ISSN Electrónico: 2500-9338

Volumen 25-N°1

Año 2025

Págs. 62–93

Centennials or Generations Z and its demands to choose workplace: Comparative study between

Colombia and Peru

Daniel Antonio Herrera Gonzalez

Enlace ORCID: https://orcid.org/0009-0002-7425-3775

Fecha de Recepción: 10 de Octubre, 2024

Fecha de Aprobación: 15 de Enero, 2025

Fecha de Publicación: 19 de Febrero, 2025

Abstract:

Generation Z, also known as ‘post millennials’ or ‘centennials’, is the group of people born between 1995-

2010. The objective of this research is to analyze and compare the different demands or requirements that

this generation has when selecting a job for centennials in Colombia and Peru. The statistical analysis used

was: Hierarchical Cluster, Non-Metric Multidimensional Scaling and Cluster k-means. An online survey was

applied. Some of the main findings are: for centennials in Colombia value professional development more in

a competitive context, while Peru leans towards topics such as innovation, social responsibility, values, long-

term vision of the leader and intelligence, considering a more human in the world of work. Companies want

to hire young people who belong to Generation Z but they do not stay long in the companies because their

expectations are not understood by employers, this research will help companies understand this generation

and their desires and expectations when they select a company to work for and deliver all their knowledge.

Classification JEL: D21, E24, J20

Key Words: Centennials, Generations Z, Workplace

Doctor in Strategic Business Administration, DBA (double degree) CENTRUM Graduate Business School – Pontifical Catholic University of Peru and Maastricht

School of Management of the Netherlands, 2020 (Double degree in Latin America and Europe). Master of Philosophy. Maastricht School of Management in the

Netherlands. Masters in international business and international Relations. Macquarie University, Australia. Master of Business Administration –

Executive MBA. University of the Andes, Colombia. Systems Engineer. Catholic University, Colombia. Docente vinculado a la Universidad Tecnológico de Monterrey-

Mexico. Contacto: daniel.herrera@tec.mx

CC BY-NC-SA 4.0

Attribution-NonCommercial-ShareAlike 4.0 International

Centennials o Generaciones Z y sus exigencias para elegir lugar de trabajo: Estudio comparativo

entre Colombia y Perú

Resumen:

La Generación Z, también conocida como 'post millennials' o 'centennials', es el grupo de personas nacidas

entre 1995-2010. El objetivo de esta investigación es analizar y comparar las diferentes demandas o

requerimientos que tiene esta generación a la hora de seleccionar un trabajo para los generación Z en

Colombia y Perú. Los análisis estadísticos utilizados fueron: Conglomerado Jerárquico, Escalamiento

Multidimensional No Métrico y Conglomerado k-medias. Se aplicó una encuesta en línea. Algunos de los

principales hallazgos son: para los generación Z en Colombia es que valoran más el desarrollo profesional

mientras que Perú se inclina hacia temas como innovación, responsabilidad social, valores, visión de largo

plazo del líder e inteligencia. Las empresas quieren contratar jóvenes que pertenecen a la generación Z pero

ellos no permanecen largo tiempo en las empresas porque sus expectativas no son comprendidas por los

empleadores, esta investigación ayudará a las empresas a entender a esta generación y sus deseos y

expectativas cuando ellos seleccionan una empresa para trabajar y entregar todo su conocimiento.

Palabras clave: Centennials, Generacion Z, Lugar de trabajo, D21, E24, J20

Keywords. Investment, Argentina, Analytic hierarchy process (AHP).

