How to motivate Gen Zs in the workplace
Despite appearances and tongue-wagging from older observers, it turns out that Gen Z is much more eager to work hard for both social good and long-term financial security than some might think, according to new research from the Ateneo de Manila University.
The paper, “Motivating Filipino Generation Z Employees at Work,” was published by Mikee C. Talamayan, Dr. Mendiola Teng-Calleja, and Dr. Jaimee Felice Caringal-Go of the Ateneo’s Department of Psychology and the Ateneo Center for Organization Research and Development.
Steeled by economic uncertainty leading up to—and most especially in the wake of—the COVID-19 pandemic, the youngest Filipinos now entering the workforce greatly value both a stable income and personal achievement. These idealistic yet pragmatic members of Gen Z (born between 1995 and 2012) tend to look for meaningful and fulfilling work environments but also willingly forego creature comforts in favor of long-term financial stability.
In their seminal study of Filipino Gen Z employees, the Ateneo researchers uncovered clear distinctions in workplace motivation versus previous generations. These differences reflect how the unique socioeconomic context of each generation influences their motivations and overall outlook.
Filipino cultural expectations concerning familial responsibility play a unique role in Pinoy Gen Z employees’ work decisions. Many in this cohort are motivated by the need to support their families financially—an intrinsic motivator in Filipino culture. For Gen Z Pinoys, contributing to family well-being is a main reason for why they seek competitive salaries and benefits that can support both themselves and their loved ones.
Moreover, Gen Z puts a premium on personal achievement in the form of career growth and skill development. This focus is reflected in their desire for rapid advancement and fulfillment in their roles.
Also, while Gen Z and millennials are both technologically savvy and open to flexible work arrangements, Gen Z has a preference for hybrid or flexible remote work as they value autonomy and balance.
On a personal level, Gen Z’s emphasis on meaningful work also differs from other generations. Many Gen Z employees are motivated by work that aligns with their passions and allows them to make a positive impact on others and on society at large. This is partly driven by their experience of growing up in a digitally connected world, where social issues and values-driven missions are increasingly visible and influential.
All of these generational differences suggest that companies aiming to retain Gen Z employees should focus on fostering career growth; aligning organizational values with broader social impact; and providing robust financial benefits that cater both to immediate needs and long-term security. Otherwise, companies that rely solely on traditional job security and loyalty strategies might find themselves less effective in engaging and retaining this youngest cohort of employees.
Overall, Gen Z’s workplace motivations combine financial pragmatism, personal achievement, and values-driven work in a way that distinctly sets them apart from older generations.
