Flexibility

The previous work shows that flexibility is one of the most critical aspects of the New Generations. Generation Y, as well as in Generation Z, are looking for resilience in the context with the world of work.

Especially the keyword work-life balance plays a crucial role, e.g. flexible working time models.

Further, the terms of loyalty and job-hopping are related to the term. However, the focus of this work is on the key value flexibility for employees to have a balanced work and private life.

Thereby the satisfaction and, in turn, the loyalty of the employees should be increased to bind them to the company in the long term.

For Generation Y, freedom is the primary life goal. The same applies to the next generation (Z) but differentiated. Millennials refer to the term flexibility to family and work-life balance and Gen Z to the opportunity of continuous education and time with friends. That can change if they start working or having a family.

95 The results of the study I analysed the differences between Y and Z, using the Wilcoxon-Mann-Whitney test showed that flexibility in working life is for both generations essential. The results showed no significant difference. (see chapter 6.3.2.3)

Further, the investigation revealed “Work and leisure must be able to blend in one other” and examined the characteristics of flexibility. Even though there is no significant difference between these two generations, the result shows that Generation Z is more flexible in terms of compatibility “work and leisure”. This is also confirmed by a study by consulting firm Accenture (2017). In the study “GEN Z rising” Generation Z was defined from 1993 to 1999. It shows new grads are willing to relocate for a job offer. 58% (more than half) are eager to work on the weekend or evenings. The study also shows that these reciprocity requirements are based on their prospective employer. The flexibility of the company is one of the main concerns of Generation Z to ensure the compatibility of work and family. (Lyons/Lavelle/Smith, 2017)

In 2013 at the International Conference on Business Innovation, Entrepreneurship and Engineering, the study “A study on Generation Y behaviour at the workplace” was presented.

One hundred people were interviewed who were born between 1980 and 1994, who are already active in the world of work. The survey queried several aspects and approved the following aspect: “Flexibility and multitasking in Generation Y have a significant positive effect in the workplace” was accepted. (Sa´aban, Ismail & Mansor 2013) Here, flexibility is the main chapel of the defined dimension and multitasking, which can be made possible by digitisation.

Described in the literature Bascha (2011) describes Generation Z as follows: “Transparency, self-reliance, flexibility, and personal freedom are all non-negotiable aspects of Generation Z's work ethic and properly harnessing those qualities improves the working world for all of us.

Ignoring them or worse, trying to force-fit them into a traditional job environment could result in peer frustration, reduced productivity, low morale, and a lack of employee engagement. So how do employers properly address this generational shift?” This definition underlines the defined element as a key dimension once more.

Deloitte (2017) focuses on corporate culture in their study named “Generation Z entered the workforce”, which shows that Generation Z expects a corporate culture that supports flexibility and prioritises well-being. Leaders need to think about how to integrate Gen Z into the existing culture apart from rethinking talent strategy and processes. The implementation of programs according to the requirements leads to changes in organisational culture. The authors from the Deloitte study mention “Programs such as paid time off, family leave, wellness programs, to name just a few, cannot exist in a vacuum, but rather should be part of the commitment and culture that leadership publicly endorses. Most Gen Z professionals may not perceive these programs as a “perk” or a “gift”, but instead as an expectation.” (O'Boyle, Atack & Monahan, 2017) The finding of the study is that the last generation defined in the literature (Z) already sets standards as prerequisites for companies, but these are often not implemented yet.

In summary, New Generations expect certain conditions in terms of flexibility in the world of work. An organisation can create framework conditions for ensuring a work-life-balance by using flexible working models. They must take care of negative aspects, e.g. a possible wage spiral which is caused by the increased flexibility of the employees. In the New Generations, this leads to a positive effect on the workplace.

96 Therefore "flexibility" has been defined as a key dimension for the New Generations concept map.

7.2.2 Leadership

“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.” (Northhouse, 2015, p. 6)

Especially among the New Generations, the word leadership got a new meaning. Leadership and management are very similar, but they also have many different characteristics. Leadership focuses on the cooperation and involvement of people and pursues the practical achievement of goals. Leadership is the creation of visions and the dominant influence on others for a sustainable change. In the context of the term management, the keywords organisation, planning, and control are mentioned in connection with the operational and operated area. (Northouse, 2015)

It is increasingly difficult for the manager to lead the different generations in the company. In 2009 Kodatt analysed the generation of Baby Boomers, Generation X and Generation Y in the labour market. The study shows that the differences are not as significant as they are represented in theory. Only small differences regarding the requirement of leadership are noted. For Generation Y, it is essential to be recognised as part of the whole to achieve an overall goal.

They want to be involved in making decisions by executives and receive feedback on an ongoing basis as well as recognition and praise.

A study in 2015 from Robert Half showed that “Gen Zers most valued characteristics in a boss are honesty and integrity…” Managers have to keep a close eye on the turnover rate,” mentioned McDonald, one of the authors of the report. Where the top-down management was in demand as a leadership style for the Generation of Baby Boomer and Generation X, it is inauthentic for the New Generations and old-fashioned. Further, the NG work independently and need much feedback and coaching from their leader.

Demands of Gen Z to the managers are:

- They do not want to work with authority figures but with their peers

- They do not want to communicate face-to-face and want to interact by using electronic devices - They want to work independently and figure out things on their own

Further Gen Z prefers to work for an organisation that demonstrate genuine ties with the community and social responsibility. (Middlemiss, 2015)

The online survey with the title “New Generations: Changes of values, leadership and organisation culture” which was created during this dissertation highlights the studies mentioned above. “To be a team leader” got the approval of more than half of the respondents (mean = 4.31). This statement emphasizes that New Generations do not want managers, but leader qualities and do not want to work with authority.

Transparency in leadership decisions and involvement in the decision-making process is essential for them. This is shown by the result in study I where the question “I want to be

97 involved in important decisions” was asked. No respondent strongly disagreed, and more than half agreed on the argument. The mean was 3.91.

In summary, leaders of today's companies must meet many different requirements of their employees, where the New Generations ask for the most significant change. At the same time, they also have to implement specifications in organisations. Old-fashioned leadership styles are no longer accepted by the New Generations, because they see themselves on one level with their leadership, due to their excellent education.

Therefore "leadership" has been defined as a key dimension for the New Generations concept map.