, H., & Ahmed, A. Z. E. (2024). The impac o di e si y managemen on inno a i e wo k beha io : The
media ing ole o employee engagemen in an eme ging economy. F on ie s in Sociology,9, 1441109. [C ossRe ]
E ickson, S. (2021). Communica ion in a c isis and he impo ance o au hen ici y and anspa ency. Jou nal o Lib a y Adminis a ion,
61(4), 476–483. [C ossRe ]
Falle , Y. N., Peynenbu g, V., Tessie , E., Thiessen, D., & Hadjis a opoulos, H. D. (2023). E icacy o an Online Wo kplace Men al Heal h
Accommoda ions Psychoeduca ional Cou se: A Randomized Con olled T ial. In e na ional Jou nal o En i onmen al Resea ch and
Public Heal h,20(7), 5317. [C ossRe ]
Fa i a , F., An hony, M., Richa dson, J., & Ama nani, R. (2023). Mo e o li e han p omo ion: Sel -ini ia ed and sel - esigned ca ee
pla eaus. Human Resou ce Managemen Jou nal,34(4), 1022–1041. [C ossRe ]
Fen on, J. (2019). Talkin’Bou iGene a ion: A new e a o indi idualis ic social wo k p ac ice? The B i ish Jou nal o Social Wo k,50(4),
1238–1257. [C ossRe ]
Fe iss, T. (2007). The 4-h wo kweek. Fo une Small Business,17(4), 84.
Fe iss, T. (2011). The 4-h wo kweek: Escape 9-5, li e anywhe e, and join he new ich. Random House.
Fo mica, S., & S ode a, F. (2022). The g ea esigna ion and quie qui ing pa adigm shi s: An o e iew o cu en si ua ion and u u e
esea ch di ec ions. Jou nal o Hospi ali y Ma ke ing & Managemen ,31(8), 899–907. [C ossRe ]
Fou nie , C., Lambe , M., & Ma ion-Ve noux, I. (2020). Wha do young employees d eam o ? Quali y o wo k, ca ee aspi a ions and
desi e o mobili y among he unde 30s. Economie & S a is ique,514–516, 113. [C ossRe ]
Gallup Repo . (2023). S a e o he global wo kplace: 2023 epo —The oice o he wo ld’s employees. A ailable online: h ps://www.gallup
.com/wo kplace/506879/s a e-global-wo kplace-2023- epo .aspx (accessed on 8 Ap il 2024).
Gallup Repo . (2024). S a e o he global wo kplace: 2024 epo —The oice o he wo ld’s employees. A ailable online: h ps://www.gallup
.com/wo kplace/645608/s a e-o - he-global-wo kplace-2024- epo .aspx (accessed on 14 June 2024).
Adm. Sci. 2025,15, 133 34 o 39
Ga cía, G., Gonzales-Mi anda, D., Gallo, Ó., & Román-Calde ón, J. (2019). Employee in ol emen and job sa is ac ion: A ale o he
millennial gene a ion. Employee Rela ions,41(3), 374–388. [C ossRe ]
Gignac, M. A. M., Bow ing, J., Je ha, A., Bea on, D., B eslin, F. C., F anche, R. L., I in, E., Macde mid, J. C., Shaw, W. S.,
Smi h, P. M.
,
Thompson, A., Tompa, E., Van Ee d, D., & Saunde s, R. (2020). Disclosu e, p i acy and wo kplace accommoda ion o episodic
disabili ies: O ganiza ional pe spec i es on disabili y communica ion-suppo p ocesses o sus ain employmen . Jou nal o
Occupa ional Rehabili a ion,31(1), 153–165. [C ossRe ] [PubMed]
Gilbe , C., Johnson, M., Ka ki, B., Lyons, K., Tibbi s, M., Tou e, D., Rookwood, A. C., & Ab esch, C. (2023). P e en ing job bu nou :
Could wo kplace suppo p o ec ma e nal and child heal h p o essionals who a e doing public heal h equi y wo k? Ma e nal and
Child Heal h Jou nal,28(1), 24–30. [C ossRe ]
Gilson, N., Coenen, P., Hallman, D., Hol e mann, A., Ma hiassen, S. E., & S ake , L. (2022). Pos pandemic hyb id wo k: Oppo uni ies
and challenges o physical ac i i y and public heal h. B i ish Jou nal o Spo s Medicine,56(21), 1203–1204. [C ossRe ] [PubMed]
Gio gi, G., León-Pé ez, J. M., Mon ani, F., Fe nández-Saline o, S., O iz-Gómez, M., A iza-Mon es, A., A cangeli, G., & Mucci, N.
(2020). Fea o non-employabili y and o economic c isis inc ease wo kplace ha assmen h ough lowe o ganiza ional wel a e
o ien a ion. Sus ainabili y,12(9), 3876. [C ossRe ]
Gi bach, P. (2024). Human esou ce managemen 4.0-empowe men om a holis ic pe spec i e. Tehniˇcki Glasnik,18(4), 653–659.
