Job Hopping Generation Z And Factors Affecting The Choice Of Workplace In Ho Chi Minh City.pdf

lOMoARcPSD|38557106

HO CHI MINH CITY UNIVERSITY OF EDUCATION

ENGLISH DEPARTMENT

~~~~~~*~~~~~~

BUSINESS RESEARCH

Job hopping: Generation Z and factors affecting
the choice of workplace in Ho Chi Minh City

Student : Nguyen Ngoc Huyen Tram
Code : 46.01.751.194
Teacher Support
: Ms. Ho Thi Xuan Vuong

HCMC, 14th December, 2022

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

HO CHI MINH CITY UNIVERSITY OF EDUCATION

ENGLISH DEPARTMENT

~~~~~~*~~~~~~

SCIENTIFIC RESEARCH

Job hopping: Generation Z and factors affecting
the choice of workplace in Ho Chi Minh City

Student : Nguyen Ngoc Huyen Tram
Code : 46.01.751.194
Teacher Support
: Ms. Ho Thi Xuan Vuong

HCMC, 14th December, 2022

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

Table of Contents
Abstract ..................................................................................................................1

I. Introduction...............................................................................................2
1.1. Background ..........................................................................................2
1.2. Research objectives .............................................................................2

II. Literature review ......................................................................................4
2.1. Generation Z job-hopping ...................................................................4
2.2. Gen Z's Workplace Expectations ........................................................6

III. Research methods .....................................................................................8
3.1. Research design ...................................................................................8
3.2. Population ............................................................................................8
3.3. Data collection .....................................................................................8

IV. Findings and discussion ........................................................................9
4.1. Results ..................................................................................................9
4.2. Discussion ..........................................................................................13

V. Conclusion and Recommendation ........................................................15
5.1. Conclusion .........................................................................................15
5.2. Recommendation ...............................................................................15

References ...........................................................................................................16
Appendices ........................................................................................................... 20

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

Table of Figure
Figure 4.1. How many jobs have you done? ........................................................9
Figure 4.2. What is the average length of your job?..........................................10
Figure 4.3. Why you quit your previous jobs?....................................................10
Figure 4.4. What do you expect when you go to work at a company? ..............11
Figure 4.5. Respondent’s opinions .....................................................................12
Figure 4.6. Respondent’s opinions .....................................................................12
Figure 4.7. Respondent’s opinions .....................................................................13
Figure 4.8. Respondent’s opinions .....................................................................13

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

1

Abstract

In industry 4.0, the new workforce is largely Generation Z, which is more tech-savvy than any
previous generation and more likely to collaborate with colleagues to complete tasks. This
generation has some controversial unique characteristics. It is general belief that generation Z
frequently job hopping than the previous generation and this is a big different trait in this
generation. In spite of this, generation Z is highly competitive due to its creativity, enthusiasm,
and ability to recognize current trends as quickly as possible. Compared to previous
generations, they desire rapid career advancement and freedom at work. Generation Z tends to
leave organizations when they do not meet their expectations. For this reason, many managers
today struggle to make decisions and shape policies that meet the expectations of Generation
Z workers so they can attract and retain them. Therefore, this study attempted to determine the
reasons generation Z in Ho Chi Minh City typically job hopping and the factors that affect
them to choose the workplace.

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

2

I. Introduction

1.1. Background
In generations, those with the same birth year and similar economic background are considered
to be within the same generation (Kirchmayer & Fratricová, 2020). Currently in the workplace
there are 3 generations working together (Meret et al., 2017). Those 3 generations are X, Y
and especially generation Z who were born after 1195 is the youngest labor force in the labor

