The goal of this assignment is to explain examples of motivational incentive methods to satisfy the needs of Generation Z in the world of work and to conclude a recommendation for action. For this purpose, the terms of Generation Z, as well as intrinsic and extrinsic motivation are defined at the beginning to create a theoretical basis. Thereupon the concept of motivation is introduced in a professional context, as well as the motivation theory according to Alderfer is explained. After that, the different generations on the current labor market are presented, and especially the essential features and demands on working life of Generation Z are explained in more detail. Subsequently, motivational incentive systems and their application by company management and direct managers for Generation Z will be presented, and their use in case studies will be deepened. This assignment will be closed with a conclusion which contains the description of the research results, the answer to the research question, a summary, discussion, critical reflection, and the outlook.
Generation Z, the generation of digitalization and the new and future employee. The world and the labor market are currently pass through a generational change. Generation Z is becoming more and more a part of the labor market and replacing the older generations step by step, which have had a significant impact on the labor market. The generation differs in many sectors from the past generations. They have grown up in a digital world and represent different and, above all, newer values than the previous generations. These values are also reflected in the labor market and initiate a change in companies, because the generation not only reflects different values, but the labor market is also becoming an employee market. In addition, it´s becoming much more difficult to win over this generation as employees, to motivate them in their daily work and to satisfy their needs in a goal-oriented manner. But how it´s possible to win this generation for the companies and to keep them there? To answer this question, I have dealt in the following assignment with the problem: Who is Generation Z and what is Alfeder's ERG-Theory, as well as with the research question: How can Generation Z be motivated, and their needs satisfied with the help of motivational incentive methods on the part of the company management and the direct managers?
Table of Contents
- List of Figures
- 1. Introduction
- 1.1. Research Question and problem
- 1.2. Processing method
- 1.3. Goal and structure of work
- 2. Theoretical Basics
- 2.1. Intrinsic and Extrinsic Motivation
- 2.3. Motivation
- 3. Main Part
- 3.1. Motivation in a professional context.
- 3.2. Motivation Theory approach according to Alderfer
- 3.3. The Generations on the current labor market
- 3.3.1. Babyboomer
- 3.3.2. Generation X
- 3.3.3. Generation Y
- 3.3.4. Generation Z
- 3.3.4.1. Characteristics of Generation Z
- 3.3.4.2. Generation Z's expectations of the work environment
- 4. Examples of possible incentive systems for Generation Z
- 4.1. Possible motivational system: Monetary incentive system
- 4.2. Possible motivational system: Non-Monetary incentive system
- 4.3. Application in the area of company management
- 4.3.1. Case study bakery in Wittlich-Wengrohr
- 4.4. Application in the area of a direct manager
- 4.4.1. Case study of the Company Brandmauer IT
- 5. Conclusion
- 5.1. Description of the research results
- 5.2. Answering the Research Question
- 5.3. Summary.
- 5.4. Discussion.
- 5.5. Critical reflexion.
- 5.6. Outlook
- Bibliography
Objective and Thematic Focus
This paper aims to define Generation Z, explore Alderfer's ERG Theory, and explain how Generation Z can be motivated and their needs satisfied through various motivational incentive methods implemented by both company management and direct managers, ultimately offering recommendations for action.
- Understanding the characteristics and expectations of Generation Z in the modern labor market.
- Defining intrinsic and extrinsic motivation as foundational concepts.
- Analyzing Alderfer's ERG Theory as a framework for understanding employee needs.
- Presenting and differentiating between monetary and non-monetary motivational incentive systems.
- Illustrating the practical application of incentive systems by corporate management and direct supervisors.
- Providing real-world case studies to exemplify successful motivational strategies.
Excerpt from the Book
3.2 Motivation Theory approach according to Alderfer
Aldefer's theory of motivation is based on the subjective awareness of satisfaction, desires and need and therefore on Maslow's theory and his pyramid of needs.
Maslow published his model of the pyramid of needs in 1943, explaining that humans go through five hierarchies of needs, which run vertically from the bottom to the top. These included: psychological, security, social and individual needs, as well as self-actualization at the top of the pyramid. Clayton Alderfer, a critic of Maslow's pyramid of needs, reduces these needs of the pyramid from five to three needs, namely. 8: Existence needs: Existential needs for example eating, drinking, or sleeping. Relatedness needs: The need for social closeness, appreciation, and recognition and for the top of the pyramid: Growth: Striving for personal development, self-realization, and personal growth. 9 Alderfer's theory also considers the individual differences of people, the various influencing factors such as the level of education or the labor market situation, in addition to the situational ones. And unlike Maslow's theory, in which there is only one way of satisfying needs, the ERG theory contains several ways of satisfying needs. However, not only the satisfaction of needs can be achieved through different ways, also the ways of frustration due to the non-achievement of needs. Because of this, Alderfer established different hypotheses, which explain the ways of satisfaction and frustration: The Satisfaction-Progression Hypothesis, the Frustration Hypothesis, the Frustration-Regression Hypothesis, and the Frustration-Progression Hypothesis.10/11
The Frustration Hypothesis describes that an unsatisfied need remains dominant, because as less needs are satisfied, as stronger they become. This case is mostly found with the Existence needs such as hunger or thirst.
