INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025
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Z Generation’s Impact on Today’s Organizations, Human Resource
Management and Leadership
Zhihong WANG (Jossy, Khos-Uyanga)
1
, Munkhdelger Tsevegjav
2
, Altantovch Ganbaatar
3
,
*Purevdulam Altantsetseg
4
1
Business school of Mongolia International University (MIU)
2
Law school of CITI University
3,4
Business school of CITI University
*Corresponding Author
DOI:
https://dx.doi.org/10.47772/IJRISS.2025.910000137
Received: 29 September 2025; Accepted: 04 October 2025; Published: 06 November 2025
ABSTRACT
Organizations are working with issue such as hiring the wrong person, organizing unnecessary workplace
training, not operating a proper incentive system, not having human resources performed by professionals,
working without legal regulations, and not paying attention to diversity in the workplace. In addition, company
and enterprise managers have faced a lot of difficulties in understanding and working with new and young
employees. Generational differences are evident. Not only are they born, brought up, and studied in different
environments, but there are quite a few differences in their views and values. This study focuses on Generation
Z and aims to examine how this generation's behavior affects organizations, human resource management, and
leadership. Managers face the challenge of how to recruit Gen Z and predict what they will expect once they've
been recruited. Management is concerned about how to manage Generation Z. As directors, managers, and line
managers lead Generation Z, there is a need to understand them, be sensitive to them, and incorporate them into
their HR policies. Generation Z also faces challenges in adapting to work in organizations. This study has
theoretical and practical implications and can be further explored.
Keywords: Generations, Z generation, organizations, HRM, Leadership
INTRODUCTION
People are individually different and are influenced by their social environments such as education, school and
professional life. Furthermore, they shape their own
experiences as they grow up, and through their experiences with friends and colleagues. The development of
individual values and attitudes is affected by a continuous learning process throughout their life. The New
Generations are changing framework conditions into today's organizations and cause significant changes. Further,
they differ dramatically from their predecessors. Z generation dont accept a raditional leadership, and old human
resource management and its implement. G generation people are looking for new organization, effective
leadership style and HRM. Z people want Work-life balance plays a significant role. This study focuses on
Generation Z and aims to examine how this generation's behavior affects organizations, human resource
management, and leadership. Items of variables are acceptable.
LITERATURE REVIEW
This part includes Z generation’s behavior, organization, human resource management and leadership studies.
The current study relies on Z generation behavior literature to study the proposed research framework. Figure 1
shows the research model.
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025
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Z Generation’s behavior and organization
Each generation has its own characteristics and in terms of time, 1883-1900 or the lost generation, 1901-1924-
the great generation, 1925-1945 or the silent generation, 1946-1964 baby boomer, 1965-1980 Generation X, 1981-
1996 Millennial generation, 1997 - Generation Z in 2012, while generation Alpha will be formed in 2013-2025.
There are generations of people working in any organization, and Generation Z makes up a significant percentage.
The organization provides the framework for companies and creates the conditions for processes. It is rational
designed and thoroughly structured social entity where whose members work together as a team towards an
explicitly stated common goal. Different generations cause a constant change in the organization over time.
Never before have so many different generations worked in today’s companies, and therefore, corporate culture
plays an important role. Scientists assumed that number of Z people will increase in organization. That’s why
organization have to be ready to hire them. Compared with ten years ago, today the young and educated
workforce has aspirations and preferences that are more aligned with those prevalent in``Western'' industrialized
societies [1].
Z generation’s behavior and human resource management
A key issue in human resource management is job analysis. It consists of job description, job selection, training
and career development. Today simple human resource management for Generation Z is no longer sufficient. In
addition to personnel administration such as billing or contracting, the areas of personnel organization and
personnel development are part of operational human resource management. The New Generations show the
motivation for continuous education and demand from their future employer the possibility of internal or external
training. A key factor in determining the level of resource allocation and quality of HR activities is the dedication
and commitment of the top management [2]. Generation Z joining the workforce brings in a group of individuals
with distinct traits—whether it's their abilities, what they look for in a job, or how they act on the job [3].
Generation Z’s desire for flexible working hours stems from the environment they were raised in a fast-paced,
globalized world that shaped their expectations and lifestyle [4].
Z generation’s behavior and leadership
The difference between management and leadership is one of the most critical aspects of the New Generations.