Centennials ou Geração Z e as suas exigências na escolha do local de trabalho: Um estudo

comparativo entre a Colômbia e o Peru

Resumo:

A Geração Z, também conhecida como “pós-millennials” ou “centennials”, é o grupo de pessoas nascidas

entre 1995-2010. O objetivo desta investigação é analisar e comparar as diferentes exigências ou requisitos

que esta geração tem ao selecionar um emprego para a Geração Z na Colômbia e no Peru. As análises

estatísticas utilizadas foram: Hierarchical Clustering, Non-Metric Multidimensional Scaling e k-means

Clustering. Foi aplicado um inquérito em linha. Algumas das principais conclusões são: para a geração Z na

Colômbia, valorizam mais o desenvolvimento profissional, enquanto o Peru está mais inclinado a temas como

inovação, responsabilidade social, valores, visão de longo prazo do líder e inteligência. As empresas querem

contratar jovens pertencentes à geração Z, mas estes não permanecem muito tempo nas empresas porque

as suas expectativas não são compreendidas pelos empregadores. Esta investigação ajudará as empresas

a compreender esta geração e os seus desejos e expectativas no momento de selecionar uma empresa para

trabalhar e entregar todo o seu conhecimento.

Palavras-chave: Centennials, Geração Z, Local de trabalho, D21, E24, J20

ISSN Electrónico 2500-9338

Enero – Abril. Volumen 25 Número 1, Año 2025 Págs. 62 - 93

1. INTRODUCTION

Generation Z, or centennials, are the age group that

precedes millennials. This generation are those born

after 1995 and represent 25.9% of the world population

(Ruperti-Lucero et al., 2019), which positions them as

the generation with the largest population on the planet.

Generation Z developed in a fully global and

modernized period, where the internet was

incorporated as well as great technological and

telecommunications advances and they are known as

digital natives (Linne, 2014). Among the trends of

Generation Z, there are the digital, work and social

environments that are subject to significant changes.

From this, it is possible to understand the constant

changes that Generation Z and companies present

today when facing the new expectations and current

labor trends that this generation presents.

Gen Z work environment expectations and

preferences are different between past generations

and even between the same members of the

generations. Generation Z is looking for a work

environment where they are given priority and the

opportunity to develop their professional career, an

optimal work environment, good financial security and

a space between work and social life. These demands

are important for organizations to develop attractive

work environments for Generation Z because other

generations have other expectations of the workplace

(Pauli, Guadagnin, & Ruffatto, 2020).

For Generation Z, the demands and

characteristics of the company where they will work are

important when making the decision to work. These

demands and characteristics translate into challenges

for companies because they must propose these

aspects to attract this workforce. Currently, for

example, working at home has become very common

for Centennials, due to the different changes in the

environment and in society, about 70% of employees

between 20 and 25 years old want to telework

(Galeano, 2020). It is also important to emphasize the

importance of health at work because approximately

11% of the Centennial population experience

neurological disorders, especially with regard to

migraines (Herrero, Ramírez, Barbero & Ruiz de la

Torre, 2021). The expectations regarding an ideal

place to work are the most important aspects to assess

in this research. In fact, Filipuzzi (2016) identified

through a survey the job expectations of Generation Z,

the most important finding being that these young

people belonging to Generation Z seek a job according

to their personality, in addition, that progress within the

organization should be quick. Likewise, for Battista,

Cabrera, and Villanueva (2014), generation Z mainly

seeks a good working environment accompanied by

high remuneration with flexibility in their schedules,

additionally, they prefer face-to-face communication

and being supervised by a single boss regardless of the

supervisor's gender.

The objective of this research is to know the

new expectations and behaviors of Generation Z in

relation to the ideal company, ideal boss and ideal

environments or places of work for them. These three

constructs were analyzed because they are the most

aspects that Generation Z youth pay attention when

they are working and decide to stay in organizations for

a long time. To respond to this objective, the present

study will analyze different variables that Generation Z

considers to find the best place to work and the ideal

boss in order to understand the expectations and

preferences to enter the work environment applying

statistical methods of multidimensional scaling, the

groups of Generation Z and their characteristics will be

defined for each country with the aim of generating

knowledge so that companies objectively understand

what are the requirements of this Generation Z to select

the appropriate place of work and remain for a long time

within the organizations.

Centennials or Generations Z and its demands to choose workplace: Comparative study between Colombia and Peru

Daniel Antonio Herrera Gonzalez

There are several reasons why this comparative study

between two Latin American countries is important.

