Understanding the differences in work-related behaviours and expectations between Generation Y and Generation Z employees: An exploration of values, motivations, and behavioural drivers in the contemporary workplace

Kempa, Joanna (2025) Understanding the differences in work-related behaviours and expectations between Generation Y and Generation Z employees: An exploration of values, motivations, and behavioural drivers in the contemporary workplace. Masters thesis, Dublin, National College of Ireland.

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Abstract

This study examines the workplace experiences, values, and expectations of two generational cohorts: Generation Y (Millennials) and Generation Z (Zoomers). It is focusing on motivation, communication, leadership, career growth, and intergenerational collaboration. Workplace demographics are shifting. This study asks whether cohorts differ in meaningful ways and how those differences might shape management approaches.

Theories such as Generational Cohort Theory (Mannheim, 1952; Smola and Sutton, 2002), Schwartz’s Value Theory (1992), and Vroom’s Expectancy Theory (1964) underpin this study. A qualitative survey design was employed, combining open-ended responses analysed thematically with closed items summarised descriptively. The effective sample comprised Generation Y (n = 22) and Generation Z (n = 15). The sample included 52 participants and allowed for comparison between Generations Y and Z. Thematic analysis identified trends in open responses, while descriptive statistics summarized closed questions.

The results indicate distinct patterns within each generation. Generation Z demonstrates a preference for autonomy and prompt feedback, whereas Millennials prioritize structured environments and sustained career advancement. Nevertheless, the study identifies substantial similarities between the cohorts. Both generations emphasize the importance of purposeful work, opportunities for professional development, and fair leadership practices. These findings challenge prevailing assumptions regarding generational conflict and underscore a high degree of intergenerational openness and collaboration.

These findings advance the critique of reductive generational stereotypes. The results indicate, that workplace initiatives should prioritize shared values and individual circumstances rather than rigid age-based classifications. The report recommends implementing adaptable communication methods, comprehensive leadership development programs, and customized career progression strategies, that account for generational diversity.

Although the sample size is limited, this study provides detailed insights into generational distinctions in the workplace. It offers specific recommendations for enhancing the management of multigenerational teams.

Item Type:	Thesis (Masters)
Supervisors:	Name Email Batishcheva, Maria UNSPECIFIED
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Equal Opportunity in Employment H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Business Communication > Internal Communication H Social Sciences > HD Industries. Land use. Labor > Issues of Labour and Work > Older Workers H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Organisational Behaviour
Divisions:	School of Business (- 2025) > Master of Business Administration
Depositing User:	Tamara Malone
Date Deposited:	12 Jan 2026 18:59
Last Modified:	12 Jan 2026 18:59
URI:	https://norma.ncirl.ie/id/eprint/9098

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