market today. Occasionally, there are different thoughts in a workplace due to the many
generations with different backgrounds. It has been shown that people of the same generation
often think similarly because they have been influenced by similar economic, political, and
cultural experiences (Mccrindle, 2011). It is the employees who are the company's most
valuable assets and whose success directly affects the company's success. This makes the
company in need of an excellent leader who sets a good example for its employees. It is
important for leaders to understand their employees' trends, personalities, and thinking
behaviors, especially Generation Z which represents an abundant source of labor in the current
market (Mccrindle, 2011).
Generation Z was born in the era of strong digital technology (Meret et al., 2017). Therefore,
digital technology also partly affects their personality. They have unlimited access to
information so if they don't like something in an organization, they will change it with their
own abilities (Csiszárik-Kocsír & Garia-Fodor, 2018). Gen Z is controversial in this sense
since they tend to switch jobs more frequently and lack loyalty to companies for an extended
period of time ((Beckman, 2018) (Limón, 2019)). They are willing to leave the company that
does not meet their requirements and find another job immediately when the opportunity
arises. Job hopping and workplace requirements of gen z will be explored in this study

1.2.Research objectives
A specific objective of this study is to explore the reasons for job-hopping by Generation Z
and how this generation chooses the workplace.

- Better understand the job-hopping trend of Generation Z
- Clarifying the factors that Generation Z considers before choosing a workplace
- Point out the elements that a workplace should have to match the new era
The study attempted to answer the following quesions
- What are the reasons why Generation Z decided to jop-hopping?

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

3
- What factors do Generation Z prioritize before choosing a workplace? How is that

choice different from previous generations?
- How should leaders use to retain potential Generation Z for the company?
- How should the company change the workplace to catch up with the trend of the new

era?

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

4

II. Literature review

2.1. Generation Z job-hopping
As Pranaya (2014) argued, job-hopping occurs because employees leave companies every one
or two years the way they desire, not because they've been fired. Job-hoppers are often
considered to be unstable and unable to hold their jobs for a long time (Kaila, 2006) or those
who are no longer passionate about their work at their companies (Bills, 1990). There is
nothing new about job-hopping, according to research conducted in the two years leading up
to 2018 the number of Generation Z employees leaving the organization increased by more
than 61% (Deloitte, 2018; Scholz, 2019). This causes headaches for the majority of employers
and leaders in businesses.
A recent survey of Generation Z, 18 to 24 year olds, reported that 73% left their jobs due to
unmet expectations. (HR Dive, 2019). These results are compatible with earlier research

(Proost et al., 2012; Taris et al., 2006; Hobfoll, 2002) that when workplace expectations don't
match reality, employee's motivation suffers, which might lead to them leaving the company.
Person-environment fit (P-E) can take many forms, including fit between the individual and
the organization, fit between the individual and his supervisor, fit between the individual and
the job, and the relatively less studied fit between the individual and his vocation on which we
focus here (Vogel & Feldman, 2009). From the perspective of P-E, the conflict between work
and surroundings leads to job dissatisfaction and job switching (Campione, 2015; Su et al.,
2015). These environmental factors may include relationships with colleagues and leaders and
conflict with them will cause the quality of work to be reduced. Moreover, Generation Z is
more dynamic and inquisitive than previous generations are, so they have a tendency to seek
out challenging jobs in order to increase their motivation to work, which is why repetitive tasks
bore them (Chillakuri & Mahanandia, 2018). It has been suggested previously that boredom
at work is caused by monotonous, low-skilled work (Harju et al., 2014), insufficient
challenge, or insufficiently challenging demands (Reijseger et al., 2013). A person who
becomes bored will eventually disengage from the organization and quit. Having a negative
attitude towards work leads to depletion of accomplishments, psychological disengagement,
and reduced professional effectiveness (Maslach et al., 2001; World Health Organization,
2019). For this reason, Generation Z is regarded as a generation with no patience (Opris and
Cenusa, 2017).