Among many reasons, the following are some: a)

Understanding your job expectations in different

countries will allow you to identify generational trends

and how they evolve in different cultural, economic, and

social contexts. b) By comparing these differences,

insights can be gained on how to approach talent

management and employee retention in each location.

c) Generation Z represents the future of the labor

market, and understanding their expectations can help

you anticipate and proactively adapt to trends that will

influence the workforce. The present study will

answer the following research question: How do

the workplace preferences and expectations of

Generation Z differ between Colombia and Peru,

and what factors influence their decision-making

when choosing an employer?

2. THEORETICAL FRAMEWORK

The emergence of Generation Z, often

referred to as Centennials, has significantly

transformed expectations within the workplace,

particularly in Latin America. This cohort, born

between the mid-1990s and early 2010s, is

characterized by a distinct set of values and

preferences that diverge from previous

generations. In Colombia and Peru, these

differences manifest in their demands for job

satisfaction, work-life balance, and organizational

alignment with personal values such as

sustainability and inclusivity.

Generation Z, also known as ‘post millennials’ or

‘centennials’, is the group of people born between

1995-2010 (Lanier, 2017; Chillakuri &

Mahanandia, 2018; Southgate, 2017; Bassiouni &

Hackley, 2014; Francis & Hoefel, 2018). According

to various scientific research, this cohort

represents 24% of the global population (Miller &

Lu, 2018; Mondres, 2019; Francis & Hoefel, 2018;

Spitznagel, 2020), and is the first generation born

into a context with access to the internet, digital

tools, and electronic devices, which makes

Generation Z part of the technological revolution

that took hold at the beginning of the 21

century

(Seemiller & Grace, 2017; Lenhart, Smith,

Anderson & Perrin, 2015).

A study carried out by the American

Psychological Association (APA), demonstrated

that at least 77% of this cohort are undergraduate

students who have a part-time job or an internship,

as well as professionals who are currently entering

the labor market (American Psychological

Association, 2017; Miller & Lu, 2018; Al-Asfour &

Lettau, 2014). This information is completely

necessary for employers to understand

Generation Z’s preferences when it comes to

applying for a job, so they can structure an efficient

hiring process and, of course, training and

qualification. Generation Z is a cohort different

from its predecessors because of the

circumstances that influenced their behavior and

perspectives toward life.

Ideal Company

An "ideal company" is often described as an

organization that embodies a set of desirable

characteristics and practices, leading to

exceptional performance and success. Precisely,

Thang et al ( 2022, p.6 ) have demonstrated in

their paper that “Generation Z believed that their

profiles would immediately improve and catch

more attention from other recruiters once they

leave said organizations”. The expectations of

Generation Z about an ideal company according to

Pataki-Bitto and Kapusy (2021) the corporation

must show employee-centered management to

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improve the well-being of the employees by

creating a family-friendly, animal-friendly and

environment-friendly workplace, further, the ideal

company appreciates the effort employees make

and gives regular feedback on their performance

(Pataki-Bitto & Kapusy, 2021).

Generation Z is often described as

independent, eager to learn, and open-minded

when it comes to diversity, religion, social class, or

ethnicity (Kapil & Roy, 2014). They are also

described as forward-focused, energetic, creative,

rapid learners, multitaskers, individualistic, and

active workers, which are some valuable and

positive characteristics hiring processes require

(Half, 2015; Seemiller & Grace, 2017; Arar &

Öneren, 2018; Chillakuri & Mahanandia, 2018;

Sidorcuka & Chesnovicka, 2017). Researchers

affirm that Generation Z is the most achievement-

oriented generation since they want to be involved

in organizational processes because of their

structural behavior, innovative ideas, risk

propensity, and constant manipulation of

information (Barna Group 2018; Patel, 2017;

Kulcsár, 2020; Parija & Shanmuganathan, 2020;

Harris & Gibson, 2008; European Commission,

2012).

