Generation Z and the Labor Market: What Does This Generation Value?

Bruna Roberta Ribeiro; Carlos Eduardo Lima

DOI: 10.22167/2675-6528-202602729

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

With the growing representativeness of Generation Z in the job market, understanding their values, expectations, and motivations has become crucial for organizational adaptations. The study aimed to analyze the work values of Generation Z. To this end, a quantitative survey was conducted using a questionnaire with 45 questions based on the Work Values Scale (EVT), validated by Porto and Tamayo (2003). The sample included 81 Generation Z respondents. Data collection occurred between June and August 2025, via email, social media, and WhatsApp, and the analysis employed descriptive statistics. The results indicated that the most relevant values were the ability to support oneself (96.3%), having better living conditions (92.6%), job stability (88.9%), earning money (88.9%), and health preservation (86.4%). It was observed that Generation Z prioritizes security, quality of life, collaboration, and socially responsible action, evidencing a shift from traditional models. It was concluded that understanding these values is fundamental for organizations to develop effective strategies for attracting, retaining, and engaging these professionals in the current job market.

Keywords: Generation Z; People Management; Labor market; Work values.

1. Introduction

The history of humanity is marked by political, social, and economic events that influence and shape the patterns and customs of a population (Saltoratto et al., 2019). The definition of generation transcends birth dates, encompassing elements such as ethnicity, religion, social and historical circumstances, marital status, and life cycle (Zonta et al., 2020). Individuals belonging to the same generation share a cultural sphere that tends to influence their attitudes, preferences, and behaviors in the world (Melo et al., 2019).

The contemporary labor market is a space where diverse generations coexist, each with its own values and perceptions about work. Previous generations, such as Baby Boomers (born between 1946 and 1964) and Generation X (born between 1965 and 1981), were shaped by periods of economic stability or instability, valuing aspects such as security, status, and organizational permanence (Melo et al., 2019). Generation Y, or Millennials (born up to 1994), grew up in a technological and globalized context, demonstrating self-confidence and ease in teamwork (Lirio et al., 2020).

In this dynamic scenario, Generation Z, composed of individuals born between 1995 and 2009, emerges with distinct characteristics. Termed zapping, this generation is associated with constant change, rapid information reception, and consequent immediate disinterest (Saltoratto et al., 2019). Currently, Generation Z represents a significant portion of the economically active population in Brazil, entering a job market facing economic stagnation (Pauli et al., 2021).

The current professional environment is permeated by uncertainties and continuous transformations, driven by globalization, technological advancements, and growing diversity. This reality demands a redefinition of work roles to meet new societal demands (Bispo et al., 2022). Generation Z, in particular, demonstrates a natural propensity to seek new career options and alternative professional paths (Leite et al., 2022).

Generation Z individuals value flexibility at work, including hybrid and remote models, and prioritize salary and benefits transparency. They seek financial stability and rapid career growth, adapt to technology-driven workflows, and prefer informal communication styles. Furthermore, they appreciate a healthy work-life balance and show demotivation for repetitive tasks (Shinde and Surve, 2025). They wish to lead in the short term without sacrificing freedom, independence, and quality of work life (Bispo et al., 2022), and they value the company’s image and inclusion in the organizational environment (Ceribeli et al., 2023).

Research indicates that the main factors motivating Generation Z at work include recognition, skill development, organizational well-being, and appreciation for work, with salary being the biggest incentive for performance. This generation tends to work alone, shows little loyalty to companies, and frequently changes jobs, guided by personal preferences (Surugiu et al., 2025).

Given the growing representation of Generation Z in the workforce, it is essential for organizations to understand their emotions, motivations, and challenges. The development of attraction and engagement policies that welcome and value these young professionals is fundamental for organizational success (Pauli et al., 2021). A good relationship between people who share the same goals can generate a more satisfying corporate environment, especially in companies that bring together different generations (Oliveira and Andrade, 2022). Thus, understanding the work values of Generation Z is crucial for organizations to adapt and develop effective strategies for attracting, retaining, and engaging these professionals in the current job market. The present study aims to analyze the work values of Generation Z.

