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Author: search.filters.author.Naim, Mohammad FarazSubject: search.filters.subject.Generation Z

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    Generation Z and green hospitality: insights into eco-conscious decision-making
    (USC's publishing, 2025-08) Naim, Mohammad Faraz
    Green hotels have emerged in response to social demand (i.e., stakeholders pressure) for greater environmental care from the hotel sector, such as, reduction in water and energy consumption and waste generation. However, the initiatives carried out by green hotels have a cost that usually translates into a higher price for guests. The purpose of this study was to examine the variables that determine the willingness to pay a higher price to stay in a green hotel among Generation Z (Gen Z). The model was tested on a sample of 173 Spanish Gen Z using AMOS. The data were obtained through an online questionnaire administered to a convenience sample. The results of the study support the sequence awareness of consequences-ascription of responsibility-personal norm, as well as the inclusion of the attitude towards green hotels as a second mediating variable in the relationship awareness of consequences-personal norm. These findings have important implications for hotel management communication. In this regard, green hotel management should highlight the environmental issues in their surroundings and the environmentally friendly activities they carry out to encourage Gen Z to be willing to pay a higher price to stay at their hotels.
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    Brace Up for the New Generation: Decoding the Psychological Contract Expectations of Gen Z in a Digital World
    (Springer, 2021-02) Naim, Mohammad Faraz
    The present chapter endeavors to map the psychological contract expectations of Gen Z members in a digital world context. Relied on theoretical underpinnings of psychological contract theory and generational cohort perspective, a conceptual framework is proposed representing the work expectations and preferences of Gen Z members. Gen Z members harbor high expectations in terms of workplace flexibility, learning and development opportunities, career advancement pathways, access to latest technologies, consistent feedback, work-life balance, and a social atmosphere. The conceptual framework of this study offers insights into the high expectations held by Gen Z members, which acts as a guiding mechanism for human resource managers to tailor generation-specific policies to tap the potential of this upcoming workforce segment
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    Exploring Learning Preferences of Gen Z Employees: A Conceptual Analysis
    (IRMA, 2021) Naim, Mohammad Faraz
    The chapter focuses on a relevant topic of interest for academics and practitioners alike. Leveraging a review of scholarly and practitioner literature, this chapter proposes a broad map of Gen Z employees' learning and development preferences at workplace, using a Work-integrated learning perspective. Findings suggest that Gen Z employees place a strong emphasis on continuous learning and development, access to technological solutions, collaborative and informal learning, consistent feedback, an enabling learning ecosystem, mentoring, gamification in learning, and knowledge sharing. This study offers insights for HR managers and policymakers to configure generation-specific practices and create an appealing learning ecosystem, congruent to learning styles of Gen Z members. It illustrates how organizations should revamp their existing learning and development (L&D) strategy to suit Gen Z learning expectations. The results of the study furnish crucial implications for learning and development practitioners and extend the literature on Gen Z at the workplace.
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    Managing Generation Z in Gig Economy: Towards an Integrative Framework of Talent Management
    (IDEAS is a RePEc, 2022) Naim, Mohammad Faraz
    Generation Z, with its unique set of characteristics, is ready to enter the workforce. The dominant characteristics of Generation Z including entrepreneurial drive, quest for learning and development, need for work-life balance, and instant gratification demand innovative talent management strategies. Additionally, the digital agenda and the shift towards the gig economy will make this task more challenging for the organisations. Based on the generation cohort theory, organisations must revamp their talent models to incorporate the expectations of respective generations for harnessing distinct multigenerational interests. The present chapter is a conceptual study that highlights a unique psychological profile of Gen Z members from the perspective of the gig economy. In this line of thought, the study further develops a conceptual framework of talent management of Gen Z members. This study will help the organisations to adjust their HR practices to cope up with the future challenges of the upcoming workforce and to effectively attract, engage and retain Gen Z talent.