However, Generation Z is willing to

achieve professional goals in a short amount of

time without effort, and some employers consider

Generation Z members are impatient (Goh &

Okumus, 2020; Turner 2015). Researchers affirm

that this cohort is always hurried out and,

consequently, it is difficult for them to seek long-

term goals. Generation Z is constantly traveling,

moving from one city to another, and applying for

jobs all around the globe; they do not seek for

stability, instead, they try to avoid monotony

(Kulcsár, 2020; Steinerowska-Streb & Wziątek-

Staśko, 2016). For this reason, this cohort is

known for making the environment more

globalized, with more optimistic, diverse, and

dynamic perspectives that promote inclusion at the

workplace (Dill, 2017; Kirchmayer & Fratričová,

2018).

Generation Z is directly related to

technology since they were born into the digital

age, thus, they prefer working with modern

technologies instead of the conventional tangible

tools previous generations use (Elmore, 2014;

Oblinger & Oblinger, 2005; Prensky, 2001). They

require constant feedback for their work

improvement (Randstand, 2016; Dolot, 2018), and

digital resources for learning organizational

concepts and processes (Pearson Higher

Education Survey, 2018). This cohort has high

expectations for working. They want their ideas

implemented, be involved in the decision-making

process, have flexibility regarding their schedules,

and have good interpersonal relationships with

their coworkers (Schroth, 2019; Bresman & Rao,

2018).

However, at the same time, they feel

uncertain about their career, future professional

development, and their well-being (Bresman &

Rao, 2018; Daft, 2015). For the formulation of an

optimal hiring process aimed only at Generation Z,

employers should address career planning and

management, since this cohort has different

perspectives towards professional paths and

aspirations (Santos, 2016; Krishnan, Loon & Tan,

2018). Therefore, employers must be aware that

Generation Z value equal treatment, promotions,

opportunities for professional growth and balance

between work and family; they don’t like

hypercritical structures and repetitive routines, and

they are seeking for a better quality of life

compared to previous cohorts (Schwieger &

Ladwig, 2018; Arar & Öneren, 2018).

Centennials or Generations Z and its demands to choose workplace: Comparative study between Colombia and Peru

Daniel Antonio Herrera Gonzalez

Job Characteristics

Rewards and recognition such as salary

increases, bonuses, among others, and

professional and job advancements immediately

and without little effort turn out to be widely

motivating factors for members of Generation Z

(Bari, Fanchen, & Baloch, 2016). Gen Z seeks to

have a flexible professional life where, due to their

entrepreneurial skills, they can not only create an

identity but, in turn, can be in various workplaces

that allow them to make significant contributions to

companies in response to the fact that Generation

Z is multicultural and global and has the ability to

transmit information clearly and be organized

(Tysiac, 2017; Santos, 2016).

It is important that companies consider the

preferences that attract members of Generation Z,

which are different from those of previous

generations (Ma, Hu & Gocłowska, 2016).

Generation Z seeks to work in companies with high

moral and ethical standards (Mintel, 2021; Singh &

Dangmei, 2016; Rothman, 2016). In addition,

technology, for its part, plays a strongly motivating

role for members of Generation Z since they want

to work with this modality to achieve their

objectives (Ozkan & Solmaz, 2015), in addition to

technology this generation got used to information

which allows a great variety of activities to be

carried out simultaneously and that the result is of

high quality (Cable & Parsons, 2001; Fernandes,

2018). Otherwise, Generation Z prefers to be part

of long-term projects where the contribution to the

environment, society, and global well-being can be

rewarding (Goh & Lee, 2017).

When applying the Theory of Planned

Behavior (TPB), researchers found out that

Generation Z members have great enthusiasm

when it comes to learning new skills because they

want to be prepared for a spectacular career

performance (Ajzen, 1991; Dill, 2017). Employer

Branding and Management Theory play a

significant role as well since Generation Z’s

performance is the product of their abilities

multiplied by their motivations (Silinevica &

Meirule, 2019). This cohort is motivated by finding

new growth opportunities, obtaining professional

benefits, recognition, money, meaningful work,

and even by a better self-esteem; hence, members

of the Generation Z end up volunteering until they

achieve these purposes (Wilson, 2000; Clary &

Snyder, 1999; Schwabel, 2014; Kubátová, 2016;

Voced, 2018). However, this cohort’s performance

depends not only on their motivations, but also on

their attitudes towards the activities they

volunteered for (Mischel, 1997; Katz, 1960).