The Satisfaction-Progression Hypothesis states that once a need is satisfied, the need higher in the hierarchy becomes dominant, so this need is replacing the satisfied need. This is because human needs are insatiable, and the satisfied need serves as a motivator. This you can find in all three Hierarchies. 12
The Frustration-Regression Hypothesis on the other hand states, that If a need can't be satisfied, then the next lower need in the hierarchy becomes the dominant need. So, for example, If the needs in the Relatedness Hierarchy aren't satisfied, the Existence need become dominant. 13
Last but not least, the Frustration-Progression Hypothesis: This Hypothesis states that even If a need can't be satisfied, the higher-level needs can be activated. Because these frustrations can lead to the development of personality, as well as to a higher level of aspiration. Based on these hypotheses, as well as their application to the three Hierarchies of needs, statements can be made about the different relationships between the activation and satisfaction of needs. It can already be said, that If the needs of one level aren't satisfied, they become stronger. As soon as these are satisfied, the needs of the next level strengthen or sink into the previous level if they aren't satisfied. However, there aren't only these straightforward solutions. It's also possible, that higher needs can become active even If lower needs aren't completely satisfied, for example, If they lead to personality development. 14
How these needs can then lead to motivation in work life, will be discussed further on.
Chapter Summaries
1. Introduction: This chapter introduces Generation Z as a new and influential force in the labor market, outlining their unique values and expectations, and setting the stage for the paper's core investigation into motivating them using incentive systems and Alderfer's ERG theory.
2. Theoretical Basics: This section establishes the fundamental concepts of motivation by defining intrinsic and extrinsic motivation, providing a theoretical foundation for understanding different drivers of employee engagement.
3. Main Part: This extensive chapter explores motivation within a professional context, details Alderfer's ERG Theory as a framework for understanding needs, and describes the characteristics and workplace expectations of various generations, with a particular focus on Generation Z.
4. Examples of possible incentive systems for Generation Z: This chapter presents concrete examples of motivational incentive systems, distinguishing between monetary and non-monetary approaches, and demonstrates their practical application by both company management and direct managers through relevant case studies.
5. Conclusion: The concluding chapter summarizes the research findings, provides a direct answer to the research question, offers a general summary, discusses the limitations of the study, presents critical reflections, and provides an outlook on the evolving landscape of the labor market with Generation Z.
Keywords
Generation Z, Motivation, Incentive Systems, Alderfer's ERG Theory, Intrinsic Motivation, Extrinsic Motivation, Labor Market, Employee Needs, Company Management, Direct Managers, Work-Life Balance, Digital Natives, Flexible Working, Non-Monetary Incentives, Monetary Incentives.
Frequently Asked Questions
What is this paper generally about?
This paper generally examines the motivation of Generation Z in the workplace and explores various possible motivational incentive systems that can be implemented by companies and managers to satisfy their needs.
What are the central thematic areas?
The central thematic areas include the characteristics and expectations of Generation Z, intrinsic and extrinsic motivation, Alderfer's ERG Theory, and the application of both monetary and non-monetary incentive systems within company management and by direct managers.
What is the primary objective or research question?
The primary objective is to explain examples of motivational incentive methods to satisfy the needs of Generation Z in the world of work and to conclude a recommendation for action, answering the research question: "How can Generation Z be motivated, and their needs satisfied with the help of motivational incentive methods on the part of the company management and the direct managers?"
Which scientific method is used?
This assignment is based on the processing method of secondary literature, utilizing existing research, expert opinions, and sources from various institutes and publishers like Springer.
What is covered in the main part?
The main part covers motivation in a professional context, Alderfer's motivation theory, a detailed description of different generations in the current labor market (with emphasis on Generation Z's characteristics and expectations), and examples of possible monetary and non-monetary incentive systems, including case studies.
Which keywords characterize the work?
Key words characterizing this work include Generation Z, Motivation, Incentive Systems, Alderfer's ERG Theory, Intrinsic Motivation, Extrinsic Motivation, Labor Market, Employee Needs, and Work-Life Balance.
How does Alderfer's ERG Theory differ from Maslow's Hierarchy of Needs?
Alderfer's ERG theory reduces Maslow's five needs into three core categories (Existence, Relatedness, Growth), allows for multiple needs to be active simultaneously, and introduces the concept of frustration-regression, where an unsatisfied higher need can lead to a lower need becoming dominant.
What are the key characteristics and expectations of Generation Z regarding their work environment?
Generation Z, as digital natives, places high value on flexibility, work-life balance, self-determination, and a sense of purpose. They expect attractive working conditions, opportunities for personal development, and value inclusion, diversity, feedback, and technological integration, often exhibiting lower employer loyalty.
What is the main distinction between monetary and non-monetary incentive systems as discussed for Generation Z?
Monetary incentive systems, such as bonuses or profit sharing, primarily address extrinsic motivation through financial rewards. Non-monetary systems, including flexible working models, training opportunities, recognition, and a positive work atmosphere, foster intrinsic motivation and are particularly vital for Generation Z's long-term engagement and satisfaction.
Can you provide an example of a company adapting its management practices to motivate Generation Z?
The case study of the bakery in Wittlich-Wengrohr illustrates adaptation by optimizing working hours to improve work-life balance and creating an environmentally friendly work environment with a PV system, aligning with Generation Z's values for flexibility and sustainability.
- Arbeit zitieren
- Anonym (Autor:in), 2023, Motivation of Generation Z. An overview of possible motivational incentive systems, München, GRIN Verlag, https://www.grin.com/document/1435139
