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The aim of the paper is to measure the service quality, satisfaction, service value and behavioral intentions of Gen Z in leading global Quick Service Restaurants (QSRs) in India by integrating QUICKSERV into an established model of consumer behavior.

A cross-sectional study design was used for the hypothesis testing. Service quality perceptions with satisfaction, service value and behavioral intentions were measured using structural equation modeling.

The outcomes suggest a direct effect of the service quality of QSRs on the satisfaction, service value and behavioral intentions of Gen Z customers. Satisfaction further influenced customers' behavioral intentions. However, customer satisfaction and behavioral intentions were not directly influenced by service value. Finally, the association between service quality and behavioral intentions was mediated by satisfaction.

Managers should encourage a pleasant attitude, good grooming and friendliness in QSR employees as Gen Z highly values these aspects. At the same time, QSRs should focus to elevate the service value of Gen Z customers by lowering their sacrifice perceptions and fostering initiatives.

Although many studies have considered millennials along with Gen Z to analyze the relationship between service quality and behavioral intentions in different service settings, few researchers have considered the impact of Gen Z consumer features in service quality research separately. The findings of the study will help both practitioners of different QSR brands and facilitators in hospitality academia to better understand the nuances and uniqueness of Gen Z consumer behavior in the QSRs.

This research aims to explore generation (Gen) Z's personal branding on social media when job seeking.

Gen Z students, in their final year of university, were interviewed about personal branding, as well as recruiters and career advisors to gain insights into the recruitment process and expectations of online personal brands. Before interviewing, Gen Z students' LinkedIn profiles were examined, and then fed into the interview process.

Using impression management theory, the findings show that Gen Z perceive online personal brands as a crucial tool to gain more advantage in job markets. A gap was found between desired and perceived selves in Gen Z's online personal brands. Strategies such as effective self-reflection, authentic communication, self-promotion processes, awareness of risks and constantly controlling digital footprints were suggested to build stronger and more coherent personal brands. Gen Z are in favour of a more dynamic, interactive, work-in-process of authentic personal brands.

This research demonstrates the importance of authentically building online personal branding strategies and tactics to bridge the divide between Gen Z's desired and perceived images in personal branding on social media when job seeking.

As the youngest generation – Generation Z (Gen Z) – enters the workplace, there is a growing interest in this cohort's career needs and expectations. This paper explores the under-researched topic of Gen Z project management (Gen Z PM) professionals. In addition to shedding light on the factors that positively affect Gen Z PM professionals' early career-development phase, this research aims to identify specific organization-led practices that can foster sustainable early PM careers and so achieve greater workforce sustainability.

Through the lens of the resource-based view (RBV), Gen Z PM professionals are considered critical resources that can help ensure workforce sustainability in project-based organizations (PBOs). Semi-structured in-depth interviews were conducted with 25 Gen Z PM professionals in Australia to explore the professionals' early career experiences and the organizational-support initiatives that facilitate positive experiences. The results were analyzed using thematic analysis.

The results revealed that most Gen Z PMs experienced many challenges and a lack of support during their early career phase: Gen Z value (1) mentoring, (2) time for training and development, (3) showing support and guidance, (4) understand skill-gaps and (5) reasonable workloads. Through catering to these needs, PBOs can ensure better career sustainability for their young Gen Z talent and, therefore, greater workforce sustainability for the project profession.

According to the career sustainability lens, PBOs play a significant role in ensuring that their valuable young PM talent are supported and retained in the profession. This research sheds light on what Gen Z PM professionals value in their early careers, which guided recommendations to better support this new generation of project professionals.

This paper aims to explore the career aspirations of individuals belonging to the Gen Z cohort, i.e. born between 1995 and 2012.

This paper is a systematic review of the literature. The authors accessed four databases to collect literature for review. The databases included were Academic Search Ultimate, Business Source Ultimate, ERIC and Google Scholar. Keywords used to conduct the search process were as follows: career development, career aspiration, generation Z, Gen Z and iGen. The authors imported all articles to RefWorks, read article abstracts and decided on whether to include or exclude the article in the review.

Based on this systematic review, the authors found that intrinsic and extrinsic factors determine Gen Z's career aspirations. Further, based on past studies' predictions, the authors concluded that Gen Z has well-defined career expectations and career development plans.

Gen Z is the newest generation to enter the workforce. With limited research on this cohort, this study synthesized the existing knowledge of Gen Z students' career aspirations and their future employers' expectations. All research around Gen Z is currently focused on students, and hence, it is challenging to predict their workplace behavior. In this work, the authors provided organizations and practitioners guidelines to be prepared with Gen Z's expectations as they enter the workplace.

This systematic literature review synthesizes empirical research from around the world on career aspirations related to Gen Z.

Bubble tea has become a popular beverage among the Gen-Z population in recent years, not only in Asia where this beverage originated, but also worldwide. This research aims to understand the motivational factors of Gen-Z consumers in Indonesia in purchasing bubble tea products.

