s no.

Year Readers Title Author Source informationURL/APA

1 2015 Anuj kumaGenerationa
Groen, B.H.researchgaHaynes(2008
Groen, B. H., & Lub, X. D. (2015). Generational diffe
According to Rothe et al. (2012) there is a clear connection be
generation y is further typified as valuing skill development a
comparable to baby boomers, they are also considered to be
Generation y is said to be a far more social generation than o

2 2021 Anuj kumaGenerationKarina GabElsevier Millennial Gabrielova, K., & Buchko, A. A. (2021). Here comes
data-driven in decision making
Millennial have relatively less theory-based content for how t
Millennial not only have to understand how to best manage t
Gen Z has been less about face-to-face communications. They
LMX theory
if millennial managers and generation Z subordinates' prefere

Schroth(2019) notes that gen Z cites the dear of failing in a le

an organisational impact on the environment will influence th
According to the Society for human resource management (s
But these differences can be managed and can help in develo
Millennial place the greatest importance on extrinsic values w
many members of generation Z are motivated by opportuniti
The top learning method for 59% of gen Z is youtube(pearson

3 2014 Anuj kumaThe Impact of Employacademia. In this stu Xesha, D., Iwu, C. G., Slabbert, A., & Nduna, J. (201
D Xesha, CG Iwu, A Slabbert, J Nduna

4 2017 Sushank DIFFERENTANDRIUS VA

researchgaIn the research of Emma Parry and Peter Urwin they have sho
have similar attitude towards each other but at the same time
from each other.The generation X is loyal to its job and workk
loyal to the opportunities in there career and loyal to itself , t
loyalty for their organistaion so it becomes difficult to have th
Then Generation X doesnot like too many changes in there w
Y needs changes in there workplace to keep the job interestin
For Generation X the motivating factor can be competetive sa
for the Generation Y in addition to salaries they are needed to
opportunities - with a chance of being promoted or working i
more experience and make there job interesting .

The Generation X (1961-81) is loyal to it's profession whereas

loyal to it's career and to themselves . This fact states that wi
becoming more self-oriented rather than being loyal to their
According to Mannheim(1952) and Strauss-Howe's (1991)the
upcoming generation there attitude had a great change due t
 factors.The Generation X has a problem with too much chang
Generation Y need rapid changes in there workplace as they a
The research data of V. Stanišauskienė (2015),shows the diffe
Generation X and Generation Y clearly . Both the Generations
people differently . y. The employees of Generation Y tend to
whereas the Generation X accepts authorities opinion unque

5 Vaibhavi generational difference in employer

Today's
employee
IT sector
expectations
is an active blend of employees from differe
But look past the stereotypes, these variations influence how
So, how do these generations differ in technology usage, wor

Closing the IT Generation Gap

Every generation in the IT workforce has a unique view of wo
For instance, Baby Boomers contribute years of experience an
The takeaway? No single "best" method—just varying frames

6 2022 Ansh Attracting Hermann La

emrald.co In Today's Lassleben, H., & Hofmann, L. (2023). Attracting Ge
As a consequence, employers try to gain competitive advanta
Based on a survey among students of economics, business or
To identify, which employer attractiveness attributes Gen Z ta
complemented by an additional dimension focusing on work-
considered a competitive advantage in an organization’s effor

There is the assumption that different generations have differ

(Benson and Brown,2011; 2011; Costanza et al., 2012; Lyons e

Based on a sample of N = 308 business, economics and mana

importance for the attraction of Gen Z talents, significant diffe
concerning working hours and locations, economic aspects lik
environment. Of minor importance are opportunities to apply

7 2021 Ansh GenerationNicoleta D researchgaEmploying Generation Z employees is becoming an increasing

GenerationRacolţa-Paina, N. D., & Irini, R. D. (2021). Generatio
the largest professional segment on an international scale (M

These individuals are characterized by flexibility and independ

According to Half (2015) Generation Z members are good liste
abbreviations, emoticons and lack of punctuation marks are a

How do HR professionals deal with Gen Z in the workplace? T

by managers in order to attract, motivate, and retain Generati

8 2020 Deachen Employee ARobin Robeemerald.c Human resouDouglas, S., & Roberts, R. (2020). Employee age an
paying attention to how to engage older
employees and leverage the talents of a multi-generational w
 2014). This study purposed to explore the influence of age as
engagement to better help HR practitioners to understand ho
management initiatives that preserves and advance the vest