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

5

Research shows that some generation Z members move to other organizations not because of
the salary but because it has more learning opportunities (Barhate & Dirani, 2021). While at
their old organization, they did not receive enthusiastic support from their supervisors or found
that the knowledge they received during their studies did not meet their needs. It's their

admiration for expertise and knowledge that motivates them to develop themselves to have
better skills and competencies within the company. It is more appealing to them to find jobs
that require a certain level of skills and abilities (Nabahani & Setyo Riyanto, 2020). A person
joins the company because they want to gain knowledge to improve their own experience for
the purpose of developing their careers in the future, so if the company does not facilitate their
learning, they will leave. In addition, Gen Z is a young generation, which means they have
plenty of time to find the right career for themselves, so they're open to exploring different
career paths. It is their belief that a new career opportunity in a completely different field from
their previous experience will help them find a position that matches their strengths (Barhate
& Dirani, 2021).
Gen Z prioritizes work independence, not only in terms of time but also in terms of the nature
of employment itself (Nabahani & Setyo Riyanto, 2020). Having a work-life balance means
they can focus on their personal lives outside of the workplace (Barhate & Dirani, 2021).
Generation Z prefers not to have work intrude upon their personal lives. They already spend
1/3 of their day at work, so Generation Z insists that the remaining time be spent on personal
matters. As a result of the company’s lack of work-life balance, the employee's workload
significantly increases, forcing them to work overtime, not only making them bored and
frustrated, but also affecting their health and preventing them from completing their tasks
(Bruursema et al., 2011; Skowronski, 2012; Harju et al., 2014). Unlike baby boomers and
Generation Y, they have no sense of responsibility to repay the company for its obligations
after office hours, holidays, and weekends. In the workplace, Generation Z employees are
more concerned with their own rights than with their employer's rights (Francis et al., 2020)
. They work during the working hours of the day and prioritize their personal lives afterward.
Their lifestyles are more leisurely, and they rely on previous generations to perform the
labor. Furthermore, Scholz (2019) asserts that Generation Z is more prone to depart an
organization without notice and to prioritize personal pleasure. Korn Ferry reported that 25
percent of new employees quit their jobs in the first six months because of lack of onboarding
experience (Korn Ferry, 2017). Generation Z members reported in another survey that they

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

6

wanted to quit their jobs within three months because they didn't feel like real job (Schroth,
2019).

2.2. Gen Z's Workplace Expectations
Generation Z is very passionate about relationships at work, and they value developing
relationships with colleagues and supervisors strongly. Employees expect their supervisors to
provide them with the skills and emotional support they need to reduce stress and anxiety, as
well as to support their career development. (Barhate & Dirani, 2021; Schroth, 2019). When
individuals perceive a supervisor's support, they feel valued and have a sense of belonging as
well as a sense of being part of a team (Sarafino and Smith, 2014). Based on Cohen and Wills
(1985), work-related stressors and boredom can be effectively reduced by increasing
supervisor support. It is advantageous for both managers and employees to engage in regular
conversation with supervisors, as managers will be able to gain an understanding of employee
expectations and provide appropriate guidance (Chillakuri, 2018). In contrast, employees feel
that they are valued and supported by their supervisor. A lack of supervisor support causes
individuals to feel less satisfied with their jobs, and may even lead to their departure
(Chillakuri, 2020). Besides, Generation Z places a high value on learning in their career
aspirations, and they want to advance their knowledge through their jobs. To meet the
expectations of a new generation, leaders must offer formal and informal learning
opportunities, as well as mentoring and coaching programs. (Barhate & Dirani, 2021).
Furthermore, they appreciate the possibility of advancement and development programs to
enhance their abilities to achieve their desired career path. According to them, having a
meaningful job is important to them, as it allows them to optimize their skills and abilities.
((Nabahani & Setyo Riyanto, 2020). During company selection, they expect the company to
assist them with their learning and assist them in developing their maximum skills for

improvement.
Generation Z enjoys the freedom and flexibility of working hours. The term flexibility does
not refer solely to working from home, but also to the willingness of employers to allow their
employees to work at a time that is convenient for them, whether that is via flexitime or a
staggered shift. Despite its independence, Generation Z does not shy away from collaboration,
as they are capable of connecting seamlessly with others through devices (Ozkan and Solmaz,
2015). Consequently, they do not see a difference between working from home and at an

