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Article
GreatResignation—Ethical,Cultural,Relational,andPersonal
DimensionsofGenerationYandZEmployees’Engagement
AleksandraKuzior1,*,KarolinaKettler1,*andŁukaszR˛ab2,*
1DepartmentofAppliedSocialSciences,FacultyofOrganizationandManagement,
SilesianUniversityofTechnology,26-28RooseveltSt.,41-800Zabrze,Poland
2DepartmentofPhilosophyofMoralityandGlobalEthics,MariaGrzegorzewskaUniversity,
02-353Warsaw,Poland
*Correspondence:aleksandra.******@(.);.******@(.);
******@(.)
Abstract:TheCOVID-
visibleimpactsonemployeelifecyclesisthephenomenoncalledthegreatresignation,amassive
waveofworkersquittingacrossindustriesthatbeganin2021,aftereasingofthefirstpandemic
,thereisaresearchgapinthefieldwhichhaspushedthe
:The
greatresignationisprimarilycausedbytheethical,cultural,relational,
it,
donewithinaBerlin-basedtechstartupinthetimeframebetweenJanuary2020andDecember2021.
Basedontheirfindings,theauthorsconcludedthatthemainreasonsforemployeesleavingtheir
workplacesarenon-materialisticones.
Keywords:GreatResignation;engagement;turnoverrate;COVID-19;generationY;generationZ
Citation:Kuzior,A.;Kettler,K.;R˛ab,
—Ethical,
Cultural,Relational,andPersonal
Employees’-19pandemichasinfluencedtheworkingworldonmanylevels[1–5].One
Sustainability202214
,,
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restrictionsisso-
AcademicEditors:PeterHollandKlotz,apsychologistandprofessoratTexasA&
andReneePauletCOVID-19pandemicandeasingofrestrictionswouldinfluenceemployeebehaviorsand
Received:29March2022
Accepted:27May2022exodusofemployees[6].OnlyfortheUnitedStateslabormarket,itmeantlosingalmost
Published:1June202250millionemployees(voluntaryseparationswithanemployer)[7].Moreover,according
totheestimationsoftheFederalReserveBankofChicago,thereisapositivecorrelation
Publisher’sNote:MDPIstaysneutralbetweenthehighemployeeturnoverrateandtheincreasedlevelofinflation[8,9].
withregardtojurisdictionalclaimsinScientificarticlestackletheproblemoftheGreatResignationinvariouscontexts.
publishedmapsandinstitutionalaffil-Theaspectsofpsychologicalstress,andoccupationalburnout,aswellassymptomsof
,arestronglyemphasized[10,11].SomeauthorsperceivetheGreat
ResignationastheGreatReshuffle,.,aprocessinseekingthebestavailableoptionson
thejobmarket[12,13];however,thereasonsfortheGreatResignationhavenotbeenfully
Copyright:©,althoughsuchattemptsaremade[14,15].
LicenseeMDPI,Basel,
Thisarticleisanopenaccessarticleanorganizationalandhumanresourcesproblem,butabroadereconomicandpsychological
,thefactorsoftheGreatResignationarefarmore
,the
Attribution(CCBY)license(https://authorstestedthefollowingresearchhypothesis:TheGreatResignationisprimarilycaused
,cultural,relational,
/).reasoning(basedontheobservationsofthecurrentbusinessandhumanresourcepractices
Sustainability2022,14,:///su14116764
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andprocesses).Theauthorsanalyzeddeskandownresearchonemployeeengagement,
eNPS(employeenetpromoterscore),andreasonstopartwayswithanemployer.
definitionsputsitasself-expressiononaphysical,emotional,andmentallevelduring
simplythinkingaboutit,puttinglotsofattentionintoit[16].Emotionallyengagedemploy-
eesexpresspositivefeelingstowardstheirwork,likeexcitement,joy,andenthusiasm[17].