Millennials do not want to receive instructions but want to work on equal terms and want to be involved in the
decision-making process. Therefore, an authoritarian style of leadership is no longer possible because it will be
rejected. For organizational transformation, it is essential to find a leader who can support and transport the change
and has all the required skills to lead the New Generations. Although Generation Z often has not yet arrived in the
workplace, they already make demands on their future leaders. In the last decades, many pieces of research about
the New Generations have been published and they did not stop until today, even though they have already entered
the working world. The progressive and different definition of the generations reflects this. It seems that the
organizations have failed to prepare for the changes and missed out on implementing measures. [5] highlighted
that a leader has to be skilled enough to lead different kinds of employees, under different circumstances in the
future. Comprehensive theoretical research provides a good starting point to test the researchers' statements in
practice. Therefore, relying on the above discussions, we propose the hypotheses H1, H2 and H3.
Hypothesis 1 (H1). Z generation behavior has a positive association with organization
Hypothesis 2 (H2). Z generation behavior has a positive association with management
Hypothesis 3 (H3). Z generation behavior has a positive association with leadership
RESEARCH METHODOLOGY
In this study, the quantitative approach was applied. The respondents for the survey were chosen from Mongolian
all sectorial companies. Question of questionnaires prepared as Philipp Klein’s New Generations concept map [6].
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025
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Therefore, CEO, HRMs, and Up-middle level managers evaluated their employees. The questionnaires were
distributed to CEO, HRMs, Up-and mid-level managers in order to get their response about their employees.
Source: Philipp Klein’s New Generations concept map.
RESULT
30 CEO, HR managers participated in this study and they evaluated their Z employees.
Demographic characteristics
Table 1 presents the data related to the respondents’ profile, such as business sector and Percent of Z employees.
As shown, the majority of respondents are food sector (N = 6, 20%), between 16 to 20 % (N = 16, 40%) is Z
generation employees.
Table 1. Respondents’ profile
NO
Variables
Items
Frequency
Percent
1
Business
sector
Food
6
20.0
Tourism
3
10.0
Technology
5
16.7
Education
5
16.7
Agriculture and Farming
2
6.7
Construction
4
13.3
Health care
1
3.3
Other
4
13.3
2
Percent of Z
Until 5%
11
36.7
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025
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employees
6 to 10%
4
13.3
11 to 15%
3
10.0
16 to 20%
12
40.0
Reliability test
Exploratory factor analysis (EFA) enables researchers to refine measures, evaluating construct validity and also
test hypotheses. To get a satisfactory model, we followed a set of general suggestions by [7] Tabachnick and
Fidell (2001). Accordingly, the Kaiser–Meyer–Olkin measure of sampling adequacy must be greater than 0.6,
communality values must be greater than 0.5, and eigenvalues must be greater than 1. Table 2 presents the
results of factor analysis, instrument validity, and reliability. All factor loadings are above 0.5. The Kaiser–
Meyer–Olkin (KMO) Test measures the suitability of the data for factor analysis [8]. Reliability test shown
α=0.633 to 0.838, then total is 0.960 and it is more than 0.6.
Table 2. Reliability and Validity
No
Variables
Item
Cronbach Alpha α
1
Organization (ORG)
8
0.713
2
Leadership (LS)
7
0.710
3
HRM
7
0.633
4
Z generation’s
behavior (ZGB)
4
0.838
Total
26
0.960
Table 3. Linear regression (Coefficients
a)
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
-.777
.660
-1.177
.250
ORG
.486
.223
.341
2.177
.039
LS
.310
.301
.255
1.032
.312
ZGB
.294
.257
.293
1.144
.263
a. Dependent Variable: ZGB
Table 3 shown result of linear regression analysis, therefore, H1, H2 and H3 are supported. Beta coefficient is
shown β=.223, β=.301, β=.257, it means that all independent variables has weak association with dependent
variable.
CONCLUSION
As the society we live in is rapidly changing over time, representatives of generations live side by side, and it is
important to recognize and appreciate their diverse views and experiences. This study focuses on Generation Z
and aims to examine how Z generation's behavior affects organization, human resource management and
leadership. Specially, this study focuses on the changes in the working world caused by the New Generations.
Therefore, the changing requirements need to be considered in an overall context regarding the changes in
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025
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organization, human resource management and leadership must be analyzed. These areas have a significant
influence on the introduction or adaptation of processes, methods and tools and are responsible for the
implementation of possible measures. This study has shown that the key areas flexibility, feedback, career &
personal development, digitization and leadership need future adjustments and adaptations in the areas of the
organization, human resource management and leadership to respond to the requirements of Z Generation. Result
shown that Z employees's behavior influence to orgnaization, leadership and implementation of HRM. One of
the challenges in the science of Human Resource Management is generational leadership, and as Generation Z
will lead, it is necessary to improve our understanding and understanding of them. For example, enterprises and
organizations need to know about Generation Z and study their behavior in order to deliver their products and
services to their target customers.
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