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

7

office, since they like to be trusted as mature individuals who know what is expected of them.
Technology has allowed employees to manage work from anywhere thanks to its ubiquitous
presence. Additionally, studies indicate that if the work is being done, it is more productive to
work at home rather than at the office (Chillakuri & Mahanandia, 2018).
For previous generations, they are very important to the salary as well as the age of the
company, but for Generation Z, it is different. Generation Z has its own expectations and
preferences for work (Nabahani & Setyo Riyanto, 2020). Additionally, Chillakuri &
Mahanandia (2018) found that if the salary is low and not enough to meet their needs, they
will look for another opportunity with a higher salary. When it comes to considering a job, it
is certainly a priority, but it's not at the top of their list. There are many variables that
Generation Z comes to expect and it's not just a high salary (Nabahani & Setyo Riyanto, 2020).
They are particularly concerned with work values, which represent an individual's beliefs and
ideas regarding their profession or work (Dose, 1997). Work values which they wants to get
from their work includes recognition and stability. Employees who receive recognition from
the company through the form of bonus as well as commission will help them be more
motivated to stick with the company. The support and appreciation from the company is what

Generation Z expects. According to Fratričová and Kirchmayer (2018), Generation Z is a
generation that looks for a sense of meaning in their job and is less likely to be drawn to it by
boredom or repetition. They also view themselves as professionals who work hard and want
their jobs to be enjoyable. As a result, they expect to receive a challenge at work to be
motivated to maintain their job.

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

8

III. Research methods

3.1. Research design
My research was conducted using a survey method as a quantitative method. The questionnaire
is the first part of the survey. Multiple-choice questions about their reasons for changing jobs
as well as how they choose their working environment are included in this section. The second
part is the questions using a 5-point Likert scale to assess Generation Z's behavior, attitudes
and views.

3.2. Population
Participants are Generation Z who are working in Ho Chi Minh City and have at least 2 jobs.
During the research process, they were asked to participate voluntarily. The sampling method
is this research is probability sampling. Probabilistic sampling is a sampling technique that
involves randomly selecting a small group of people (sample) from a larger population from
which to predict the answer of the entire population.

3.3. Data collection
The primary data source of the study was collected from the responses of 73 people of

Generation Z who are living and working in Ho Chi Minh City and have had at least 2 jobs.
Surveys through Google Forms are sent through platforms such as Messenger, Zalo and
Microsoft Teams. The language used in this event is Vietnamese, the messages given were
then translated into English. Besides being asked questions with predesigned answers, they
were also able to add their own ideas. The first involves small multiple-choice questions that
determine whether respondents are eligible to participate. The second part consists of multiple-
choice questions and small essays focusing on the research topic.
To support the research, scientific journals, literature and online sources will be used to collect
secondary data. When reviewing the literature, we need to meet a number of prerequisites,
such as finding some academic databases that support our view, and what people have said
before will be strong evidence (Saunders et al., 2007).

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

9

IV. Findings and discussion

4.1. Results
The results of the study show that a large number of Generation Z tend to only work in one
place for a few months and then switch jobs. The reasons for job-hopping often have a lot to
do with the company's policies and working environment. Besides, they also aspire to find a
company that meets their needs.

4.1.1. Gen Z's work: A brief overview

4.1 How many jobs have you done?

9,6%
21,9%

1

2

3

>4

43,8%

24,7%

Figure 4.1. How many jobs have you done?

From figure 4.1, it can be seen that 90,4% of the respondents of Generation Z have worked at
least 2 jobs. This shows Generation Z has been entering the labor market since they were
students, so they are knowledgeable about a variety of working environments to give their
opinions on the current job-hopping situation.

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

10

4.2. What is the average length of your job?

1,3% 5,5%
13,7%

<1 month

1-2 months

48% 3-4 months

4-12 months

> 1 year

31,5%

Figure 4.2. What is the average length of your job?
It is shown in Table 4.2 that Generation Z does a lot of work but doesn't last long despite doing
a lot of work. It is not possible for them to stay with the job for more than a year, as the data
shows they work mainly for 4 to 12 months and account for 48% of the workforce. In addition,
work lasting from three to four months also accounted for a considerable share with a 31,5%
index. As a result, we see that the issue of job hopping as well as loyalty to the company is
very controversial among Generation Z.

4.1.2. Why Gen Z quit their previous jobs?

Figure 4.3. Why you quit your previous jobs?

