Wiesław Łukasiński

Background: The purpose of this article is to identify the expectations of Generation Z representatives regarding organizational changes and directions of innovation supporting sustainable development of enterprises, considering social and environmental aspects of working conditions. Methods: The study was conducted in the form of an online survey from 2024–2025. The research sample included 310 people selected using a purposive sampling method, with inclusion criteria covering membership of Generation Z (people born after 1995). In the research questionnaire, “organizational innovations” were operationalized through flexible work arrangements, process digitalization, new models of team collaboration, the development of digital competencies, and solutions supporting work–life balance. “Sustainable development” was conceptualized across three dimensions: social (well-being, inclusivity, CSR), organizational (development opportunities, employment stability), and environmental (ecological responsibility). The Mann–Whitney U test and the Kruskal–Wallis test were used to analyze intergroup differences. Results: Descriptive results (mean scores) indicate that respondents rated flexible work arrangements, opportunities for professional development, and effective team collaboration as the most crucial factors supporting sustainable organizational development. The Mann–Whitney U test showed that women rated the importance of well-being (p = 0.003), work–life balance (p = 0.001), diversity and inclusivity (p = 0.012), and corporate social responsibility (p = 0.008) significantly higher than men. Educational and professional status differentiated the assessment of employment stability (Kruskal–Wallis test, p = 0.021). Although social and environmental aspects are recognized, for the younger generation, the most crucial factors remain direct working conditions and development opportunities that foster innovation. Conclusions: The results of the study may be useful for employers (entrepreneurs and HR managers) in shaping modern HR strategies. This applies to the design of attractive working conditions in the realities of the digital economy. The research fills a gap in understanding the values that young people appreciate in terms of ensuring high-quality working conditions.

The mentality of Generation Z differs markedly from the approach to social and economic issues presented by earlier generations. These young people have had access to the internet and other innovative technologies since birth. A tape recorder or a floppy disk is a museum exhibit for them. They are unfamiliar with the everyday problems that citizens of Central and Eastern Europe faced during the socialist era, such as the lack of necessities on the shelves. The aim of this article is to present the results of the authors’ survey on the identification of work motivation factors relevant to Generation Z. The survey involved 649 respondents, young Poles who are currently entering the labor market. It was also an interesting research task for the authors to compare the results of surveys among young Poles with the results of international surveys. The research provided insight into young people’s expectations, values, and preferences regarding work. The results of the survey can provide valuable guidance for employers in shaping sustainable human resource management strategies. In addition, studying the competences of Generation Z can identify the gap between the requirements of the labor market and the skills possessed by young workers. The study conducted by the authors is among the first of its kind in Poland after the pandemic, emphasizing the growing trend in remote work. Earlier research was undertaken in a different economic climate. The current investigation took place following the COVID-19 outbreak and amidst heightened military operations in Ukraine. It also takes into account the effects of recent technological progress related to the rapid development of Industry 4.0. Notably, the questionnaire used in this study is unique as the authors categorized motivational factors into three essential groups, highly relevant in today’s markedly altered labor market.