Generation Z quiet quitting: The role of learning agility and work engagement

Abstract

“Generation Z” represents a significant portion of the workforce. By addressing the concernsof Generation Z quiet quitting through learning agility and work engagement, organizations can design a human resources strategy to build a more resilient and thriving workforce. Purpose. This study examine show perceived organizational support moderates the relationship between learning agility and work engagement toward Generation Z quiet quitting in Central Java, Indonesia. Method. A descriptive quantitative survey method was adopted in this study. Data were collected from 239 Generation Z employees in Central Java, Indonesia. The data was analyzed using PLS moderating structural equation modeling. Findings. This study found that perceived organizational support was a pure moderating variable in the relationship between learning agility and work engagement toward Generation Z employees quiet quitting. Organizations can develop enhanced retention strategies for Generation Z employees by learning about their unique traits and preferences that consider generational differences, organizational and cultural contexts, and workplace changes. The findings of this study provide a new knowledge and strategy that may be used to reduce quiet quitting, which can be tailored to fulfill the needs of Generation Z employees and lead them to be more engaged and committed workforce.