2. Material and Methods

The present study was designed with a quantitative research nature, seeking to analyze the work values of Generation Z. For this purpose, the survey methodological approach was employed, which is characterized by obtaining data and information related to actions, concepts, or characteristics of a target population, through self-administered questionnaires (Matos and Trez, 2012).

The unit of analysis consisted of individuals belonging to Generation Z, born between the years 1995 and 2007, and who were 18 years of age or older. The choice of this target population was justified by the growing representativeness of Generation Z in the labor market and their familiarity with online communication channels, which facilitated reaching participants from diverse locations.

The data collection instrument was an online questionnaire, developed on the “Google Forms” platform. This questionnaire was structured in three distinct sections. The first section presented the Free and Informed Consent Term (TCLE), ensuring the voluntariness and awareness of the participants regarding the research procedures.

The second section of the questionnaire was dedicated to collecting sociodemographic data, covering information such as year of birth, gender, education level, and employment status. The third section, in turn, contained the questions focused on the research objective, totaling 45 items.

These 45 items were based on the Work Values Scale (EVT), an instrument developed and validated in the Brazilian context by Porto and Tamayo (2003). The EVT organizes work values into four main factors: achievement, social relations, prestige, and stability.

The achievement factor comprises the pursuit of personal and professional satisfaction, intellectual independence, and autonomy in work activities. The social relations factor reflects the importance of professional relationships and their positive impact on society. The prestige factor refers to the pursuit of professional success, recognition, and influence.

Finally, the stability factor contemplates the search for financial security, better material conditions, and quality of life. For each of the 45 items, a 5-point Likert scale was used, where the values 5, 4, 3, 2, and 1 corresponded, respectively, to “extremely important”, “very important”, “important”, “slightly important”, and “not important at all”.

Data collection occurred entirely online, between June and August 2025. The link to access the questionnaire was disseminated through emails, personal contacts, individual invitations, and social media, with a request for sharing to broaden the sample’s reach.

The final sample consisted of 81 Generation Z respondents who agreed to the Consent agreement. The application of digital questionnaires, according to Gil (2008), ensured objectivity in questions and answers, in addition to preserving the anonymity of participants and favoring the increase in the number of participants.

For the analysis of the collected data, descriptive statistics were employed. The responses obtained online were processed to identify the frequency with which each item of the EVT was indicated by the respondents, highlighting the values considered most and least relevant. To assist with statistical purposes and translations, artificial intelligence (AI) was used.

Ethical considerations were rigorously observed. All participants had access to the Consent agreement and their information was treated with secrecy and confidentiality. The anonymity of respondents was guaranteed, and the data were used exclusively for academic purposes.

The research was conducted in accordance with the General Data Protection Law (LGPD) – Law No. 13.709/2018 (Brazil, 2018), which establishes guidelines for the protection of personal data. The Ethical Considerations Form (ECF) was completed, and the research project was exempted from submission to the Research Ethics Committee (CEP).

3. Results and Discussion

The analysis of work values of Generation Z revealed a complex and multifaceted panorama, with priorities that align with contemporary socioeconomic and cultural transformations. The initial results of the survey, which involved 81 Generation Z respondents, indicated a strong inclination towards security and quality of life, followed by the pursuit of personal and professional fulfillment, and the valuing of social relationships and responsible action. In contrast, values associated with professional prestige proved less relevant to this group, suggesting a reconfiguration of expectations in the workplace.

The sociodemographic profile of the participants showed an age distribution with a higher concentration at the extremes, with 12.3% of respondents being 30 years old and 11.1% being 18 years old, while 9.9% were 24 years old. The majority of participants identified as female, representing 74.1% of the sample, compared to 24.7% male and 1.2% non-binary. Regarding education level, incomplete higher education predominated with 34.6%, followed by high school with 24.7% and complete higher education with 22.2%. The majority of respondents, 82.7%, were employed at the time of data collection, while 17.3% were not, which did not prevent participation, as the Scale of Values related to Work (EVT) assesses labor aspirations.