9 2023 Deachen Generationa

Neha kinger and Sati Generational differences in work values, specifically in India, a
95 2022 N/A Remote WorDanijela So78th Inter Remote work
Sokolic, D. (2022). Remote Work and Hybrid Work
96 2023 N/A The ImpactKalyan RamExecutive The study Kuppachi, K. R. (2023). The Impact of Hybrid Work
X. D. (2015). Generational differences in the perception of work and workplace. Journal for Facility Management, 11, 35-54.
) there is a clear connection between the work environments and office users' satisfaction amd productivity.
as valuing skill development and enjoying challenging work.
hey are also considered to be optimistic, driven, goal oriented and demanding of the work environment(Smola & Sutton , 2002).
more social generation than older groups. They are fervent users of social media, and spend much more time online, communicating with

chko, A. A. (2021). Here comes Generation Z: Millennials as managers. Business horizons, 64(4), 489-499.

heory-based content for how to manage the next workforce that is gen-z
erstand how to best manage these youthful , but also the unique characteristics of the generation shaped by their experiences.
-to-face communications. They more commonly communicate via text, emoji, and video. They want to be socially connected with everyon

eration Z subordinates' preferences are consistent, it would be logical to assume that organization performance will be positively impacted

cites the dear of failing in a leadership role(34%) and a lack of confidence required to lead(33%) as the main reasons thet would not take o
e environment will influence the gen Z decision to work for the company.
man resource management (shrm), work values are the source of most significant differences among generations and a major source of co
anaged and can help in development of organisation.
portance on extrinsic values which include pay, benefits and job security.
are motivated by opportunities for professional advancement, therefore nearly 50% of gen Z students are participating in internships(Sch
% of gen Z is youtube(pearson higher education, 2018).

Slabbert, A., & Nduna, J. (2014). The impact of employer-employee relationships on business growth. Journal of Economics, 5(3), 313-324

and Peter Urwin they have shown that both the generations
ach other but at the same time both are completely different
n X is loyal to its job and workkplace but the Generation Y is
ere career and loyal to itself , they doesnot have a sense of
it becomes difficult to have them in a rigid workplace .
too many changes in there workplace whereas the Generation
place to keep the job interesting and get new experiences .
g factor can be competetive salary and flexible work hours but
n to salaries they are needed to be provided with career
f being promoted or working in a different department to get
re job interesting .

oyal to it's profession whereas the Generation Y (1981-2001) is

selves . This fact states that with every generation people are
ather than being loyal to their work and organisation .
and Strauss-Howe's (1991)theories it was assumed that with every
tude had a great change due to physical , social and economical
problem with too much changes in workplace whereas the
es in there workplace as they are always ready to try new thing
uskienė (2015),shows the differences between the
clearly . Both the Generations evaluate influence of other
oyees of Generation Y tend to be critical of their managers
pts authorities opinion unquestionably .

end of employees from different generations, all contributing different strengths, work patterns, and expectations. From stability-and-expe
hese variations influence how teams work together, innovate, and propel the industry forward. Understanding and accepting these gener
iffer in technology usage, work culture, and career aspirations? Let's find out!

force has a unique view of work, technology, and collaboration. Rather than causing conflict, however, these differences can power innov
ntribute years of experience and formal methods, Gen X prizes autonomy and effectiveness, Millennials insist on flexibility and meaningful
" method—just varying frames of mind. Businesses that tap into and work with these distinctions can create better, more resilient teams. A

mann, L. (2023). Attracting Gen Z talents: do expectations towards employers vary by gender?. Gender in Management: An International J
ry to gain competitive advantage in this “war-for-talents” by promoting themselves as a “great-place-to-work” through engaging in emplo
ents of economics, business or management in Germany, it aims to explore, what Gen Z talents expect from employers, or to be precise, w
ractiveness attributes Gen Z talents particularly value,we use the employer attractiveness scale developed by Berthon and colleagues (200
l dimension focusing on work-life-balance (Gansser, 2014).Employer attractiveness has been defined as “the envisioned benefits that a po
ntage in an organization’s efforts to recruit and retain highly skilled employees (Gatewood et al., 1993).

fferent generations have different work values and attitudes that require different people management ment practices and work environm
; Costanza et al., 2012; Lyons et al., 2015; Twenge et al., 2010).

