Generation Z—typically defined as individuals born between the mid-1990s and early 2010s—has entered the workforce with expectations that differ significantly from previous generations. Having grown up in a digital environment, they value flexibility, continuous learning, psychological well-being, and purpose-driven careers. These changing expectations have encouraged organizations to rethink traditional human resource management strategies.
Work engagement has become one of the most important indicators of organizational success. Employees with high engagement tend to demonstrate greater enthusiasm, dedication, creativity, productivity, and commitment while showing lower intentions to leave their organizations. Previous studies cited in the review suggest that only a minority of Generation Z employees report feeling fully engaged in their work, making this issue increasingly relevant for employers worldwide.
A Comprehensive Review of Recent Research
Rather than collecting new survey data, the researchers conducted a Systematic Literature Review (SLR) using the internationally recognized PRISMA 2020 guidelines. They searched major scientific databases, including Google Scholar, Scopus, ScienceDirect, Emerald Insight, SpringerLink, Taylor & Francis Online, Wiley Online Library, and Garuda.
From an initial pool of 30 publications, the review applied strict inclusion and exclusion criteria before selecting 20 peer-reviewed empirical studies published between 2020 and 2026. These studies represented research conducted in several countries, including Indonesia, Vietnam, Malaysia, India, and the Philippines. The authors synthesized findings from multiple quantitative studies to identify the most consistent factors influencing work engagement among Generation Z employees.
Five Factors Consistently Improve Work Engagement
The review found that the determinants of Generation Z work engagement can be grouped into four broad categories: organizational factors, leadership factors, job-related factors, and individual psychological factors.
Across all reviewed studies, five factors emerged as the strongest and most consistent predictors of work engagement:
- Perceived organizational support, where employees believe the organization values their contributions and cares about their well-being.
- Empowering leadership, characterized by trust, autonomy, participation in decision-making, and regular feedback.
- A supportive work environment, including positive workplace relationships and healthy organizational culture.
- Work meaningfulness, where employees perceive their work as valuable and purposeful.
- Work-life balance, allowing employees to manage professional responsibilities alongside personal life.
The review also identified several additional positive contributors, including organizational commitment, supervisor support, workplace flexibility, career development opportunities, job resources, self-efficacy, psychological well-being, and positive self-evaluation.
Conversely, job stress consistently appeared as the primary factor reducing work engagement among Generation Z employees. Excessive work pressure was associated with emotional exhaustion, lower motivation, and reduced commitment to work.
Why Organizational Support Matters Most
Among all identified factors, perceived organizational support showed the strongest and most consistent influence across the reviewed studies.
Employees who believe their organizations appreciate their contributions, provide opportunities for development, recognize achievements, and genuinely care about employee well-being are significantly more likely to become engaged in their work.
The review explains that this finding aligns with Social Exchange Theory, which suggests that employees naturally reciprocate positive organizational treatment through stronger commitment and higher engagement.
For Generation Z, organizational recognition appears particularly important because this generation places considerable value on appreciation, psychological safety, and supportive workplace relationships.
Leadership Style Makes a Significant Difference
The review also highlights the critical role of leadership in shaping employee engagement.
Generation Z employees respond particularly well to leaders who encourage collaboration, empower decision-making, provide constructive feedback, and support professional development. Rather than relying solely on hierarchical authority, effective leaders create an environment where young employees feel trusted and capable of contributing to organizational success.
According to the synthesis presented by Mahatma Elok Nurani and Suhadianto from Universitas 17 Agustus 1945 Surabaya, empowering leadership strengthens work engagement by increasing employees' confidence, competence, and sense of autonomy.
Flexible Work Is No Longer Optional
The findings further demonstrate that work-life balance and workplace flexibility have become central expectations for Generation Z employees.
Flexible work arrangements help employees balance professional responsibilities with personal life, leading to greater satisfaction and stronger engagement. The review also indicates that supportive workplace relationships and healthy organizational environments reinforce these positive outcomes.
At the same time, meaningful work remains essential. Generation Z employees are more likely to stay engaged when they believe their work contributes to broader goals and aligns with their personal values rather than serving only as a source of income.
Implications for Employers and Policymakers
The findings provide several practical recommendations for organizations seeking to attract and retain Generation Z talent.
Companies can strengthen employee engagement by:
- Building a culture that demonstrates genuine organizational support.
- Developing leaders who empower rather than simply supervise employees.
- Offering flexible work arrangements whenever possible.
- Creating clear career development opportunities.
- Promoting psychological well-being and healthy work environments.
- Reducing unnecessary workplace stress through better workload management.
These strategies may improve organizational performance while reducing employee turnover, enhancing innovation, and strengthening long-term workforce sustainability.
The review also suggests that policymakers, educators, and human resource professionals can use these findings to design employment policies and workplace practices that better reflect the expectations of younger generations entering the labor market.
Academic Perspective
Mahatma Elok Nurani and Suhadianto of the Faculty of Psychology, Universitas 17 Agustus 1945 Surabaya, conclude that work engagement among Generation Z employees cannot be strengthened through a single organizational initiative. Their synthesis indicates that engagement results from the interaction of organizational support, empowering leadership, supportive work environments, meaningful work, flexibility, and employees' psychological well-being, making an integrated human resource strategy essential for modern organizations.
Author Profile
Mahatma Elok Nurani is a researcher from the Faculty of Psychology, Universitas 17 Agustus 1945 Surabaya, Indonesia. Her research focuses on industrial and organizational psychology, employee engagement, organizational behavior, and human resource management.
Suhadianto is a faculty member at the Faculty of Psychology, Universitas 17 Agustus 1945 Surabaya, Indonesia. His academic expertise includes organizational psychology, employee behavior, workplace well-being, and human resource development.
Source
Article Title: Factors Influencing Work Engagement among Generation Z Employees: A Systematic Literature Review
Authors: Mahatma Elok Nurani and Suhadianto
Journal: Formosa Journal of Multidisciplinary Research (FJMR)
Publication Year: 2026
DOI: https://doi.org/10.55927/fjmr.v5i7.138
Official Journal: https://journalfjmr.my.id/index.php/fjmr
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