Appropriate training programs would

encourage Generation Z to have a positive attitude

towards volunteering activities, misperceptions

regarding these training programs could

negatively affect Generation Z attitudes, leading

them to volunteer in other places where their

expectations are met (Armitage & Conner, 2001).

On the other hand, Generation Z prefers training

programs that include digital tools (Twenge, 2017;

Cartwright-Stroupe & Shinners, 2021), and goal

setting (Corn, Feldman & Wexler, 2020).

Researchers also agree that Human Resources

(HR), must be aware that members of the

Generation Z are also motivated by the tools they

are offered for completing their volunteering,

otherwise they wouldn’t feel comfortable working

with tools that are not enough for an optimum

performance (Ridderstrale, 2004).

In other words, Generation Z does not

agree with the traditional ‘office work culture’ since

they can easily adapt to technology and every

digital process business require, they prefer

working with new information technologies for

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better performance (Ridderstrale, 2004; Brusch &

Kelly, 2014; Fernandes, 2018). They are tech-

savvy compared to every other cohort, and they

consider that working tasks can be automated

thanks to virtuality, reducing human efforts and

time (Barnes & Noble College, 2018). Members of

this generation prefer learning through videos,

interactive content, and collaborative virtual

groups (Pearson Higher Education Survey, 2018;

Seemiller & Grace 2017). Therefore, employers

should consider ways to integrate digital tools with

employee development and performance

management systems (Cilliers, 2017). In sum,

there is extensive literature that has studied the

relationship between job characteristics and

behavioral outcomes in general as intrinsic

motivation (Ravi, 2020). Gon and Lee (2017)

identified some practices very important to

Generation Z: Interesting work, cross-training

(different functions), working hours, anti-

discrimination policies, and workplace safety.

Ideal Boss

For members of Generation Z, social

relationships become an important need, however,

this socialization is carried out mainly through

social networks and text messaging (Pichler,

Kohli, & Granitz, 2021; Clark Kevin, 2017). What

makes them become virtual and superficial, the

latter being that Generation Z loses essential

communication rules such as: listening, asking,

knowing how to express themselves, having

coherence in a conversation, among others

(Bencsik & Machova, 2016; Tulgan, 2013; Pew

Research Center, 2012).

In addition, Generation Z wishes to

establish clear and open communications with

their superiors and co-workers, also that these

communications are interactive and with clear

responses (Kirchmayer & Fratričová, 2018;

Hershatter & Epstein, 2010). Likewise, members

of Generation Z consider it important not only to

have good relationships with their co-workers

(members of the same generation), but also that

with these relationships it is possible to create new

professional networks (Hampton & Welsh, 2019;

Fodor, Jäckel, & Pal Szilagyi, 2018; Kapil & Roy,

2014; Grow & Yang, 2018).

Otherwise, members of Generation Z do

not establish good working relationships with

members of previous generations, such as baby

boomers and Generation X, as this can lead to

misunderstandings in the workplace (Urick, et al,

2017; Safrankova & Sikyr, 2019). However, Gen Z

does find a relationship with Millennials, as they

identify with their leadership style and positive

attitude. (Al-Asfour & Lettau, 2014; Adecco, 2016).

Some leadership traits preferred by Gen Z are

assertive communications, positive and inclusive

culture, emotional intelligence, feedback,

commitment, equality, open-minded and

friendliness (Gabrielova & Buchko, 2021; Grow &

Yang, 2018). Otherwise, the members of

Generation Z demand constant guidance and

feedback on their activities from their bosses, this

in response to a reaction of having grown up in an

environment of likes or rewards of social networks

to which they are accustomed. If not, you think

they have done things wrong, or their work is not

significant in the company where they work

(Randstand, 2016; Sujansky & Ferri-Reed, 2009;

Center for Generational Kinetics, 2018).