[C ossRe ]
Gó ny, A. (2019). Applica ion o he CSR guidelines o imp o e he wo king en i onmen . In MATEC web o con e ences (Vol. 290,
p. 12013). EDP Sciences. [C ossRe ]
G un , E., Lissi sa, S., & Lebedkina, E. (2021). Russian eshmen u u e p o ession choice in he condi ions o digi aliza ion: New
challenges o labou ma ke s. KnE Social Sciences,5(2), 813–822. [C ossRe ]
Gumilang, N. A., & Ind ayan i, I. (2022). Wo k engagemen among millennial employees: The ole o psychological capi al and
pe cei ed o ganiza ional suppo . Humani as: Indonesian Psychological Jou nal,19, 87–100. [C ossRe ]
Guo, Y., Jin, J., & Yim, S. (2022). Impac o inclusi e leade ship on inno a i e wo k beha io : The media ing ole o job c a ing.
Adminis a i e Sciences,13(1), 4. [C ossRe ]
Hakanen, J. J., Bakke , A. B., & Schau eli, W. B. (2006). Bu nou and wo k engagemen among eache s. Jou nal o School Psychology,
43(6), 495–513. [C ossRe ]
Hakim, M. M. (2023). Wo k-li e balance, ake home pay and wo kplace en i onmen : Which one has he mos in luence owa d
employee pe o mance on Gen Z? JSHP: Ju nal Sosial Humanio a Dan Pendidikan,8(1), 86–102. [C ossRe ]
Hamme back, K., Ka a, C. M., Passey, D. G., Hahn, J., Hu , A., Kohn, M. J., Ha is, J. R., & Hannon, P. A. (2021). De elopmen and
pilo es o an online aining o engage manage s o suppo wo kplace wellness. Jou nal o Occupa ional and En i onmen al
Medicine,63(9), 794–799. [C ossRe ]
Hamouche, S., Ko i os, C., & Papas a hopoulos, A. (2023). Quie qui ing: Rela ionship wi h o he concep s and implica ions o
ou ism and hospi ali y. In e na ional Jou nal o Con empo a y Hospi ali y Managemen ,35(12), 4297–4312. [C ossRe ]
Hanson, K. (2022). Tying i all oge he . Manu ac u ing Enginee ing,169(3), 86–91.
Ha diyan o, W., T ia man o, B., & Manan, A. (2019). The e ec s o wo king mo i a ion, indi idual cha ac e is ics and wo king
en i onmen on employees job sa is ac ion. The In e na ional Jou nal o Social Sciences and Humani ies In en ion,6(1), 5256–5260.
[C ossRe ]
Ha eend akuma , V. R., Sub amoniam, S., & Hussain, M. (2020). Redesigning ewa ds o imp o ed ai ness pe cep ion and loyal y.
Vision: The Jou nal o Business Pe spec i e,24(4), 481–495. [C ossRe ]
Hashiguchi, N., Sengoku, S., Kubo a, Y., Ki aha a, S., Lim, Y., & Kodama, K. (2020). Age-dependen in luence o in insic and ex insic
mo i a ions on cons uc ion wo ke pe o mance. In e na ional Jou nal o En i onmen al Resea ch and Public Heal h,18(1), 111.
[C ossRe ] [PubMed]
Hassan, Z. (2022). Employee e en ion h ough e ec i e human esou ce managemen p ac ices in maldi es: Media ion e ec s o
compensa ion and ewa ds sys em. Jou nal o En ep eneu ship, Managemen and Inno a ion,18(2), 137–173. [C ossRe ]
Hom, P. W., Lee, T. W., Shaw, J. D., & Hausknech , J. P. (2017). One hund ed yea s o employee u no e heo y and esea ch. Jou nal o
Applied Psychology,102(3), 530–545. [C ossRe ]
Hsu, H. (2022). How do chinese people e alua e “ ang-ping” (lying la ) and e o -making: The mode a ion e ec o e u n expec a ion.
F on ie s in Psychology,13, 871439. [C ossRe ]
Hudiono, E., & Sa i, R. L. (2022). Re aining millennial employees in he wo kplace: A li e a u e e iew. Jou nal o Business S udies and
Mangemen Re iew,6(1), 32–37. [C ossRe ]
Ib isam, K., Ullah, S., Hasnain, R., & Ali, N. (2024). The ole o e-leade ship on sus ainable employee pe o mance wi h he media ing
e ec o pe cei ed eam dynamics and mode a ing e ec o o ganiza ional suppo . The C i ical Re iew o Social Sciences S udies,
2(2), 37–50. [C ossRe ]
I aliani, N., Musmuliadi, M., & Diju, A. (2022). The in luence o leade ship, o ganiza ional clima e, and wo k mo i a ion on employee’s
pe o mance. In e disciplina y Social S udies,1(12). [C ossRe ]
Adm. Sci. 2025,15, 133 35 o 39
I ano i´c, T., & I anˇce i´c, S. (2018). Tu no e in en ions and job hopping among millennials in se bia. Managemen : Jou nal o Sus ainable
Business and Managemen Solu ions in Eme ging Economies,24(1), 53. [C ossRe ]
Jamal, M. T., Anwa , I., Khan, N. M., & Singh, M. (2023). An empi ical analysis o elecommu e s: Thei le el o sa is ac ion, commi men
and loyal y. Managemen and Labou S udies,48(3), 359–380. [C ossRe ]
Jano ac, T., Ka abaše i´c, D., Maksimo i´c, M., & Radano , P. (2018). Selec ion o he mo i a ion s a egy o employees in he mining
indus y using he g a me hod. Mining and Me allu gy Enginee ing Bo ,1–2, 157–164. [C ossRe ]
Jä ls öm, M., B and , T., & Rajala, A. (2020). The ela ionship be ween ca ee capi al and ca ee success among innish knowledge
wo ke s. Bal ic Jou nal o Managemen ,15(5), 687–706. [C ossRe ]
Jennen, J. G., Jansen, N., Amels oo , L. V., Slangen, J. J. M., & Kan , I. (2020). Associa ions be ween dep essi e complain s and
indica o s o labou pa icipa ion among olde du ch employees: A p ospec i e coho s udy. In e na ional A chi es o Occupa ional
and En i onmen al Heal h,94(3), 391–407. [C ossRe ]
Jingyi, Z. (2022). “Tang ping” o chinese you h: O igin acing and social iden i y su ey. Academic Jou nal o Humani ies & Social
Sciences,5(4), 5–12. [C ossRe ]
Jnaneswa , K., & Ranji , G. (2022). Un a elling he ole o o ganiza ional commi men and wo k engagemen in he ela ionship
be ween sel -leade ship and employee c ea i i y. E idence-Based HRM: A Global Fo um o Empi ical Schola ship,11(2), 158–176.
