A Descriptive Study on Productivity of Generation Z Employees in

Call Centers of Bhopal

Marrium Khan

, Sumit Kishore Mathur

, Nileshwari Yadav

, Om Prakash Kumar

and Chintan Rajani

Department of Business Management and Studies, IES University, Bhopal, M.P. 462044 India

Oriental College of Management, Bhopal, M.P 462021 India

Department of Management, Truba Institute of Science and Commerce, M.P. 462044 India

School of Management, RK University, Gujarat India

Keywords: Generation Z, Call Centers, Workforce Productivity.

Abstract: This study examines the productivity of Generation Z employees within selected call centers in the Bhopal

Division, recognizing the pivotal role of this generation in the modern workforce landscape. Those who are

born in between 1990 and early 2010, Generation Z brings forth distinct characteristics, expectations, and

work methodologies, warranting a focused investigation into their contributions to workplace productivity.

With this generation increasingly entering the workforce, particularly in dynamic settings like call centers,

there is a pressing need to comprehend their impact on productivity. The study is prompted by the realization

that the workforce is undergoing a notable generational transition, with Generation Z gradually replacing or

collaborating with previous generations across industries. By delving into the productivity of Generation Z

within call centres, this research, with a sample size of 100 respondents, aims to furnish employers and

managers with valuable insights necessary for formulating effective strategies to leverage the potential of this

emerging workforce where key findings suggest a consistent approach to productivity across different age

groups within the Generation Z cohort, emphasizing the stability of productivity-related values and behaviours

among younger employees in the workforce.

1 INTRODUCTION

In recent years, scholars have redirected their

research focus from Millennial, who have been

extensively studied for decades, to Generation Z—the

demographic born between 1997 and 2013 (Michael

D, 2019). This transition stems from the

acknowledgment that each generation (Chillakuri B,

2020; Thach L, Riewe S, and Camillo A, 2020),

including Millennials and Generation Z, harbors

distinct expectations related to work and aspirations,

in spite of exhibiting some shared behaviours

(Schroth H, 2019). It is imperative for organizations

aiming to attract this cohort to comprehend the unique

anticipation of Generation Z job seekers. Notably, the

expectations of Gen Z job seekers differ from those

of their predecessors, and yet, they constitute a

significant portion of the global population,

comprising of about one-third from 7.7 billion people

worldwide, with a substantial presence in emerging

countries (Thach L, Riewe S and Camillo A, 2020).

As organizations prepare for this influx of new

employees, it becomes imperative to adapt to the

distinct characteristics and expectations that

Generation Z brings to the workforce.

The modern workplace landscape is undergoing a

transformative shift, driven by the influx of a fresh

cohort entering the workforce—Generation Z, born

between the mid-1990s and early 2010s, arrives with

a distinct skill set, values, and attitudes that

significantly influence the dynamics of various

industries. In the realm of call centers, where

efficiency, communication, and adaptability are

paramount, understanding the productivity of

Generation Z employees is crucial for optimizing

operations and ensuring organizational success. In

contrast to earlier generations, Generation Z came of

age in a digital era characterized by rapid

technological advancements and unprecedented

access to information. This exposure has not only

542

Khan, M., Mathur, S., Yadav, N., Kumar, O. and Rajani, C.

A Descriptive Study on Productivity of Generation Z Employees in Call Centers of Bhopal.

DOI: 10.5220/0012878800003882

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 2nd Pamir Transboundary Conference for Sustainable Societies (PAMIR-2 2023), pages 542-545

ISBN: 978-989-758-723-8

shaped their communication styles but has also

cultivated a strong inclination toward innovation. Call

centers, as hubs of customer interaction, benefit from

these characteristics as Generation Z employees

effortlessly navigate diverse communication channels

and leverage advanced tools to enhance productivity.

2 LITERATURE REVIEW

Generation Z encompasses individuals born between

1995 and 2010, a span characterized by the

widespread expansion of the World Wide Web.

(Wood, 2013). This cohort is recognized by a

multitude of names, many of which underscore their

close association with technology, the internet, and

social media. Some commonly employed labels

include Internet Generation or IGen (Dorsey, 2016),

Post Millennials, Centennials (Dorsey, 2016), Digital

Natives (Mohr & Mohr, 2017; Seemiller & Grace,

2016), Plurals, Gen Wii, and Generation Text

(Flippin, 2017). The adoption of such nomenclature

for Generation Z stems from the fact that they are the

first generation born into a world characterized by

global connectivity, where the Internet has been

omnipresent throughout their lives, deemed an

essential tool for daily lives (Turner, 2015).