One of the greatest generational changes

in companies that has been seen in recent times

is approaching, since now the first members of

Generation Z are entering the workplace (Al-

Asfour & Lettau, 2014; Tulgan, 2013). Therefore,

the role of the future employer is to attract this

Centennials or Generations Z and its demands to choose workplace: Comparative study between Colombia and Peru

Daniel Antonio Herrera Gonzalez

generation by meeting their different professional

and work expectations that they have about the

place where they will work, which include

generous salaries, rapid professional growth,

health insurance, flexible hours, among others

(Sidorcuka and Chesnovicka, 2017; Half, 2015).

However, these expectations of the work

environment are often idealistic and unrealistic

(Bencsik, et al, 2016; Yu, 2019; Schroth, 2019).

Thus, the traditional workplaces where

there is overcrowding of employees and

accelerated standard of living do not convince

Generation Z; Generation Z prefers quiet spaces

where they can meet their peers occasionally

(Topuzovska Latkovikja & Borota Popovskab,

2020). In addition, to look for workplaces adapted

to their tastes, where there are no geographical

limits and schedules to be able to carry out their

different activities which must be innovative and

creative, likewise, be able to make significant

contributions to the companies where they are

working (Seemiller & Grace, 2017; Ozkan &

Solmaz, 2015).

On the other hand, the desire to have

autonomy when developing the different tasks is a

characteristic highly valued by Generation Z, even

more than previous generations (Mintel, 2021)

Since being autonomous they could develop their

activities in a better way and at their own expense.

Instead, reduce costs to companies, in addition to

reducing job desertion by this generation (Deci &

Ryan, 1985). It should be clarified that this

generation is less involved in the workplace than

past generations (Statnickė, Savanevičienė, &

Šakys, 2019).

Otherwise, due to the internet and social

networks, the existing cultural diversity in

companies is not a limitation to be accepted by

Generation Z, since this allows interaction with

people from all over the world to be easy for them.

allows one to be well-prepared for a work

environment (Apuzzo, 2015). As was mentioned

by Jiri (2016) ideal boss is a coach/mentor (51 %),

a leader (40 %), an advisor (34 %), a

confidant/discuss private and work matters (30 %),

a friend (16 %), and a director/allocator of work (10

%).

3. METODOLOGY

The study was quantitative with a descriptive

observational scope based on a non-probabilistic

sample of Centennial students from 13 Higher

Education Institutions (IES) between Colombia

and Peru. In terms of statistical analysis, the

following techniques were used sequentially: a)

Hierarchical Cluster b) Non-Metric

Multidimensional Scaling and c) Cluster k-means,

to obtain a profile of the job expectations of

Centennials. An online survey was applied

between June and July 2020, in which a total of

2754 individuals participated in order to make a

contrast between the two countries, 1004 surveys

were applied in Colombia (37%) and 1750 surveys

were in Peru (63%). The respondents were

students from 18 to 23 years old from 22 higher

education institutions located in Colombia and

Peru. All the participants are centennial students

from business schools, of the professional careers

of Administration, Marketing, Business

International, Accounting, Economics, and Human

Resources. The 22 reagents used in the

investigation have been shown to have high values

of reliability and validity. However, it should be

noted that these results are based on the use of

Schwartz's (1992) universal value theories, which

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states that values can be organized in quadrants

of opposite poles, distinguishing between self-

transcendence values and self-preservation on the

one hand (people who value justice, equity,

collective well-being, and personal stability), and

the values of self-promotion and openness to

change and McClelland's human needs (1985)

also maintains that people can be motivated,

among others, by achievement (focused on goals,

tasks, and success) or by affiliation (focused on

people, collaboration, and common welfare).

The group of questions investigates job

expectations in three different dimensions: a) ideal

company to work for, b) ideal boss to work with,

and c) characteristics that a job should have. a) In

the ideal company dimension: from a list of 9

items, students are asked to choose only three, the

most important for them. The question is, what

characteristics should an ideal company to work

for have? The items are 1. High invoicing, 2.