[C ossRe ]
Joaquim, A. F. V. L., Figuei edo, P. C. N., Sil a, V. R. C., & da Fonseca, C. N. (2023). Posi i e Leade ship and he Quie Qui ing
Mo emen in O ganiza ions. In A. Samad, E. Ahmed, & N. A o a (Eds.), Global leade ship pe spec i es on indus y, socie y, and
go e nmen in an e a o unce ain y (pp. 19–34). IGI Global. [C ossRe ]
Jung, H. S., Jung, Y. S., & Yoon, H. H. (2021). COVID-19: The e ec s o job insecu i y on he job engagemen and u no e in en o
deluxe ho el employees and he mode a ing ole o gene a ional cha ac e is ics. In e na ional Jou nal o Hospi ali y Managemen ,
92, 102703. [C ossRe ] [PubMed]
Jung, H. S., & Yoon, H. H. (2021). Gene a ional e ec s o wo kplace lexibili y on wo k engagemen , sa is ac ion, and commi men in
sou h ko ean deluxe ho els. Sus ainabili y,13(16), 9143. [C ossRe ]
Kachhap, V., & Singh, T. (2024). Quie qui ing: A comp ehensi e explo a ion o hidden p oblems. De elopmen and Lea ning in
O ganiza ions: An In e na ional Jou nal,38(5), 23–26. [C ossRe ]
Kelle , A. O., Be man, R., Sco y, B., & Pin o, D. (2022). Explo ing co po a e s akeholde s’ pe spec i es on building capaci y o
employee engagemen in wo kplace wellness ini ia i es. Jou nal o Pa ien Expe ience,9. [C ossRe ]
Khan, Z., & Khan, A. Y. (2023). The ela ionship be ween he da k iad and agg ession in income ax employees: Mo al disengagemen
as a media o . Pakis an Jou nal o Psychological Resea ch,38(4), 603–618. [C ossRe ]
Kılıç, M., & Günsel, A. (2019). The da k side o he leade ship: The e ec s o oxic leade s on employees. Eu opean Jou nal o Social
Sciences,2(2), 51–56. [C ossRe ]
Kni in, K. M., Na ayanan, J., Anseel, F., An onakis, J., Ash o d, S. P., Bakke , A. B., Bambe ge , P., Bapuji, H., Bha e, D. P., Choi, V. K.,
C ea y, S. J., & Vug , M. V. (2021). COVID-19 and he wo kplace: Implica ions, issues, and insigh s o u u e esea ch and ac ion.
Ame ican Psychologis ,76(1), 63–77. [C ossRe ]
K use, G. C., & Ta a-Mbeng, B. S. (2023). A mo emen o ede ine ou ela ionship wi h wo k. Ame ican Jou nal o Heal h P omo ion,
37(4), 579–582. [C ossRe ]
Kumah, P. (2024). Towa ds unde s anding and applica ion o lea ning and de elopmen heo ies o employee mo i a ion. In Enhancing
employee mo i a ion h ough aining and de elopmen (pp. 79–116). IGI Global. [C ossRe ]
Kuma , P., & Kuma , S. (2022). ICT and employmen in India: An analysis o o ganized sec o . The Indian Jou nal o Labou Economics,
65(2), 373–395. [C ossRe ]
Kusuma Dwi Wikka, W., Nu an io, P., & As u i, S. D. (2024, Sep embe 21–22). Explo ing he impac o echnos ess on millennial
wo k-li e balance in digi al wo k: The media ing ole o wo k well-being. 2024 In e na ional Semina on Applica ion o Technology o
In o ma ion and Communica ion (iSeman ic) (pp. 83–88), Sema ang, Indonesia. [C ossRe ]
Ku lák, J. (2019). Gene a ions y and z in he wo kplace: Pe cep ion o eamwo k. ACC Jou nal,25(2), 65–77. [C ossRe ]
Lee, A., Lyubo niko a, J., Tian, A., & Knigh , C. (2019). Se an leade ship: A me a-analy ic examina ion o inc emen al con ibu ion,
mode a ion, and media ion. Jou nal o Occupa ional and O ganiza ional Psychology,93(1), 1–44. [C ossRe ]
Lee, C. C., Lim, H. S., Seo, D. J., & Kwak, D. H. A. (2022). Examining employee e en ion and mo i a ion: The mode a ing e ec o
employee gene a ion. In E idence-based HRM: A Global o um o empi ical schola ship (Vol. 10, pp. 385–402). Eme ald Publishing
Limi ed. [C ossRe ]
Lee, J. J., & Meng, J. (2021). Digi al compe encies in communica ion managemen : A concep ual amewo k o eadiness o indus y
4.0 o communica ion p o essionals in he wo kplace. Jou nal o Communica ion Managemen ,25(4), 417–436. [C ossRe ]
Lee, S. (2017). Employee u no e and o ganiza ional pe o mance in u.s. ede al agencies. The Ame ican Re iew o Public Adminis a ion,
48(6), 522–534. [C ossRe ]
Adm. Sci. 2025,15, 133 36 o 39