Additionally, the behaviours of learning and work

among Generation Z are shaped by various influences

by unique experiences inherent to their upbringing,

such as they enter into the job place with limited

experience, the extra use of gadgets and social

platforms, participation in social justice movements,

and exposure to a culture that gives importance to

safety as a priority. (Schroth, 2019). As Generation Z

enters the workforce, they bring forth unique

characteristics that manifest in their skills, needs,

expectations from employers, and workplace

behaviour.

P.S. Sibi's (2023) study explores how personal

traits and the influence of social life affect Generation

Z's loyalty to tourism websites. Unlike previous

models, it considers factors like perceived

compatibility and innovativeness, alongside

subjective norms, in shaping trust and usefulness.

This research highlights the crucial role of the

personal characteristics and social influence in

Generation Z's e-loyalty toward tourism websites,

offering insights into technology adoption in this

demographic.

Thang Nguyen's (2022) study highlights

understanding the anticipation and career aspirations

of Generation Z seeking for job is crucial for

organizations. Focused on Vietnam, the study aims to

bridge research gaps in transition and emerging

economies. It investigates the preferences of

Vietnamese Generation Z job seekers, revealing a

greater emphasis on intangible attributes like office

atmosphere and workplace ethics over physical

features when evaluating job

Meilani, Tan, Murwani, Bernarto, and Sudibjo

(2021) undertook a study focusing on Generation Z

faculty members in private Indonesian universities.

The research delved into the individual motivations,

job satisfaction, and organizational commitment of

these faculties, examining their impact on overall

performance. Employing an exploratory research

approach, structured interviews were conducted to

gather data from 10 faculty members and their

respective supervisors in five private universities

across Indonesia. The study yielded managerial

implications, emphasizing the importance of

providing clear targets and procedures, granting

autonomy, and establishing clear career guidelines to

retain Generation Z faculty members.

Alexandra Broennimann's (2017) research

centered on Generation Z within the hospitality

management student population in Switzerland. The

study investigated their evolving needs, upbringing,

characteristics, and job preferences, emphasizing the

impact of digitalization. Notable findings included

limited multitasking proficiency and a desire for

societal change. Broennimann provided valuable

insights and recommendations for the hospitality

industry to better engage and manage Generation Z.

2.1 Research Objectives

1. To understand and profile the Gen Z through their

characteristics, values & Behavior.

Hypotheses

H01: There exists no notable contrast in the

characteristics Values &Behaviour of Gen-Z Male

and Female Employees towards the Productivity.

H02: There exists no notable contrast in the

characteristics, Values &Behaviour of Gen-Z

Employees’ age group between 18-23 Years and 24-

28 Years towards the Productivity.

Data Analysis

For the examination of the demographic profile of

Generation Z employees of Bhopal Division and the

identification of the variables most closely linked to

productivity within Generation Z, descriptive

statistics were employed. The overall means and

standard deviations of all constructs were computed,

test, ANOVA, Regression are applied in utilizing the

Statistical Package for the Social Sciences (SPSS) to

fulfil this objective.

A Descriptive Study on Productivity of Generation Z Employees in Call Centers of Bhopal

543

3 RESULTS

H01: There exists no notable contrast in the

characteristics Values & Behaviour of Gen-Z Male

and Female Employees towards the Productivity

With a p-value of .825 exceeding the .05

threshold (at a 5% level of significance), it suggests

acceptance of the null hypothesis for the

Characteristics of Gen-Z Male and Female

Employees, for the Values of Gen Z male and female

employees is also not significant at .802, likewise

Behaviour of Gen Z male and female employees is

not significant at .837. Therefore, H01 (There exists

no notable distinction in the Characteristics, Values

&Behavior of Gen-Z Male and Female Employees

towards the Productivity) is accepted. Hence, it may

be concluded that Characteristics, Values &Behavior

of Gen-Z Male and Female Employees do not differ

for the Productivity.

H02: There exists no notable distinction in the

Characteristics, Values &Behaviour of Gen-Z

Employees’ age group between 18-23 Years and 24-

28 Years towards the Productivity.

Given that the p-value of .078 exceeds the .05

threshold (at a 5% level of significance), the null

hypothesis is retained for the Characteristics of Gen-

Z Employees’ age group between 18-23 Years and

24-28 Years, for the Values of Gen Z employees’ age

group between 18-23 Years and 24-28 Years is also

not significant at .223, likewise Behaviour of Gen Z

employees’ age group between 18-23 Years and 24-

28 Years is not significant at .227. Therefore, H02

(There exists no notable distinction in the

Characteristics, Values &Behaviour of Gen-Z

Employees’ age group between 18-23 Years and 24-

28 Years towards the Productivity) is accepted.

Hence, it may be concluded that Characteristics,

Values &Behaviour of Gen-Z Employees’ age group

between 18-23 Years and 24-28 Years do not differ

for the Productivity.