Regarding work values, the stability factor was the most valued by respondents. It was found that 96.3% considered the ability to support themselves very important or extremely important, followed by 92.6% who prioritized having better living conditions. Job stability and the desire to earn money were equally important for 88.9% of participants, while 86.4% highlighted health preservation. Meeting material needs was relevant for 58% of individuals. These findings reinforce a strong concern with financial and economic autonomy, reflecting the scenario of economic instability and insecurity in the job market, which leads Generation Z to seek security instead of idealized jobs, as pointed out by Saltoratto et al. (2019).

The interpretation of this data suggests that work is perceived not only as a source of income but as an essential means to ensure quality of life and physical and emotional well-being. Gen Z individuals prioritize having better living conditions, preserving health, and aiming to achieve financial stability and independence. Ceribeli et al. (2023) offer an explanation for this context in Brazil, highlighting the high unemployment rate that hinders the inclusion and re-employment of Gen Z in the labor market. A similarity was also observed between Gen Z and Baby Boomers in valuing stability, possibly due to both generations having grown up during periods of economic stagnation (Ceribeli et al., 2023).

The achievement factor at work, which relates to learning, transformation, and growth through autonomous and creative work, also stood out. The majority of respondents, 87.7%, indicated that they find pleasure in what they do as very or extremely important, and 86.4% valued enhancing their professional knowledge. Personal satisfaction was cited by 85.2%, while professional fulfillment and personal accomplishment (in another question) were important to 84% of participants. Being happy with the work they perform was relevant to 82.7%, and achieving meaningful work for oneself was pointed out by 80.2%. Liking what they do and having an interesting job were valued by 79% and 77.8%, respectively.

These results demonstrate Generation Z’s search for meaning and purpose in work, preferring to work in organizations whose values align with theirs and where they can perform meaningful work. This search is intrinsically linked to development and psychological well-being in the professional environment. Leite et al. (2021) describe that Generation Z individuals prefer to work in organizations that offer work-life balance. Furthermore, growing up in an environment permeated by technological advancements makes them multitaskers, connected, and dynamic, as observed by Pauli et al. (2021).

The research also identified that the lack of autonomy, the impossibility of creating and innovating, the imbalance between personal and professional life, the absence of freedom in work style, and the lack of a sense of belonging to the workplace are aspects that interfere with the retention of Generation Z professionals in companies (Leite et al., 2021). These elements reinforce the need for organizations to offer environments that promote individual and professional fulfillment, going beyond mere financial compensation.

In the social relations factor, which adds to self-transcendence and indicates the valuing of collaboration and social responsibility, respondents attributed high importance to helping others, with 77.8% considering it very or extremely important. A good relationship with work colleagues was valued by 74.1%, and being useful to society by 70.4%. Collaborating with colleagues to achieve group goals was important for 69.1%, and collaborating for the development of society for 64.2%. Having social commitment was pointed out by 63% of participants.

This data indicates that Generation Z demonstrates greater social awareness and prefers to work in organizations that are socially responsible and positively impact society, as reported by Ceribeli et al. (2023). This concern for the world can be explained by the strengthening of social movements and increased awareness of environmental disasters. Although they prefer to work alone on some tasks, Gen Zers appreciate teamwork and social contact with colleagues to build relationships and good coexistence (Ceribeli et al., 2023). Generation Z is creative, open to new experiences, and to dialogue with learnings from previous generations (Oliveira and Andrade, 2022), which consolidates the pursuit of horizontal relationships and social contribution.

In contrast to the other factors, prestige was the least valued by generation Z. Only 39.5% of respondents considered it very or extremely important to have prestige and achieve a prominent position. Work status was relevant for 29.6%, having superiority based on work success for 27.2%, and being well-known for 23.5%. These percentages demonstrate that prestige and hierarchical recognition are not priorities for generation Z. Individuals of this generation are confident, optimistic about their professional future, take initiative, and seek to lead in the short term, but without this translating into a search for traditional status (Bispo et al., 2022).