Company with values similar to mine, 3. That is

multinational/international, 4. Innovative, 5. With

prestige/great reputation, 6. With salaries and

benefits above the average, 7. Socially

responsible or with good purpose, 8. That provides

a career line or professional development, 9. That

values the well-being (quality of life) of its

employees. b) Assessment of the qualities of the

ideal boss. From a list of 7 items, students are

asked to choose only three, the most important for

him/her. The question is what attributes do you

value most in a boss? The items are: 1. Sense of

humor, 2. Flexibility, 3. Intelligence, 4. Long-term

vision, 5. Technical knowledge, 6. Good values, 7.

Good communication. and c) Evaluation of the

characteristics that a job should have. From a list

of 7 items, Centennials are asked to rate each

characteristic on a Likert scale, where 1 is not

important at all and 5 is very important. The

question is what characteristics are the most

important that a job should have? The items are:

1. Good relationships with

bosses/clients/coworkers, 2. Good training

opportunities/learn new skills, 3. Work-life

balance, 4. Good compensation plan (bonuses,

incentives, health benefits, etc..), 5. Job stability /

Business sustainability, 6. Challenging job, 7.

Opportunity to travel. The software used for data

analysis was SPSS V.24.

4. RESULTS

According to Table 1, in the case of Colombia, the

sample is equally distributed between men (45%) and

women (55%), however, in Peru there is a higher

proportion of women (72%) compared to men (28%).

Likewise, the age in both groups is similar with a mean

of 23 years and a standard deviation of approximately

1.7 years. On the other hand, in Business

Administration the 4th and 2nd semesters turned out to

be the most representative, indicated by the value of

fashion, while for Marketing/Business Management,

International Business (international trade) and HR, in

the Colombian case the majority of the students are in

the 2nd and 3rd semesters, which indicates that job

expectations are still in formation.

Centennials or Generations Z and its demands to choose workplace: Comparative study between Colombia and Peru

Daniel Antonio Herrera Gonzalez

Colombia Country Results

Table 2 shows which items were most valued and least

valued by the respondents. Here it can be understood

that in the Ideal Company dimension, the items that

matter most to Generation Z are an innovative

company and a socially responsible company with

similar securities. In addition, the most valued attributes

for the Ideal Boss dimension are good communication,

good values, and that leaders have a long-term vision.

Table 1. Descriptives

Country

Colombia

Peru

n=1004

n=1750

Gender

Male

45%

28%

Female

55%

72%

Age

Mean

±1,61

±1,70

Business

Administration

Semester

Mean

Median

Mode

Marketing /

Business

Management

Semester

Mean

Median

Mode

International

Business

(international trade)

Semester

Mean

Median

Mode

Semester

Mean

Median

Mode

Others

Semester

Mean

Median

Mode

Source: own elaboration, 2022

Table 2. Company attributes and the Ideal Boss

Dimension

Value

Ideal Company

Innovative

57%

Socially responsible

56%

Similar Securities

49%

Multinational international

37%

Superior promise wages

34%

Welfare quality of life

21%

Professional development

20%

Prestige reputation

16%

High Invoicing

Most valued attributes of a Ideal Boss

Good Communication

63%

Good values

41%

Long term vision

34%

Intelligence

29%

Flexibility

14%

Technical knowledge

13%

Sense of humor

Note: multiple choices

Source: own elaboration, 2022

ISSN Electrónico 2500-9338

Enero – Abril. Volumen 25 Número 1, Año 2025 Págs. 62 - 93

Affording to Table 3, the data indicate that training opportunities (74%), work-life balance (73%), and a good relationship with

the boss are the most important elements for centennials, in counterpart, challenging work (44%) and travel opportunities

(50%) have a lower degree of relevance.