usiness, economics and management students in Germany, the basic research question can be answered as follows.Although, all employe
f Gen Z talents, significant differences could be determined:What Gen Z talents expect the most is a fun work environment with a positive
ocations, economic aspects like attractive remuneration and job security, investments in their development and personal growth and a vib
nce are opportunities to apply and share what has been learned, corporate social responsibility and perks, such as childcare facilities or gy

yees is becoming an increasingly difficult task, as the new generation is far more demanding than previous generations. Prossack (2019) be
& Irini, R. D. (2021). Generation Z in the workplace through the lenses of human resource professionals–A qualitative study. Calitatea, 22(
nt on an international scale (McCrindle & Wolfinger, 2014).

ized by flexibility and independence, they are more open to diversity compared to previous generations, learning to accept differences rel
ation Z members are good listeners, creative, constantly learningoriented, accustomed to providing input, but have poor writing skills (gro
ack of punctuation marks are advantageous on social media but can raise issues at work).

with Gen Z in the workplace? The main objectives of this paper are: (i) Identify the main characteristics of Generation Z employees, accordi
, motivate, and retain Generation Z workforce. and (iii) Identify the impact of Generation Z in the workplace (positive or negative).

ts, R. (2020). Employee age and the impact on work engagement. Strategic HR Review, 19(5), 209-213.

ents of a multi-generational workforce (Jackson and Jenkins,

 xplore the influence of age as a construct influencing employee
practitioners to understand how to strategically develop talent
eserves and advance the vest talent of aged worker

rk values, specifically in India, are now having an impact on organizational effectiveness and workplace environments. Even though a wide
emote Work and Hybrid Work Organizations. 78th International Scientific Conference on Economic and Social Development.
3). The Impact of Hybrid Work Arrangements on Employee Engagement and Performance. ISB Hyderabad.
ment, 11, 35-54.

ola & Sutton , 2002).

e online, communicating with their network(Boschma & Groen, (2005).

y their experiences.
cially connected with everyone , even with their boss.

nce will be positively impacted,

reasons thet would not take on more leadership responsibility in their roles.

ations and a major source of conflict in the workplace (SHRM, 2009).

participating in internships(Schawbel, 2014).

al of Economics, 5(3), 313-324.

ations. From stability-and-experience-focused Baby Boomers to tech-obsessed Gen Z employees who perform well in a rapidly changing, h
ing and accepting these generational attitudes, IT businesses can build better, more harmonious workplaces that promote productivity an

e differences can power innovation when harnessed appropriately.

t on flexibility and meaningful work, and Gen Z welcomes digital technologies and rapid learning.
better, more resilient teams. And when generations do learn from one another, all parties benefit.

anagement: An International Journal, 38(4), 545-560.

k” through engaging in employer branding campaigns (Backhaus and Tikoo, 2004).
employers, or to be precise, which employer attractiveness attributes they prioritize.
y Berthon and colleagues (2005)
envisioned benefits that a potential employee sees in working for a specific organization” (Berthon et al., 2005, p. 151). It is

nt practices and work environments.

follows.Although, all employer attributes were rated above the mean, reflecting each one’s
k environment with a positive team atmosphere and supportive relations with colleagues and superiors, followed by flexibility
and personal growth and a vibrant work
uch as childcare facilities or gyms.

enerations. Prossack (2019) believes that one of themain reasons behind Generation Z behavior is the unique desire to drive change and n
ualitative study. Calitatea, 22(183), 78-85.

rning to accept differences related to religion, social class, race, or ethnicity (Kapil & Roy, 2014).
ut have poor writing skills (growing up in an era of shorthand via social media:

neration Z employees, according to the HR professionals. (ii) Identify the managerial actions taken
(positive or negative).
onments. Even though a wide range of perspectives, experiences, and skill sets might be valuable to a business, generational mixing can a
al Development.
m well in a rapidly changing, high-tech world, the workplace generation gap is more evident than ever before.
that promote productivity and innovation.

005, p. 151). It is

owed by flexibility

e desire to drive change and not settle for the status quo. The
ess, generational mixing can also lead to conflict and a lack of agreement in the workplace. Such disagreements have a negative effect on
nts have a negative effect on the workplace since they reduce productivity and negatively damage employee morale. To solve the problem
e morale. To solve the problems of inefficiency caused by the generation gap, different generations in the workplace must understand the
orkplace must understand the differences between the three generations and be able to get along with each other.