Table 1: Showing t -test for significant difference in

characteristics, values & behaviour of gen-z male and

female employees.

Characteristics

Gender

Mean

Value

value

(0.05)

123

10.56

3.59

.221

.825

377

10.47

3.65

Values

123

10.54

3.71

.251

.802

377

10.44

3.83

Behavio

123

10.83

3.80

.205

.837

377

10.74

3.92

Table 2: Showing T -Test For Significant Difference In

Characteristics, Values & Behaviour Of Gen-Z Employees’

Age.

Characteristics

Age

(

)

18-23

310

10.7

3.5

1.766

.078

24-28

190

10.

3.7

Values

18-23

310

10.

3.6

1.221

.223

24-28

190

10.

4.0

Behaviour

18-23

310

10.

3.8

1.209

.227

24-28

190

10.

4.1

4 FINDINGS

The findings of the study indicate that there is no

statistically meaningful contrast in the productivity-

related traits between male and female employees of

Generation Z. The analysis encompassed various

aspects of professional traits, work habits, and

personal attributes, and the results indicate a

consistent pattern of similarity between male and

female employees belonging to Generation Z. It is

found that both male and female Gen-Z employees

exhibited comparable levels of professionalism in

their work. This includes factors such as punctuality,

PAMIR-2 2023 - The Second Pamir Transboundary Conference for Sustainable Societies- | PAMIR

544

adherence to company policies, and commitment to

their roles.

The study findings indicate that there is no

statistically noteworthy distinction in the traits of

Generation Z employees within the age groups of 18-

23 years and 24-28 years concerning their

productivity. This implies that, within the context of

the studied parameters, the productivity-related

characteristics of Generation Z employees remain

relatively consistent across the specified age brackets

of 18-23 years and 24-28 years.

The study's results suggest that there is no

statistically meaningful variation in the productivity-

related values between two distinct age groups within

the Generation Z employee cohort. Specifically, the

comparison between individuals aged 18 to 23 years

and those aged 24 to 28 years reveals a lack of

substantial variance in their attitudes, beliefs, and

perspectives concerning productivity. This suggests a

consistency in the values embraced by Generation Z

employees across these age brackets when it comes to

their approach and commitment to work output.

5 CONCLUSIONS

The study on Generation Z productivity in Bhopal

Division call centers reveals valuable insights into

this emerging workforce. Notably, Generation Z's

digital proficiency matches the technological

demands of call centers, highlighting a shift in work

preferences towards remote options. Adapting

organizational structures to embrace digital

transformation and flexibility can enhance

productivity and job satisfaction among Generation Z

employees.

REFERENCES

Dimock, M. (2019). Defining generations: Where

Millennials end and Generation Z begins. Pew

Research Center, 17.

Dorsey, J. (2016), IGEN Tech Disruption, The Center for

Generational Kinetics. Retrieved from:

https://genhq.com/wpcontent/uploads/2016/01/iGen-

Gen-Z-Tech-Disruption-ResearchWhite-Paper-c-2016-

Center-for-Generational-Kinetics.pdf

Flippin, C.S. (2017). Generation Z in the Workplace:

Helping the Newest Generation in the Workforce Build

Successful Working Relationships and Career Path.

Candace Steele Flippin, New York

Goh, E., &Okumus, F. (2020). Avoiding the hospitality

workforce bubble: Strategies to attract and retain

Generation Z talent in the hospitality workforce.

Tourism Management Perspectives, 33, 100603.

Gomez, S. C. (2019). Generation Z in the Workplace: A

Study of Productivity in Call Centers. Workplace

Trends.

Meilani, Y. F. C. P., Tan, J. D., Murwani, F. D., Bernarto,

I., & Sudibjo, N. (2021). Motivating and retaining

Generation Z faculty members in private universities.

Journal of Educational and Social Research, 11(1), 245-

245.

Mohr, K.A. J. & Mohr, E.S. (2017). Understanding

Generation Z Students to Promote a Contemporary

Learning Environment. Journal on Empowering

Teaching Excellence, 1(1), 84-94

P.S. Sibi (2023) E-loyalty formation of Generation Z:

Personal characteristics and social influences. Journal

of Tourism, Heritage & Services Marketing, Vol. 9, No.

1, pp. 3-14

Schroth, S. (2019). Are You Ready for Gen Z in the

Workplace? California Management Review, 61(3), 5-

Seemiller, C. & Grace, M. (2016). Generation Z Goes to

College, Jossey-Bass, San Francisco.

A Descriptive Study on Productivity of Generation Z Employees in Call Centers of Bhopal

545