Managing the Gen Z Workforce Through Growth Mindset

Abstract

Gen Z, born between the mid-1990s and late-2000s, has unique workplace behaviours and expectations due to their upbringing in the digital age. This generation often lacks real-world work experience and necessary communication skills which can often lead to unrealistic job expectations and higher susceptibility to mental health issues. As a result, there is a considerable loss of human resources in the workplace which can be circumvented with better management of the Gen Z cohort. Adopting a growth mindset can help the Gen Z cohort navigate their issues in the modern workplace. Prevailing research on the application of mindset theory in the workplace posits a growth mindset helps sustain strong mental health in a hectic and stressful workplace. Consequently, a culture of growth mindset improves the productivity and leadership qualities of the employees.

This research investigates the extent of influence the growth mindset has on Gen Z employee attitude as well as the potential pitfalls of adopting such a mindset in the workplace. The study aims to investigate how mindset can impact the attitude of Gen Z individuals in the workplace, specifically focusing on their approach to challenges, preferences for work compensation, and levels of satisfaction. The study proposes that Gen Z employees with a growth mindset are more likely to take on challenging tasks and place greater importance on skill development in their compensation preferences. Additionally, the study anticipates that behavioural inhibition system (BIS) and behavioural approach system (BAS) personality traits will moderate the attitude and preference changes due to mindset adoption. To measure the effects of mindset interventions, the research utilizes a PreTest-PostTest experimental design to assess task choices, work compensation preferences, and satisfaction.

The results of the study reveal that participants with a growth mindset were significantly more likely to choose challenging tasks, aligning with mindset theory. However, the lack of significant change in skill development preferences underscores the challenge of fostering a genuine growth mindset. The interaction of mindset and BIS/BAS traits indicated complex underlying dynamics.

In conclusion, the study finds that promoting a growth mindset among Gen Z employees can positively impact their engagement with challenging tasks and overall satisfaction in the workplace. However, achieving a genuine growth mindset requires addressing both internal motivations and external compensation structures. The study acknowledges limitations, such as the small sample size and potential biases, and suggests further research to explore the interaction between mindset and BIS/BAS personality traits in more depth. The findings contribute to a deeper understanding of Gen Z's unique needs and preferences, offering valuable insights for developing effective management strategies tailored to this new generation of employees.