This research adopts a qualitative methodology by interviewing 22 Gen-Z consumers living in Indonesia. A thematic-analysis approach and NVivo software are applied for the data analysis.

Eight factors, i.e. taste, texture, packaging, store, price, health, trend and brand, play important roles in explaining how the emotional dimensions (pleasure, arousal and dominance) created by the environmental stimuli of bubble tea were approached or avoided within the purchasing behaviors of Gen-Z consumers. This study also identified affiliation behaviors as the result of interactions between the three dimensions.

As a qualitative study, this research used a particular and limited context to gain insights. Hence, a broader scale of research using a quantitative approach is recommended to validate the factors influencing purchasing behavior among the Gen-Z population.

This study can help practitioners to gain a better understanding of Gen-Z consumers’ behaviors on beverage products and to formulate effective marketing strategies.

To the best of the authors’ knowledge, by adopting a qualitative approach, this study is among the first to explore more deeply the emotional dimensions that drive Gen-Z’s decisions regarding whether to purchase a bubble tea product or not.

This study aims to examine how members of Gen Z are impacted by Covid-19, specifically focusing on their professional opportunities, work preferences and future outlook.

A survey consisting of 24 questions including a Likert scale, multiple choice and open-ended was created to understand how members of Gen Z perceive Covid-19 impacting their education, employment, mental health and relationships. The survey was disseminated to employees of a corporate restaurant franchise, Christian college admissions and guidance non-profit, and online through social media including Instagram, Facebook, Reddit and LinkedIn. A total of 517 respondents completed the survey. Survey participants came from 29 states and 6 countries.

Results highlight Gen Z overwhelmingly values interpersonal connections, wants to Zoom less and work more in-person. The findings help anticipate potential professional gaps due to Covid-19 restrictions, as well as point out how Gen Z is markedly different in terms of workforce trends. Content analysis from an open-ended question reveals the extent of disruption Gen Z has experienced, adversely affecting their career plans and stalling professional development. Yet, despite these setbacks, Gen Z maintains a cautiously optimistic future outlook.

Limitations to the study include the sample is largely comprising White women so the generalizability of results may be limited and the self-reporting nature of the survey may pose problems with method variance.

These findings have implications for Millennials as managers as they identify where resources should be invested including strengthening interpersonal communication skills, providing mentoring opportunities and appealing to their financial conservatism to recruit and retain Gen Z employees. The changes in telecommuting preferences and desire for more interpersonal and in-person communication opportunities highlight how Gen Z is markedly different than previous generations.

Gen Z’s optimistic future outlook conveys a sense of resilience and strength in the face of stress. Rather than engaging in cognitive distortions and over generalizations when stressed, results show Gen Z is able to find healthy alternatives and maintain optimism in the face of stress. Additionally, due to the extent of isolation and loneliness Gen Zers reported, the value of in-person connections cannot be overstated. As results convey a sense of being overlooked and missing out on so many rites of passage, inviting Gen Zers to share how they have been impacted, recognizing their accomplishments and listening to them may go a long way to develop rapport.

This study differs from others because it takes a generational look at Covid-19 impacts. The qualitative nature allows us to hear from members of Gen Z in their own words, and as a generational cohort, their voices inform workplace attitudes, practices and managerial procedures.

In this digitalization age, smart technologies are on the cusp of changing all business sector including retailing. Today’s consumers desire to shop in a smart store where the physical products on display are connected to the internet world. This study aims to propose a model for investigating Generation Z (Gen-Z) consumers’ expectations towards the smart retail technology (SRT) in the Malaysian context through the application of the stimulus-organism-response framework.

By using a purposive sampling technique, a self-administered questionnaire was conducted. A total of 220 usable responses were collected from Gen-Z consumers who had experience in using SRT. The data were analysed using partial least square structural equation modelling (PLS-SEM).

This study underscores the role of perceived usefulness, perceived enjoyment and perceived value on Gen-Z consumers’ attitude and word-of-mouth (WOM). Expectations on usefulness, enjoyment and value provide some ideas on Gen-Z consumers’ value who put a high emphasis on functional value, fun value and value for money when adopting the SRT. On the other hand, the result also demonstrates the mediating role of consumers’ attitude in connecting perceived value and perceived enjoyment on WOM towards SRT.

The findings of this study provide beneficial insights for a retailer who desire to pursue a smart-related acquisition strategy. Retailers are recommended to embrace on the following three key features: innovative solution (high usefulness), reliable benefits (high perceived value) and fun experience (high enjoyment) to provide Gen-Z consumers with compelling experiences. Additionally, retailers are suggested to acknowledge the importance of managing consumers’ attitude in driving positive WOM evaluations.

This paper responds to Ting et al.’s (2018) call in uncovering values and lifestyles of generation in details. In Malaysia, retailers ought to incorporate of the high level of usefulness, value and enjoyment when designing their SRT to constitute the Gen-Z consumers’ expectations. Moreover, similar to Ting’s conclusion, this cohort members are very much into technologies and they tend to embrace SRT in their lifestyles.

