Date of Conferral

2020

Degree

Ph.D.

School

Management

Advisor

David Banner

Abstract

Effective integration of new generations of employees has been a problem for organizations for decades, resulting in high turnover, increased costs, and lowered revenue. Generation Z (Gen Z) has recently entered the workforce and is experiencing the same ineffective integration practices as prior generations, with characteristics and expectations that conflict with current work climates. Therefore, the purpose of this study was to explore the level of consensus among 15 midlevel organizational managers over the age of 30, employed at a mid-level managers’ position with a direct reporting line of 20 or more employees for a minimum of 2 years, possessing educational qualifications of a bachelor’s degree or above, from an organization of 500 employees or more on integration strategies to engage and retain Gen Z employees. The study was an e-Delphi and used a conceptual framework based on the organizational support theory and the psychological contract theory, supporting the Bauer’s onboarding model of the Four C’s: compliance, culture, clarification, and connection. The data was collected using Survey Monkey and analyzed using thematic analysis and patterns. The findings include a consensus on integration practices focused on (a) socio-economic support, (b) psychological well-being, (c) developing a career path, (d) establishing support mechanisms, (e) developing personal relationships and belief systems, and (f) benchmarking growth opportunities. The findings may create positive social change through fostering healthy relationships with managers and diverse generations of employees, creating a harmonized workplace, as well as bridging the generational divide and promoting organizational success.

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