Lei ão, J., Pe ei a, D., & Gonçal es, Â. (2019). Quali y o wo k li e and o ganiza ional pe o mance: Wo ke s’ eelings o con ibu ing,
o no , o he o ganiza ion’s p oduc i i y. In e na ional Jou nal o En i onmen al Resea ch and Public Heal h,16(20), 3803. [C ossRe ]
Lesmana, K. Y., Ma adiani, A. A. M., & Da ma, I. K. (2023). The ole o o ganiza ional commi men in media ing he in luence o wo k
mo i a ion and o ganiza ional cul u e on bappeda p o insi bali employee pe o mance. Jou nal Ekonomi dan Bisnis Jagadi ha,
10(2), 219–227. [C ossRe ]
Li le, A., Wo dswo h, R., & Malinen, S. (2020). Wo kplace exe cise p og ammes—How o ganiza ional ac o s in luence employee
pa icipa ion. De elopmen and Lea ning in O ganiza ions: An In e na ional Jou nal,34(6), 37–39. [C ossRe ]
Liu-Las es, B., Ka a epe, O. M., & Okumus, F. (2024). Comba ing quie qui ing: Implica ions o u u e esea ch and p ac ices o
alen managemen . In e na ional Jou nal o Con empo a y Hospi ali y Managemen ,36(1), 13–24. [C ossRe ]
Li ings one, S. (2017). iGen: Why oday’s supe -connec ed kids a e g owing up less ebellious, mo e ole an , less happy—And
comple ely unp epa ed o adul hood. Jou nal o Child en and Media,12(1), 118–123. [C ossRe ]
Luu, T. T., Rowley, C., & Vo, T. T. (2019). Add essing employee di e si y o os e hei wo k engagemen . Jou nal o Business Resea ch,
95, 303–315. [C ossRe ]
Mahand, T., & Caldwell, C. (2023). Quie qui ing—Causes and oppo uni ies. Business and Managemen Resea ch,12(1), 9–19. [C ossRe ]
Mahmoud, A., Fuxman, L., Moh , I., Reisel, W., & G igo iou, N. (2020). “We a en’ you einca na ion!” wo kplace mo i a ion ac oss X,
Y and Z gene a ions. In e na ional Jou nal o Manpowe ,42(1), 193–209. [C ossRe ]
Ma ks, A. (2023). The G ea Resigna ion in he UK– eali y, ake news o some hing in be ween? Pe sonnel Re iew,52(2), 408–414.
[C ossRe ]
Mason, R., & B ougham, D. (2020). Lea ning a wo k: A model o lea ning and de elopmen o younge wo ke s. Jou nal o Managemen
& O ganiza ion,30(4), 862–881. [C ossRe ]
Mellache , P., & Scheue , T. (2020). Wage inequali y, labo ma ke pola iza ion and skill-biased echnological change: An e olu iona y
(agen -based) app oach. Compu a ional Economics,58(2), 233–278. [C ossRe ]
Miha djo, L. W., Sasmoko, S., Alamsyah, F., & Elidjen, E. (2019). The in luence o digi al leade ship on inno a ion managemen based
on dynamic capabili y: Ma ke o ien a ion as a mode a o . Managemen Science Le e s,9, 1059–1070. [C ossRe ]
Mile a, I., & H is o a, S. (2022). O ganiza ional cul u e in smes: An in es iga ion o manage s’ s employees’ pe cep ions. The Eu opean
Jou nal o Applied Economics,19(2), 54–70. [C ossRe ]
Mi agaia, D. A. M., & Aleixo, J. M. S. (2021). O ganisa ional p oduc i i y: Pe cep ions abou he in luence o wo kplace physical ac i i y
p og ams on pe o mance, wellness and wo ke sa is ac ion. Eu opean Jou nal o In e na ional Managemen ,15(2–3), 391–414.
[C ossRe ]
Momin, M. M., & Ali, O. (2023). Comp ehensi e e iew o he impac o ad anced echnology adop ion on wo k and con inuous
imp o emen . HighTech and Inno a ion Jou nal,4(3), 667–680. [C ossRe ]
Moo e, C., Maye , D. M., Chiang, F. F. T., C ossley, C. D., Ka lesky, M. J., & Bi ch, T. A. (2019). Leade s ma e mo ally: The ole o
e hical leade ship in shaping employee mo al cogni ion and misconduc . Jou nal o Applied Psychology,104(1), 123–145. [C ossRe ]
Munde, J., Ingles, R., Phad, C., & Vasundeka , V. (2020). Role o co po a e men o ing in alen de elopmen . In Compu ing in enginee ing
and echnology: P oceedings o ICCET 2019 (pp. 763–770). Sp inge . [C ossRe ]
Mu doch, J. (2021). Measu ing he ela ionship be ween wo kplace oppo uni ies and mo i a ion among women in he echnology
indus y. Fields: Jou nal o Hudde s ield S uden Resea ch,7(1), 1–18. [C ossRe ]
Nabahani, P. R., & Riyan o, S. (2020). Job sa is ac ion and wo k mo i a ion in enhancing gene a ion Z’s o ganiza ional commi men .