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

11

It has been shown from chart 4.3 that the low salary and working environment do not
encourage Generation Z to cultivate their strengths, leading Generation Z to leave their current
jobs in search of better opportunities. They are also the two reasons chosen most frequently in
the survey, both accounting for 42.5% of the answers. As with other generations, salary has a
huge impact on the employment decision of the Gen Z workforce. Despite Generation Z's hard
work, there are a few companies that pay low wages compared to the average and make them
believe the wages they earn is not worth their hard work. Aside from that, Generation Z is
always striving to develop their strengths and to improve their own level. If they are employed
in an enterprise but the organization does not help them improve their skills, they will quit to
find another company that is more enthusiastic about training their employees. Behind them,
the reasons for leaving also account for a high proportion such as the actual working
environment is not as expected (39.7%), the company does not have good compensation (37%)
and boring jobs (32,9%).

4.1.3. Gen Z's expectation at the workplace

Figure 4.4. What do you expect when you go to work at a company?
Figure 4.4 illustrates that good compensation such as bonuses, commissions and incentives
(56.2%) are the top priority that Generation Z cares about before choosing to work for a new
company. Compensation plays an important role in attracting talented employees and boosting
productivity. A low wage is the most common reason for employees to switch jobs, as
illustrated in Figure 4.3. As a result, it is important to invest in incentives in order to keep

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

12

employees in place. As for Generation Z, a friendly working environment, a company that
offers a clear promotion environment and a work-life balance are some of the factors that they
wish to find in the workplace, accounting for 42.5% of the respondents. By meeting these
factors, employees will feel more satisfied at work and feel motivated to complete their tasks
on a daily basis.

4.1.4. Generation Z’s opinions

Figure 4.5. Respondent’s opinions
Data 4.5 shows that 68,4% do not choose a company based on its reputation, but depend more
on other factors, such as salary. The number of people agreeing is very low, only 4.2%. Thus,
the reputation of the company is not enough to attract employees.

Figure 4.6. Respondent’s opinions
A good company knows how to retain its employees. If the company does not meet the
employee's minimum requirements, the employee is likely to quit and find a better job. Up to
74.9% of people agree with this idea. Without the ability to meet the conditions they set out,
it would be meaningless for them to continue to work hard and contribute to the company.

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

13

Consequently, continuing to work at such an organization will lead to boredom, which will
result in reduced performance.

Figure 4.7. Respondent’s opinions
The data of 4.7 indicates that the company should innovate to keep up with current trends.
Now that Generation Z is the upcoming workforce and will be the key workforce in the future,
it is critical for companies to implement policies to retain them. In order for Gen Z to integrate
with colleagues from different generations, the company must constantly innovate to
accommodate generational differences in its working style. This opinion received a very large
agreement of up to 80.8% and the disagree index was only 10.5%.

Figure 4.8. Respondent’s opinions
Data 4.8 demonstrates that there is a relatively narrow gap between the percentage of
respondents who agree (46.3%) and those who disagree (35.7%). Therefore, the common
purpose for job hopping across all members of Generation Z is probably not to obtain a lot of
expertise in various industries.

4.2. Discussion
Throughout the study, the main objective is to investigate the job-hopping behavior of
Generation Z as well as the factors influencing their decision to change jobs and the
expectation of them in the workplace. The salary that Generation Z receives after working is
also very important as common ground. They expect a suitable salary. As a new generation of
workers, Generation Z feels they need to work too hard to earn low wages that businesses

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

14

offer. Besides low wages, they are not guided by businesses to advance their skills. In general,
Generation Z quits their jobs due to these two reasons. In addition, they also find that the actual
working environment is not as they expected and that there are not enough good benefits

offered by the company.
Researchers found that Ho Chi Minh City's Generation Z is more concerned about a company's
benefits and friendly working environment than its reputation. Participants in the study also
valued flexible hours and a work-life balance, but did not expect them at the beginning of their
careers. As a result, they expect high-quality coaching and training in the workplace to
improve their abilities.
Through this research, businesses can also fully grasp the psychology of this generation as
well as its minimum needs in order to develop policies that will help them attract and retain
talented individuals. The study has successfully achieved its stated objective. In light of this,
the author's survey area may not be representative of the entire country, since its survey area
was limited to Ho Chi Minh City. If the survey area was extended, the results might appear
differently..