Toputitsimply,whenemotionalengagementishigh,
,whoarephysicallyengagedintheirwork
putlotsofenergyandeffortintotheirprofessionalendeavorandkeepahighlevelofitno
matterthevolumeofwork[16,17].
Workengagementisatangiblefactor,whichcanbemeasuredusingvariousscales.
Forinstance,theUtrechtWorkEngagementScalemeasuresengagementthroughvigor,
dedication,andabsorptionanditcanbeanalyzedonbothindividualandgrouplevels[18].
VigorintheUtrechtWorkEngagementScale(UWES)isassessedthroughthefollowingfactors:
•Atmywork,Ifeelburstingwithenergy;
•Atmyjob,Ifeelstrongandvigorous;
•WhenIgetupinthemorning,Ifeellikegoingtowork;
•Icancontinueworkingforverylongperiodsatatime;
•Atmyjob,Iamveryresilient,mentally;
•Atmywork,Ialwayspersevere,evenwhenthingsdonotgowell.
Dedicationisanalyzedbasedonthesefivefactors:
•IfindtheworkthatIdofullofmeaningandpurpose;
•Iamenthusiasticaboutmyjob;
•Myjobinspiresme;
•IamproudoftheworkthatIdo;
•Tome,myjobischallenging.
Absorptioncanbeobservedthroughtheseelements:
•TimeflieswhenI’mworking;
•WhenIamworking,Iforgeteverythingelsearoundme;
•IfeelhappywhenIamworkingintensely;
•Iamimmersedinmywork;
•IgetcarriedawaywhenI’mworking;
•Itisdifficulttodetachmyselffrommyjob.
AlltheanswersintheUWESaremeasuredonaLikertscale(stronglydisagreeto
stronglyagree).
ISAEngagementScalefocusesontheintellectual,social,andaffectivedimensions[19].
AnswerstotheISAEngagementScale-basedquestionnairearemeasuredonaLikertscale
(stronglydisagreetostronglyagree).Thequestionsarelistedbelow:
•Ifocushardonmywork;
•Iconcentrateonmywork;
•Ipayalotofattentiontomywork;
•Isharethesameworkvaluesasmycolleagues;
•Isharethesameworkgoalsasmycolleagues;
•Isharethesameworkattitudesasmycolleagues;
•Ifeelpositiveaboutmywork;
•Ifeelenergeticinmywork;
•Iamenthusiasticaboutmywork[20].
OneofthemostcomprehensivescalesthatiswidelyusedinindustryistheQ12scale,
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basedonanswerstothefollowingtwelvestatements:
•Iknowwhatisexpectedofmeatwork;
•IhavethematerialsandequipmentIneedtodomyworkright;
•Atwork,IhavetheopportunitytodowhatIdobesteveryday;
•Inthelastsevendays,Ihavereceivedrecognitionorpraisefordoinggoodwork;
•Mysupervisor,orsomeoneatwork,seemstocareaboutmeasaperson.;
•Thereissomeoneatworkwhoencouragesmydevelopment;
•Atwork,myopinionsseemtocount;
•Themissionorpurposeofmycompanymakesmefeelmyjobisimportant;
•Myassociatesandfellowemployeesarecommittedtodoingqualitywork;
•Ihaveabestfriendatwork;
•Inthelastsixmonths,someoneatworkhastalkedtomeaboutmyprogress;
•Thislastyear,Ihavehadopportunitiesatworktolearnandgrow[21].
Whyisworkengagementsoimportantfromtheperspectiveofanorganization?
Accordingtovariousstudies,itaffectsmanylayersoforganizationalfunctioning,such
asprofitabilityandefficiency[22,23];however,giventhetopicsoftheauthors’research,
,themore
engagedemployees,thehighertheretentionratewithinthecompany[24].Hence,inthe
perspectiveofthecurrentmassiveemployeechurnrate,itiscrucialtounderstandbetter
whatconstitutesworkengagementandwhatengages/motivatesgenerationsYandZ
(objectofauthors’research).