Jou nal o Sosial Science,1(5), 234–240. [C ossRe ]
Nas asi, J. A., Tassis o, I. B., & G a ina, N. E. (2023). B eaks and p oduc i i y: An explo a o y analysis. Jou nal o Applied Beha io
Analysis,56(3), 539–548. [C ossRe ] [PubMed]
Na h, A., Rai, S., Bha naga , J., & Coope , C. L. (2023). Coping s a egies media ing he e ec s o job insecu i y on subjec i e well-being,
leading o p esen eeism: An empi ical s udy. In e na ional Jou nal o O ganiza ional Analysis,32(2), 209–235. [C ossRe ]
Nichols, G. (2018). iGen: Why oday’s supe -connec ed kids a e g owing up less ebellious, mo e ole an , less happy—And comple ely
unp epa ed o adul hood—And wha ha means o he es o us. Leisu e S udies,37(2), 238–239. [C ossRe ]
Ning um, V., Respa i, H., & Ha sono, H. (2023). Employee pe o mance in e ms o o ganiza ional commi men and wo k mo i a ion:
The media ing ole o o ganiza ion ci izenship beha io s. C oss Cu en In e na ional Jou nal o Economics, Managemen and Media
S udies,5(04), 54–64. [C ossRe ]
Nippe , N. G., & Winge den, J. V. (2018). The mo i a ional po en ial o human esou ce de elopmen : Rela ionships be ween pe cei ed
oppo uni ies o p o essional de elopmen , job c a ing and wo k engagemen . In e na ional Jou nal o Lea ning and De elopmen ,
8(2), 27. [C ossRe ]
Oginni, J., O inwa, G., & Gao, Z. (2024). Physical impac o adi ional and i ual physical exe cise p og ams on heal h ou comes
among co po a e employees. Jou nal o Clinical Medicine,13(3), 694. [C ossRe ]
Oli ei a, E. A. d. S., & Ca doso, C. (2018). S e eo ype h ea and olde wo ke ’s a i udes: A media ion model. Pe sonnel Re iew,47(1),
187–205. [C ossRe ]
Adm. Sci. 2025,15, 133 37 o 39
O ujaliye , R. (2024). The e ec o non- inancial incen i es on employee engagemen and employee e en ion. Eu opean Jou nal o
Humani ies and Social Sciences, 3–10. [C ossRe ]
Öz ü k, E., A ikan, Ö. U., & Me in, O. C. A. K. (2023). Unde s anding quie qui ing: T igge s, an eceden s and consequences.
In e na ional Jou nal o Beha io , Sus ainabili y and Managemen ,10(18), 57–79. [C ossRe ]
Pandey, T., & Chauhan, A. S. (2021). E ec o job ul illmen o e employee pe o mance execu ion a he wo kplace: A s udy based on
iden i ying he signi icance o demog aphical cha ac e is ics. In e na ional Jou nal o Asian Business and In o ma ion Managemen
(IJABIM),12(2), 37–56. [C ossRe ]
Pa y, E., & Ba is a, V. (2019). Gene a ion Z in he UK: Mo e o he Same—High S anda ds and Demands. In C. Scholz, & A. Rennig
(Eds.), Gene a ions Z in Eu ope (The changing con ex o managing people) (pp. 89–107). Eme ald Publishing Limi ed. [C ossRe ]
Pa el, J., Tinke , A., & Co na, L. (2018). Younge wo ke s’ a i udes and pe cep ions owa ds olde colleagues. Wo king wi h Olde People,
22(3), 129–138. [C ossRe ]
Pa naik, S. C., & Sahoo, R. (2020). Employee engagemen , c ea i i y and ask pe o mance: Role o pe cei ed wo kplace au onomy.
Sou h Asian Jou nal o Business S udies,10(2), 227–241. [C ossRe ]
Pe e son, R. A., & C i enden, V. (2024). Mic oen ep eneu s in he gig economy: Who hey a e, wha hey do, and why hey do i .
Jou nal o Resea ch in Ma ke ing and En ep eneu ship,26(4), 565–587. [C ossRe ]
Pie an oni, L., Mazze i, G., San Román Nia es, M., Kubik, R., Giusino, D., & De Angelis, M. (2024). Enhancing eam dynamics
h ough digi al coaching: The ole o manage ial and pee suppo . Eu opean Jou nal o T aining and De elopmen ,48(10), 16–36.