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

15

V. Conclusion and Recommendation

5.1. Conclusion
Based on the research, we can conclude that Generation Z jumps because the company does
not match their salary with their workload. Further, Gen Z is a dynamic, young generation that
is eager to learn, so if a company is not able to develop their skills, they will quickly look for
a new, better job. Moreover, due to the image of the workplace as well as the salary,
commission, and bonus not being as they expected, it is also an important factor influencing
their decision to quit. Business demands often force them to work overtime, creating an
imbalance between work and life, leading to dissatisfaction at work and fatigue at home,
resulting in their resignation.

The Generation Z generation often prioritizes companies with good compensation and
professional training programs to help them improve their skills. In addition, the company has
a clear promotion path which also attracts their attention. Additionally, they expect their work-
life balance to be respected by the company. Their lives are very busy at work, so they want
to spend the remainder of their time on personal matters.

5.2. Recommendation
Job switching is one of the most important decisions that affect Generation Z in many ways.
Although job-hopping also has a good side, we can gain a lot of experience and knowledge
that will be helpful in our future careers. Moreover, there are also disadvantages that we cannot
anticipate. A job change also requires some time and effort to research and apply for a new
company. When Generation Z has only worked at the current company for a short period of
time, they need to consider the effects that switching jobs will have on them. It's possible that
job-hopping can affect their CVs, and if recruiters find out they're not loyal to their previous
employers, they may be less likely to hire them.
In order to be successful at job-hopping, you need to be aware of your own capabilities, such
as how good are you? Ask yourself, can you use the skills you have in your new job? How
useful is the job for your future?,... In order to choose the right company for you, you should
also carefully research the next company you intend to contribute to, either through review
pages or from people who have done it previously so you can choose the one that suits your
needs.

Downloaded by LIEU TAI ()

lOMoARcPSD|38557106

16

References

Barhate, B., & Dirani, K. M. (2021). Career aspirations of generation Z: a systematic
literature review. European Journal of Training and Development, ahead-of-
print(ahead-of-print). />
Beckman, Kate. (2018). Will Gen Z be the Next Generation of Job Hoppers? Retrieved from
RippleMatch website: /> generation-of-job-hoppers-b04feb4e

Bills, D. B. (1990). Employers’ Use of Job History Data for Making Hiring Decisions: A
Fuller Specification of Job Assignment and Status Attainment. The Sociological
Quarterly, 31(1), 23–35. />
Bruursema, K., Kessler, S. R., & Spector, P. E. (2011). Bored employees misbehaving: The
relationship between boredom and counterproductive work behaviour. Work & Stress,
25(2), 93–107. />
Campione, W. A. (2015). Corporate Offerings: Why Aren’t Millennials Staying? Journal of
Applied Business and Economics, 17, 60-75.

Chillakuri, B. (2018). Scrapping the Bell Curve: A Practitioner’s Review of Reinvented
Performance Management System. South Asian Journal of Human Resources
Management, 5(2), 244–253. />
Chillakuri, B., & Mahanandia, R. (2018). Generation Z entering the workforce: the need for
sustainable strategies in maximizing their talent. Human Resource Management
International Digest, 26(4), 34–38. />
Chillakuri, B. (2020). Examining the Role of Supervisor Support on Generation Z’s Intention
to Quit. American Business Review, 23(2), 408–430.
/>
Cohen, S., & Wills, T. A. (1985). Stress, social support, and the buffering hypothesis.
Psychological Bulletin, 98(2), 310–357. />
Csiszárik-Kocsír, Á., & Garia-Fodor, M. (2018). Motivation Analysing and Preference System
of Choosing A Workplace as Segmentation Criteria Based on a Country Wide
Research Result Focus on Generation of Z. On-Line Journal Modelling the New
Europe, 27, 67–85. />

Downloaded by LIEU TAI ()