RichardFlorida,in“TheRiseoftheCreativeClass”(2010),describestheemergenceof
anewsocialclass,creativespecialists,who,accordingtohim,playthepredominantrolein
,hepresentsthesetofvaluessharedbythecreatives,
valuesareasfollows:
•Flexibility;
•Work-lifebalance;
•Continuousdevelopment;
•Workingwithaninterestingtechnologicalstack[25].
ThewaytheAmericantheoristpicturesthisnewclassisalignedwiththesociological
,assomerefertothisagecohort,includepeople
,thisgenerationisfocused
onself-,especiallyvisibleintheworking
environment,includerespect,recognition,continuousdevelopment,fairness,tolerance,
,sociologistsagreethatthisgenerationisnotmainly
money-drivenandthattheabove-mentionedvaluesplayamoresignificantroleforthemin
theworkplacethantheheightoftheirsalary[26].Tobetterunderstandthisphenomenon,
study,isthatgenerationsraisedonwelfarearelesswillingtomaketrade-offsandsacrifice
securityforgrantedandfocusonbeingself-fulfilledandlivinguptotheirvalues[27].This
generation,thankstoprivilegedcircumstances,canusevaluesandself-fulfillmentasthe
maindriverintheircareerchoices.
AlthoughMillenialsarestillpredominantintheworkplaces,itisanewgeneration
thatisenteringthejobmarketandisinfluencingitsignificantly,namely,GenerationZ,
,asoftenreferredto,willsoon
,they
alreadyconstitutemorethan25%oftheoverallpopulation[28].Theyareandwillwithno
doubtbesignificantlychangingtheworkworld,thusacloserlookatthisgenerationalshift
isindispensable.
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Accordingtoseveralstudies,thisagecohortconsistsofthebest-educatedpeople
Americancollege-ageindividuals,57%wereenrolledinatwo-yearorfour-yearcollege.
Thiscompareswith52%amongMillennialsin2003and43%amongmembersofGenXin
1987[28].
Severalstudiesshowthatalthoughzoomers(anotherwaytodescribeGenerationZ)do
chooseajobaccordingtothesalary,thefactorsthatkeeptheminanorganizationarenon-
,whengivenachoicebetweenadullbutwell-paidjobandaposition,
whichofferslessmoneybutmoresatisfyingtasks,would50%goforthelatteroption[29].
Deloitte’sstudypointsoutotherfactorswhicharejobretainersfortheGenerationZ:
•Companyengagementinclimatechange;
•Commitmenttofightinghungerandsocialexclusion;
•Sustainabledevelopment;
•Broadlyunderstooddiversity,equity,andinclusion;
•Personalizationincareerplanninganddevelopment;
•Extensivelearninganddevelopmentopportunities[29].
SimilarfindingswerepresentedbyastudyrunamongPolishrepresentantsofGenera-
UniversityofAgriculturalinKrakow,zoomersexpect:
•Agoodworkingatmosphere;
•Beingtreatedwithrespect;
•Gooddevelopmentopportunitiesatwork;
•Self-realization;
•Corporatevaluesandethics;
•Trust[30].
AstudyconductedbyZenjobsamongGermanyoungprofessionalsisnodifferent.
Theyexpectthefollowingfromtheiremployers:
•Strongcorporatevalues;
•Engagementindiversity,equity,andinclusionactions;
•Sustainabledevlelopmentandenvironmentalprotection;
•Interestingandfulfillingtasks[31].
Aswecanseefromtheabove-describedstudies,factorsthatengageandmotivate
representativesoftheGenerationsYandZatworkaremostlyvaluesandself-fulfillment-
related,
iscrucialforemployeeretention,thesenon-financialfactorsshouldhighlyinfluencethe
GreatResignationprocess.
ThestudiedhypothesisthattheGreatResignationisprimarilycausedbytheethical,cultural,
relational,andpersonalfactorshasbeentestedbytheauthorsthr