[C ossRe ]
P aning um, P., Su yosukmono, G., Nu hasanah, N., & A dik, A. (2023). The e ec o o ganiza ional clima e and pe son-o ganiza ion
i on o ganiza ional commi men : Media ing ole o job sa is ac ion. F on ie s in Business and Economics,2(3), 164–175. [C ossRe ]
P iya, N., Sa pa hy, I., Pa naik, B. C. M., & Thaichon, P. (2024). T ans o ming wo kplace wellness in he nex -gene a ion hospi ali y indus y
by le e aging ans o ma ional digi al echnologies and ools. In Technology and luxu y hospi ali y (pp. 295–313). Rou ledge. [C ossRe ]
Pu wa iningsih, E., & Sawi i, H. S. R. (2021). Analysis on he e ec o wo k-li e balance and ca ee de elopmen on u no e in en ion
o millennial gene a ions. Managemen and En ep eneu ship: T ends o De elopmen ,1(15), 80–88. [C ossRe ]
Radoni´c, M., Vukmi o i´c, V., & Milosa lje i´c, M. (2021). The impac o hyb id wo kplace models on in angible asse s: The case o an
eme ging coun y. Am i ea u Economic,23(58), 770–786. [C ossRe ]
Rahmayani, F., Ramli, A., Dipoa modjo, T. S. P., Hasbiah, S., & Ku niawan, A. W. (2023). The in luence o o ganiza ional cul u e and
o ganiza ional clima e on employee’s o ganiza ional commi men in he egional pe sonnel and human esou ces de elopmen
agency (bkpsdmd) makassa ci y. Jou nal o Humani ies Social Sciences and Business,2(3), 546–555. [C ossRe ]
Raiu, S. L. (2020). Gene a ion Y and hei in ol emen in wo k. Logos Uni e sali y Men ali y Educa ion No el y: Social Sciences,
9(1), 65–83
.
[C ossRe ]
Rajasheka , S., & Jain, A. (2024). A hema ic analysis on “employee engagemen in IT companies om he pe spec i e o holis ic
well-being ini ia i es”. Employee Responsibili ies and Righ s Jou nal,36(2), 165–187. [C ossRe ]
Rani, T. J., & P iya, V. K. (2023). Explo ing he concep o managing women employees’ wo k-li e balance in in o ma ion echnology
company. In A. Khang, S. Rani, R. Guj a i, H. Uygun, & S. Gup a (Eds.), Designing wo k o ce managemen sys ems o Indus y 4.0
(pp. 265–284). CRC P ess. [C ossRe ]
Rehman, S. A., Seha , S., & A zal, M. (2019). Pe o mance app aisal; applica ion o ic o oom expec ancy heo y. Saudi Jou nal o
Nu sing and Heal h Ca e,2(12), 431–434. [C ossRe ]
Rusdi, & Rahadi, D. R. (2024). The in luence o compensa ion and wo k en i onmen on employee pe o mance h ough job sa is ac ion
as an in e ening a iable (s udy a p . shanka a). In e na ional Jou nal o Scien i ic and Managemen Resea ch,7(1), 93–101.
[C ossRe ]
Russo, C., & Te aneo, M. (2020). Men al well-being among wo ke s: A c oss-na ional analysis o job insecu i y impac on he wo k o ce.
Social Indica o s Resea ch,152(2), 421–442. [C ossRe ]
Sal ado inho, J., Fe ei a, C., & Teixei a, L. (2025). Engagemen s a egies in a digi al mul igene a ional wo ld: Insigh s om
mul ina ional companies on unlocking he po en ial o Human Capi al 4.0. Jou nal o In ellec ual Capi al,26(1), 174–204. [C ossRe ]
Sanmas, M., Qadi , A., Nah ia, N., & Laili, I. (2024). The ole o in e pe sonal communica ion in enhancing eamwo k e ec i eness in
he digi al e a. Li e a us,5(2). [C ossRe ]
Saxena, A. (2024). Men o ing a wo k: A alen de elopmen ool o Gen Y and Gen Z. De elopmen and Lea ning in O ganiza ions: An
In e na ional Jou nal,38(1), 23–26. [C ossRe ]
Scha p, Y. S., B ee aa , K., & Bakke , A. B. (2021). Using play ul wo k design o deal wi h hind ance job demands: A quan i a i e
dia y s udy. Jou nal o Occupa ional Heal h Psychology,26(3), 175–188. [C ossRe ] [PubMed]
Schönig, L. M., & Geibel, R. C. (2024, No embe 9–10). T ansi ioning in o hyb id wo k models: An analysis o pe o mance success ac o s.
In e na ional Scien i ic-P ac ical Con e ence (pp. 233–245), Nizhne a o sk, Russia. [C ossRe ]
Sch o h, H. (2019). A e you eady o Gen Z in he wo kplace? Cali o nia Managemen Re iew,61(3), 5–18. [C ossRe ]
Adm. Sci. 2025,15, 133 38 o 39
Se yaningsih, E. D., & Indonesia, R. (2018). The e ec o ans o ma ional leade ship, wo k en i onmen , job sa is ac ion o employees
pe o mance. Ia jse ,5(8), 8–15. [C ossRe ]
Sha ma, R. R., & Sha ma, N. (2015). Opening he gende di e si y black box: Causali y o pe cei ed gende equi y and locus o con ol
and media ion o wo k engagemen in employee well-being. F on ie s in Psychology,6, 1371. [C ossRe ]
Shea he , J., & Sla e y, D. (2021). The g ea esigna ion—How do we suppo and e ain s a al eady s e ched o hei limi ? BMJ,
375, n2533. [C ossRe ]
Shi oko , Y. A. (2020). On imp o ing he e ec i eness o aining in he ield o occupa ional sa e y and heal h. Bezop. T .