The research also identified the values that generation Z considers “not important at all”. The majority, 56.8%, do not value following the family profession, and 45.7% do not care about fame. Competing with colleagues and achieving professional goals was considered not important by 37% of respondents. Supervising others and competitiveness were irrelevant to 19.8% each. Being well-known (18.5%), having status at work (17.3%), and having superiority based on work success (12.3%) were also classified as unimportant. This low valuation of competitive and hierarchical aspects, along with little organizational loyalty, contributes to high turnover in the job market, as building a career in a single company is not a desire for this generation (Saltoratto et al., 2019; Surugiu et al., 2025).

The analysis of values by gender revealed some important nuances. For women of generation Z, the most important values were concentrated on the stability factor, with 85% prioritizing the ability to support themselves, 76.7% preserving health, and 73.3% having better living conditions. Earning money was important for 63.3% and job stability for 60%. Achievement values, such as enjoying what they do (61.7%), liking what they do (58.3%), and professional fulfillment (58.3%), appeared in a secondary position. This indicates that, for women, work is primarily a means of financial autonomy, subsistence, and economic security, in addition to ensuring physical and emotional well-being.

Among male participants, the most important values were also related to stability. Having better living conditions and earning money were priorities for 80% of men, while being able to support oneself and preserve health were important for 75%. Achievement values, such as enjoying what one does (70%), personal satisfaction (65%), being happy with work (65%), intellectual growth (65%), financial stability (65%), and professional fulfillment (65%), were also considered relevant. Although economic stability is essential, the dimension of achievement holds a significant position in the values of the male group, evidencing a redefinition of traditional priorities associated with work, such as the pursuit of professional fulfillment (Ceribeli et al., 2023).

The results, in general, indicate that Generation Z prioritizes safety, quality of life, collaboration, and socially responsible action, which represents a change in relation to traditional work models. For organizations, the inclusion of these young people in the job market requires an update of traditional models, incorporating aspects such as flexibility, openness to dialogue, and a culture of innovation. It is fundamental that companies be more collaborative and technological, providing professionals with autonomy to define and perform their activities, and adopt dynamic and flexible work methods so that Generation Z can achieve professional and personal fulfillment.

In summary, the research demonstrated that Generation Z’s work values are predominantly oriented towards economic stability and quality of life, followed by the pursuit of personal and professional fulfillment and the valuing of social relationships and social impact. The prestige factor, in turn, proved to be less relevant. These findings are crucial for organizations to develop effective attraction, retention, and engagement strategies, adapting to the expectations of a generation that seeks purpose, well-being, and a work environment aligned with its values.

4. Conclusion

The present study aimed to analyze the work values of generation Z, a demographic group with growing representation in the market. It was found that individuals of this generation strongly prioritize economic stability and quality of life, manifested by a high valuation of the ability to sustain oneself, to have better living conditions, to seek job stability, and to preserve health. A significant pursuit of personal and professional fulfillment was also observed, with an emphasis on pleasure in their activities, knowledge enhancement, and personal satisfaction. Additionally, the valuation of social relationships and socially responsible action was identified, indicating a preference for collaborative environments and companies with a positive impact on society. In contrast, professional prestige and hierarchical status were the least relevant factors for this group, signaling a reconfiguration of labor expectations compared to traditional models.

Understanding these values is fundamental for organizations to develop effective strategies for attracting, retaining, and engaging these professionals, adapting to their expectations for purpose, well-being, and a work environment aligned with their principles. However, the study presented limitations related to sample size and difficulty of access to individuals, in addition to the absence of qualitative interviews that could deepen the understanding of perceptions. It is suggested that future studies explore themes such as Gen Z leadership, the impact of technology and gamification in the workplace, and the relationship between motivation, engagement, ethics, diversity, and social responsibility, in order to expand knowledge about the dynamics of this generation in the professional context.

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