The pursuit of meaningful work with Generation Z : a descriptive qualitative single case study.

Generation Z entered the workforce in large numbers and has yet to find the meaningful work they seek. By the year 2030, Generation Z will make up 30% of the workforce, which means addressing their needs will be important, as it will keep a large portion of employees satisfied (Nix, 2021). Organizations have seen a correlation between lack of meaning and employee attrition (Adobe, 2021; Smet et al., 2022). Addressing meaningful work for Generation Z requires a closer look at the influences of what defines meaningful work.

The purpose of this qualitative, descriptive, single case study was to examine the pathways contributing to the definition of meaningful work for Generation Z alumni from the University of Connecticut School of Business. This study answered the primary research question: How do Generation Z alumni from the University of Connecticut School of Business describe the pathways (individuation, contribution, self-connection, and unification) from the four major pathways to meaningful work by Russo et al. (2010) that led to their definition of meaningful work? The participants told their stories through semi-structured interviews and weekly journal entries. The study included data analysis of interview transcripts, resumes, job descriptions, and an electronic journal.

The research uncovered three key findings. First, participants’ strong and trusted relationships with their colleagues, managers, and customers were key indicators of meaning. Second, participants benefited from and found meaning in knowing themselves before obtaining full-time work. Third, participants described how adding value and feeling valued made a significant difference in their sense of meaningfulness at work. Fourth, participants connected their life’s purpose to their priorities at the moment. However, purpose did not play a role in defining meaningful work.

The findings in this study have implications for institutions of higher education, organizations that hire recent graduates, and the Generation Z population. The study’s findings demonstrated the importance of customizing career development conversations and programming specific to an individual’s career trajectory to increase meaning. The findings suggested Generation Z could take ownership of their career development early on to foster meaning at work that is specific to them.