Specifics of managing the members of Generation Z

Odlaskom Baby-boom generacije u mirovinu i priljevom nove Generacije Z u radni kontingent, pravo je vrijeme da se organizacije prilagode specifičnostima zaposlenika koji dolaze. Svaka generacija zaposlenika je specifična po svojim obilježjima koja ovise o brojim čimbenicima odrastanja u određenom vremenskom periodu. Generaciju Z obilježavaju odrastanje u vrijeme velike ekonomske krize i globalnog zatopljenja, ali i korištenje mobilnih uređaja od rane dobi. Postoje brojne razlike između Generacije Z i ostalih generacija trenutno prisutnih u radnom kontingentu, što vrši pritisak na organizacije da prilagode svoje prakse upravljanja ljudskim potencijalima budućim generacijama zaposlenika. Pripadnike Generacije Z izrazito motiviraju visoke plaće i druge materijalne pogodnosti te fleksibilno radno vrijeme i ravnoteža privatnog i poslovnog života. Provedeno empirijsko istraživanje preferencija studenata Ekonomskog fakulteta u Zagrebu, pripadnika Generacije Z, prema različitim praksama upravljanja ljudskim potencijalima potvrđuje nalaze iz dostupne literature i dokazuje da je pripadnicima Generacije Z izrazito važno da posao koji obavljaju ima jasnu svrhu i da direktno pridonosi uspjehu organizacije. Također, pokazuje da pripadnike ove generacije motiviraju brze, učestale i konkretne povratne informacije te prilike za učenje i razvijanje.With the departure of the Baby-boom generation to retirement and the influx of a new Generation Z in the workforce, it is the right time for organizations to adapt to the specifics of the incoming employees. Each generation of employees is specific according to its characteristics that depend on a number of factors of growing up in a certain period of time. Generation Z is marked by growing up in a time of great economic crises and global warming, but also by using mobile devices from an early age. There are numerous differences between Generation Z and other generations currently present in the workforce, which puts pressure on organizations to adapt their human resource management practices to future generations of employees. Members of Generation Z are extremely motivated by high salaries and other material benefits, as well as flexible working hours and work-life balance. Empirical study of the preferences of students of the Faculty of Economics in Zagreb, members of Generation Z, towards different human resource management practices confirms the findings from the available literature and proves that it is extremely important for members of Generation Z that the work they perform has a clear purpose and directly contributes to organizational success. It also shows that members of this generation are motivated by quick, frequent and concrete feedback, as well by the opportunity to learn and develop