This research paper focuses on the arriving new generation, “Gen Z,” and how an organization can target this new talent through innovation in its employer branding. This paper aims to enhance the readers’ understanding of how generation Z is different from the previous generations and their unique preferences. This study also attempts to probe and help readers understand innovative practices in employer branding and what tools can be used under this umbrella to influence and attract the increasing workforce of generation Z to the labor market.

There were 21 in-depth semi-structured interviews taken from human resources (HR) heads of various organizations, a few mid-managers, consultants and HR experts based in India. Each interview was transcribed, and a technique of inductive content analysis was used. Broad themes and several new items emerged that looked at innovation in employer branding.

It was found through this study that Gen Z has high career aspirations, working styles, attributes, education preferences and has an innovative mindset. This demands a flexibility of being independent and confident. They prefer diversity not just through race and gender but also through identity and orientation. Most important, money is not the only priority for them when it comes to their career development. They also want themselves to be associates with a workplace exhibiting community support. They are driven by an innovative mindset where they resort to creative means to achieve their goals.

The research paper is exploratory. The model and hypotheses the author arrives at must be verified empirically by collecting primary data through validated instruments by the relevant stakeholders in the organization, specifically the stakeholders specializing in the domain of talent acquisition and talent management, to add additional weight and meaning to the literature.

As the members of Gen Z are about to step into the labor market, the proposed finding in this research paper would help current industrial practitioners rethink how they will design their policies to entice and integrate Gen Z into the workplace.

Realizing that companies’ experience with millennials’ entry into the workforce might not have prepared them to win with Gen Z, the author has examined what makes Gen Z different from earlier cohorts on how do they approach the workplace. Understanding the unique behavioral differences, the author has proposed organizations’ practices to appeal to them to work with them. Adding to the existing literature on “Generation Z” and “Employer Branding,” the author has linked both in the paper with a qualitative study and proposed a model to build Generation Z’s employer brand.

The purpose of this paper is to identify the wine consumption preferences and behavior of Gen Z wine consumers in the USA and to determine if and how Gen Z differ from other major generational cohorts in the USA. This study applies the concepts of generational cohort theory to the US wine market to examine similarities and differences between age cohorts and their potential impact on future wine sales.

A quantitative survey was conducted with a quota sample of 1,136 US wine consumers located in all 50 states. Data analysis included one-way ANOVA analysis to test the null hypothesis that the generational cohort means are equal. If the test detected at least one mean difference across cohorts, then pairwise comparisons were performed to identify, which groups differed. The Tukey–Kramer method was used for all post hoc tests. Basic descriptive statistics were also calculated.

The results show some parallels in terms of similar consumption levels and a higher preference for red wine across all cohorts. However, on the majority of other common wine consumer research topics, Gen Z shows significant differences. Of specific interest, Gen Z consumers report higher levels of preference for sparkling wine than other cohorts; prefers to drink in social situations; are much more interested in labels and package; make decisions based on varietal and alcohol level and are much more engaged on Instagram and Snapchat social media platforms – all pointed to new marketing tactics needed to reach this new consumer segment.

This is the first empirical wine research study to explore the wine preferences and behaviors of Gen Z in the US market. This is valuable because Gen Z is a very large population of consumers, comprising 32% of the world population (Miller and Wei, 2018) and already represent more than $143bn in buying power (Dill, 2015). They are expected to have a huge impact on consumer products, not only in the USA but also on a global basis. Given that the USA is currently the largest wine market in the world in both volume and value (Wine Institute, 2019; VinExpo, 2018), it is important that research is conducted on this new and powerful generation.

This paper aims to develop the readers’ understanding of the transforming role of job engagement (JOB) drivers, specifically for Gen Z in information technology (IT) Companies across India. It measures the association of JOB and perceived organizational support (POS), perceived supervisor support (PSS) and co-worker relationship (COP) with a very special reference to Gen Z.

A total of 302 survey-based responses were collected. To test the conceptualized model of JOB, structural equation modeling was used. Confirmatory factor analysis was conducted using the AMOS platform toward determining the reliability and validity of the individual constructs and the overall model.

All three dimensions, namely, POS, PSS and COP, are positively related to JOB. Out of the three, the most contributing extent in engaging Gen Z is PSS.

A conceptual framework of Gen Z engagement drivers could help human resource (HR) researchers fine-tune Gen Z employees’ retention strategy. The paper shows that it is not about pandering to them but about eliminating blocks so that Gen Z can deliver the future business.

The outcomes may aid establishments and policymakers in advancing and improving HRs policies in engaging Gen Z, who have started entering the organizations.

JOB practices can add to the determinations of the HRs processes in the IT start-ups organizations in dealing with Gen Z. This research reconnoiters the drivers of engagement strategies directly impacting JOB Gen Z.