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Redefining Management: The Impact of South Asian Generation Z’s Workplace Attitudes on Middle Managerial Roles in the Tech Industry

Fiza, Kanez LU and Batra, Muskan LU (2025) MGTN59 20251
Department of Business Administration
Abstract
Attitudes of Gen Z and their role in the workplace have been widely studied in the past decades.
Even though Gen Z and Millennials have some similar workplace attitudes, the rapid change in
technology experienced by Gen Z has inculcated some very unique working attitudes in the new
generation, which in turn has impacted their expectations of middle management and their
preference for such roles. Therefore, this integrative research paper explores the attitudes of
South Asian Gen Z workers in the technology industry and the influence this has on middle
managerial roles in the industry.
The aim of this study was therefore to explore the standout traits of South Asian GenZ employees
such as flexibility, value–driven... (More)
Attitudes of Gen Z and their role in the workplace have been widely studied in the past decades.
Even though Gen Z and Millennials have some similar workplace attitudes, the rapid change in
technology experienced by Gen Z has inculcated some very unique working attitudes in the new
generation, which in turn has impacted their expectations of middle management and their
preference for such roles. Therefore, this integrative research paper explores the attitudes of
South Asian Gen Z workers in the technology industry and the influence this has on middle
managerial roles in the industry.
The aim of this study was therefore to explore the standout traits of South Asian GenZ employees
such as flexibility, value–driven motivations, concern for mental health, career aspirations and the
need for work-life balance. The factors that have inculcated these traits, such as rapid
advancements in technology and social media, were also studied. These traits were then utilised
to study how they affect middle management expectations of this generation. Data was collected
using interviews of 12 South Asian tech workers working in the EU, India and Pakistan. Seven of
these were Gen Z employees, and five of these were millennial managers.
The results showed the sheer need for Gen Z employees for autonomy in decision-making, the
need for self-management, the need for management with exceptional interpersonal and
communication skills, the desire for value-driven work, horizontal growth and the necessity for
continuous learning and growth as a motivation for work. These, in turn, make the future role of
middle managers as motivators and enablers rather than supervisors. (Less)
Please use this url to cite or link to this publication:
author
Fiza, Kanez LU and Batra, Muskan LU
supervisor
organization
course
MGTN59 20251
year
type
H1 - Master's Degree (One Year)
subject
language
English
id
9200641
date added to LUP
2025-06-27 13:56:43
date last changed
2025-06-27 13:56:43
@misc{9200641,
  abstract     = {{Attitudes of Gen Z and their role in the workplace have been widely studied in the past decades. 
Even though Gen Z and Millennials have some similar workplace attitudes, the rapid change in 
technology experienced by Gen Z has inculcated some very unique working attitudes in the new 
generation, which in turn has impacted their expectations of middle management and their 
preference for such roles. Therefore, this integrative research paper explores the attitudes of 
South Asian Gen Z workers in the technology industry and the influence this has on middle 
managerial roles in the industry. 
The aim of this study was therefore to explore the standout traits of South Asian GenZ employees 
such as flexibility, value–driven motivations, concern for mental health, career aspirations and the 
need for work-life balance. The factors that have inculcated these traits, such as rapid 
advancements in technology and social media, were also studied. These traits were then utilised 
to study how they affect middle management expectations of this generation. Data was collected 
using interviews of 12 South Asian tech workers working in the EU, India and Pakistan. Seven of 
these were Gen Z employees, and five of these were millennial managers. 
The results showed the sheer need for Gen Z employees for autonomy in decision-making, the 
need for self-management, the need for management with exceptional interpersonal and 
communication skills, the desire for value-driven work, horizontal growth and the necessity for 
continuous learning and growth as a motivation for work. These, in turn, make the future role of 
middle managers as motivators and enablers rather than supervisors.}},
  author       = {{Fiza, Kanez and Batra, Muskan}},
  language     = {{eng}},
  note         = {{Student Paper}},
  title        = {{Redefining Management: The Impact of South Asian Generation Z’s Workplace Attitudes on Middle Managerial Roles in the Tech Industry}},
  year         = {{2025}},
}