P omyshlennos i,2020(11), 89–94. [C ossRe ]
Sho ey, S., Vyugina, D., Waech e , N., & Dole , N. (2024). Communica ion p e e ences and beha io s. In Gen Z a ound he wo ld:
Unde s anding he global coho cul u e o Gene a ion Z (pp. 31–42). Eme ald Publishing Limi ed. [C ossRe ]
Siki a, R., Madaba, R., & Filbe , R. (2024). Impac o ecogni ion on employeespe o mance in he Manu ac u ing Indus ies in
Tanzania: A Case o Tanga Cemen Company. Valley In e na ional Jou nal Digi al Lib a y,12(03), 6059–6073. [C ossRe ]
Simanjun ak, P. (2023). Digi al echnology usage in luence on he e ec i eness o he cons uc ion implemen a ion eam. In e na ional
Jou nal o Social Se ice and Resea ch,3(2), 460–472. [C ossRe ]
Si ojudin, M., & Wijoyo, T. A. (2024). Employee pe spec i es on p o essional g ow h: A quali a i e s udy o human esou ce
de elopmen ini ia i es. Jou nal o In e na ional Mul idisciplina y Resea ch,2(8), 119–126. [C ossRe ]
Slaugh e , J. E., & Allen, D. G. (Eds.). (2024). Essen ials o employee ec ui men : Indi idual and o ganiza ional pe spec i es (pp. 1–10). Rou ledge.
[C ossRe ]
Smaliukien
˙
e, R., & Bekešien
˙
e, S. (2020). Towa ds sus ainable human esou ces: How gene a ional di e ences impac subjec i e
wellbeing in he mili a y? Sus ainabili y,12(23), 10016. [C ossRe ]
S iekaningsih, A., Da o, M., & Subek i, A. T. (2018). The de e minan ac o s a ec ing he employee pe o mance imp o emen o
educa ional ins i u ion, s a e ins i u ion and s a e-owned en e p ise. In e na ional Jou nal o Mul i Discipline Science,1(2), 116.
[C ossRe ]
Suji , A., & Ha ani, B. (2024). Na iga ing wo k om home: A s udy on i s implica ions o amily li e and wo k-li e balance. In R.
Khamis, & A. Buallay (Eds.), AI in business: Oppo uni ies and limi a ions (Vol. 515, pp. 369–378). S udies in Sys ems, Decision and
Con ol. Sp inge Na u e. [C ossRe ]
Sze o, A., Dobson, K. S., Luong, D., K upa, T., & Ki sh, B. (2019). Wo kplace an is igma p og ams a he Men al Heal h Commission o
Canada: Pa 1. P ocesses and p ojec s. The Canadian Jou nal o Psychia y,64(1_suppl), 5S–12S. [C ossRe ]
Tagliabue, M., Sigu jonsdo i , S. S., & Sandake , I. (2020). The e ec s o pe o mance eedback on o ganiza ional ci izenship beha iou :
A sys ema ic e iew and me a-analysis. Eu opean Jou nal o Wo k and O ganiza ional Psychology,29(6), 841–861. [C ossRe ]
Tan, S. J., Wide , W., Jiang, L., Udang, L. N., Sam, T. H., & Tanucan, J. C. M. (2024). Fac o s in luencing millennial employees’ u no e
in en ion in mul ina ional co po a ions in Penang, Malaysia. Jou nal o In as uc u e, Policy and De elopmen ,8(7), 3922. [C ossRe ]
Ta igan, J., Cahya, J., Valen ine, A., Ha ane, S., & Jie, F. (2022). To al ewa d sys em, job sa is ac ion and employee p oduc i i y
on company inancial pe o mance: E idence om Indonesian Gene a ion Z wo ke s. Jou nal o Asia Business S udies,16(6),
1041–1065. [C ossRe ]
Ta a , B., Müceldili, B., & E dil, O. (2023). How do employees main ain hei well-being du ing loneliness? he powe o o ganiza ional
nos algia. Managemen Resea ch Re iew,47(4), 622–642. [C ossRe ]
Thanga el, P., Pa hak, P., & Chand a, B. (2021). Millennials and Gene a ion Z: A gene a ional coho analysis o Indian consume s.
Benchma king: An In e na ional Jou nal,28(7), 2157–2177. [C ossRe ]
Thøge sen, J. (2023). How does o igin labelling on ood packaging in luence consume p oduc e alua ion and choices? A sys ema ic
li e a u e e iew. Food Policy,119, 102503. [C ossRe ]
Tokuno a, A., Z ona , V., Polozhen se , D., Pa lo a, V., & Fedo uk, O. (2024). Economic consequences o a i icial in elligence and
labo au oma ion: Employmen eco e y, ans o ma ion o labo ma ke s, and dynamics o social s uc u e in he con ex o
digi al ans o ma ion. Financial Enginee ing,2, 1–12. [C ossRe ]
T an, H. M. N., Le, D. V., Hai, Y. V., Kim, H. D., & Yen, N. N. T. (2024). Explo ing Job Sa is ac ion among Gene a ion Z Employees: A
S udy in he SMEs o he Mekong Del a, Vie nam. Jou nal o Chinese Human Resou ces Managemen ,15(01), 110–120. [C ossRe ]
T aw e , K., B ocious, H., Sil a-Johnson, T., Donahue, T., & Milli on, D. (2021). Lea ning om he ield: De elopmen o a s a ewide
public child wel a e wo k o ce men o ing p og am. Human Se ice O ganiza ions: Managemen , Leade ship & Go e nance,45(4),
365–374. [C ossRe ]
T isand i, M. I. R., & Iskanda , Y. (2024). The impac o mo i a ion and commi men on gen z wo k pe o mance in he jabode abek
a ea. Bule in Pol anesa,25(1), 68–76. [C ossRe ]
Ts e ko a, M., Vuculescu, O., Dine , P., She son, J., & Wagne , C. (2022). Inequali y and ai ness wi h he e ogeneous endowmen s.
