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If the socialization practices of younger generations in companies have been explored elsewhere (Dalmas et al., 2006; Fabre et al., 2013), several questions remain concerning generational differences in attitudes towards organizational culture, particularly when confronted with new types of organizations (such as Free-Form Companies, Flat Hierarchies and Agile Structures). The objective of this article is to look at the perceptions of members of Generation Z, which is now starting to join the corporate world. What are their attitudes and preferences related to the socialization process itself? This exploratory investigation attempts therefore to identify the perceptions of Generation Z in terms of shared culture at the workplace of 21st century organizations. This research therefore contributes insights to a real challenge, because as many managers point out, modern workplaces are shared by three (sometimes four) generations of workers. For the sake of our study, we assume that Generation Z starts with people born from 1995 onward (Bassiouni & Hackley, 2014). We use Bourhis’ (2010) definition of a generation as a group of people who have nearly the same age and share similar experiences or historical events, resulting in a similar vision of the world and a common way of thinking.
Studies on the shared generational preferences are not new (see, for instance, the special issue of the RIPCO journal on the topic Generation Y, myth or reality, vol XXII, No. 53.). These studies must however be updated with the arrival of every new generation on the workplace…


What is the shared perception of work by Generation Z? More specifically, how does the younger generation perceive the importance of relationships with others as part of the work? In order to address this question, we have used a measurement scale of organizational behavior. 276 young people born in 1995 and 1996 responded to our survey. The data of this quantitative empirical study was explored using SPSS 15. We used the Principal Component Analysis method to identify the four most significant factors in the scale. Our results indicate that for Generation Z, work relations should be based on a profound respect for equity and justice, and that they seek efficiency through collective teamwork. Innovation and risk-taking are also essential elements for professional success in their perspective. These attitudes seem to be unanimously shared, regardless of how they define success.

  • perceptions of work
  • Generation Z characteristics and expectations
  • Principal Component Analysis

Génération Z et conception du travail : un nouvel enjeu pour la GRH

Quelle est la conception du travail partagée par la génération Z ? Plus précisément, comment les jeunes générations soulignent-elles l’importance des relations aux autres, dans le cadre du travail ? Chercher une réponse à cette question nécessite d’identifier une échelle de mesure du comportement organisationnel (O’Reilly et Chatman, 1991). 276 jeunes nés en 1995 et en 1996 ont répondu à une enquête durant le mois d’Avril 2017. Cette étude empirique quantitative a donné lieu à une analyse des données de type exploratoire sous SPSS 15. Des analyses en composantes principales ont permis d’identifier trois facteurs significatifs. De la part de la génération Z, il existerait donc une conception du travail reposant sur le respect attentif de l’équité dans les relations de travail ainsi que la recherche de professionnalisme. L’innovation et la prise de risque restent également des éléments essentiels pour la réussite professionnelle.

  • conceptions du travail
  • génération Z
  • valeurs organisationnelles
  • equité
  • prise de risque
Michel Dalmas
Doctor in Management Sciences, HDR, LARA Laboratory, Associate Professor ICD 12, Rue Alexandre Parodi, 75010 Paris
Marcos Lima
Director of the International Marketing and Business Development MSc Program Skema Business School, Université Côte d’Azur / GREDEG
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Uploaded on on 28/12/2021
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