PLoS ONE,17(10), e0276864. [C ossRe ]
Twenge, J. M. (2017). iGen: Why oday’s supe -connec ed kids a e g owing up less ebellious, mo e ole an , less happy—And comple ely
unp epa ed o adul hood—And wha ha means o he es o us. Simon and Schus e .
Adm. Sci. 2025,15, 133 39 o 39
Ullah, P. S., Jamal, W., & Naeem, M. (2018). The ela ionship o employee engagemen , o ganiza ional commi men and o ganiza ional
ci izenship beha io . Jinnah Business Re iew,6(1), 35–41.
Ume , A., Khalili, A., & Shi wani, A. (2016). Impac o h policies on employee mo i a ion in p i a e schools o Ka achi, Pakis an.
Jou nal o Educa ion & Social Sciences,4(1), 49–67. [C ossRe ]
Usnia i, J., & Nu iasa i, A. (2024). The in luence o wo k en i onmen and wo kload on job sa is ac ion and i s impac on employee
loyal y. Eas Asian Jou nal o Mul idisciplina y Resea ch,3(2), 857–870. [C ossRe ]
U ka sh, V., Ra ind a, T., & Anan a, N. (2019). Wo kplace de iance: A concep ual amewo k. In e na ional Jou nal o Recen Technology
and Enginee ing,8(4), 12355–12364. [C ossRe ]
Vie en, L., Wöh mann, A. M., Wendsche, J., & Michel, A. (2023). Employees’ wo k b eaks and hei physical and men al heal h: Resul s
om a ep esen a i e Ge man su ey. Applied E gonomics,110, 103998. [C ossRe ]
Wald ep, C. E., F i z, M., & Glass, J. (2024). P e e ences o emo e and hyb id wo k: E idence om he COVID-19 pandemic. Social
Sciences,13(6), 303. [C ossRe ]
Walke , L., B ai hwai e, E. C., Jones, M. V., Suckling, S., & Bu ns, D. (2023). “Make i he done hing”: An explo a ion o a i udes
owa ds es b eaks, p oduc i i y and wellbeing while wo king om home. In e na ional A chi es o Occupa ional and En i onmen al
Heal h,96(7), 1015–1027. [C ossRe ]
Wawo un u, E. C., Kainde, S. J. R., & Mandagi, D. W. (2022). Wo k-li e balance, job sa is ac ion and pe o mance among millennial and
gen Z employees: A sys ema ic e iew. Socie y,10(2), 384–398. [C ossRe ]
Wei, L. (2018). High-in ol emen human esou ce p ac ices, employee lea ning and employabili y. Ca ee De elopmen In e na ional,
23(3), 312–326. [C ossRe ]
Wi oko, E. P., & E any ha, E. (2019). Mind ulness and wo k engagemen among gene a ion Y. Psycho Idea,17(2), 154. [C ossRe ]
Wi me , H., & Mellinge , M. S. (2016). O ganiza ional esilience: Nonp o i o ganiza ions’ esponse o change. Wo k,54(2), 255–265.
[C ossRe ] [PubMed]
Yahya, K. K., Tee, C., & Joha i, J. (2018). Employee engagemen : A s udy on gen y in he manu ac u ing indus y. Jou nal o Business and
Social Re iew in Eme ging Economies,4(1), 37–44. [C ossRe ]
Yaseen, A. O. (2020). The in luence o emo ional in elligence and o ganiza ional poli ics on employee u no e and pe o mance.
F on ie s in Managemen and Business,1(2), 51–62. [C ossRe ]
Yi, S., Gong, Q., Feng, D., & Wang, H. (2020). The e ec o planned b eaks on wo ke p oduc i i y and he mode a e ole o wo kload
in a manu ac u ing en i onmen . Asian Economic and Financial Re iew,10(12), 1366–1383. [C ossRe ]
Yilmaz, A. A. (2023). In e cul u al communica ion in mul ina ional o ganiza ions: Explo ing open inno a ion pe spec i es. In Global
ci izenship and i s impac on mul icul u alism in he wo kplace (pp. 208–225). IGI Global. [C ossRe ]
Zeidan, S., & I ani, N. (2020). Cul i a ing employee engagemen in o ganiza ions: De elopmen o a concep ual amewo k. Cen al
Eu opean Managemen Jou nal,28(1), 99–118. [C ossRe ]
Zhang, H., Sun, L., & Zhang, Q. (2022). How wo kplace social capi al a ec s u no e in en ion: The media ing ole o job sa is ac ion
and bu nou . In e na ional Jou nal o En i onmen al Resea ch and Public Heal h,19(15), 9587. [C ossRe ]
Zhong, X., Al Mamun, A., Masukujjaman, M., Rahman, M. K., Gao, J., & Yang, Q. (2023). Modelling he signi icance o o ganiza ional
condi ions on quie qui ing in en ion among Gen Z wo k o ce in an eme ging economy. Scien i ic Repo s,13(1), 15438. [C ossRe ]
Disclaime /Publishe ’s No e: The s a emen s, opinions and da a con ained in all publica ions a e solely hose o he indi idual
au ho (s) and con ibu o (s) and no o MDPI and/o he edi o (s). MDPI and/o he edi o (s) disclaim esponsibili y o any inju y o
people o p ope y esul ing om any ideas, me hods, ins uc ions o p oduc s e e ed o in he con en .