Table 3. Job Characteristics

Variable

Less

important

Most important

Training opportunities

22%

74%

Work life balance

22%

73%

Good relationship boss

24%

71%

Job stability

27%

69%

Compensation plan

34%

58%

Travel opportunity

13%

33%

50%

Challenging work

12%

42%

44%

Source: own elaboration, 2022

In comparison, it was evaluated if there were significant differences between both genders, obtaining the following results. The

analysis of Table 4 indicates that, in the case of the ideal Company, there are statistically significant differences between men

and women in the variables high invoicing, prestige reputation, and socially responsible, identifying that it is the male gender

that values the billing of the company more. company (ꭕ2: 9,796; p=0.002) and reputation (ꭕ2: 22,237; p=0.00), while women

are in search of socially responsible organizations (ꭕ2: 17,331; p=0.00). Likewise, in the most valued attributes of the Ideal

Boss, there are significant differences, men appreciate a sense of humor more (ꭕ2: 11,550; p=0.001) while women prefer

good communication (ꭕ2: 15,287; p=0.00). and good values (ꭕ2: 7.934; p=0.005).

Table 4. Differences between gender – Colombia

Ideal Company

Male

Female

p-value

High Invoicing

61%

39%

9,796

0,002*

Similar Securities

50%

3,12

0,77

Multinational international

45%

55%

0,014

0,907

Innovative

45%

55%

0,44

0,833

Prestige reputation

62%

38%

22,237

0,00*

Superior promise wages

46%

54%

0,343

0,558

Socially responsible

38%

62%

17,331

0,00*

Professional development

41%

59%

3,331

0,068

Welfare quality of life

43%

57%

1,967

0,161

Most valued attributes of an Ideal Boss

Sense of humor

67%

33%

11,55

0,001*

Flexibility

52%

48%

3,819

0,051

Intelligence

49%

51%

3,214

0,073

Long term vision

47%

53%

1,048

0,306

Technical knowledge

51%

49%

2,303

0,129

Good values

40%

60%

7,934

0,005

Good Communication

40%

60%

15,287

0,00*

*The Chi-square statistic is significant at the 0,05 level.

Source: own elaboration, 2022

Centennials or Generations Z and its demands to choose workplace: Comparative study between Colombia and Peru

Daniel Antonio Herrera Gonzalez

Hierarchical Cluster Analysis (HCA)

An HCA was carried out in order to understand the

way in which the variables associated with the

ideal company, ideal boss, and characteristics that

the ideal workplace should have been

agglomerating, given that this type of technique

allows segmenting and identifying homogeneous

groups that they can be classified by cases

(observations) or variables (Ghosal,

Bhattacharyya & Majumder, 2020). For this, the

Ward method was used, which measures the total

sum of the squares of the deviations between each

observation and the mean of the cluster where it is

located based on the squared Euclidean

distances, as a result, this technique is one of the

most used in practice due to their high

discriminative level (Sharma & Batra, 2019).

On the other hand, it was necessary to perform a

transformation to Z scores of the values for each

question, since they were measured on different

scales, binary in the case of multiple answers for

company and ideal boss, Likert for the attributes of

an ideal job. Once these parameters were

established, the initial agglomeration was

observed, determining the existence of three

clusters, and taking them as a reference to

continue with the analysis. Finally, it was decided

to generate the proximity matrix that explains the

similarity between each of the analyzed variables,

this as input for the following statistical process,

Non-Metric Multidimensional Scaling (NMDS).

Next, the result of the HCA is shown in the

dendrogram with the selected clusters.

Figure 1.

Colombia - Dendrogram using Ward Linkage

Source: own elaboration, 2022

ISSN Electrónico 2500-9338

Enero – Abril. Volumen 25 Número 1, Año 2025 Págs. 62 - 93

The dendrogram shows (See Figure 1) a

grouping in three clusters that could be named: 1)

awareness company (blue); 2) kaizen company

(red) and 3) committed company (gray), each one

made up of a combination of variables associated

with the ideal company, characteristics of a good

job and ideal boss. Regarding cluster 1 –

awareness company, it is important to point out

that it is characterized by having elements related

to a good job, which is perceived as one that

generates professional opportunities, balance

between personal and work life, stability, adequate

compensation plans and positive relationships

with the bosses. This group would be aligned or

would be in accordance with an ideal company and

ideal boss as was explained in the theoretical

framework, in fact, Generation Z is willing to

achieve professional goals in a short amount of

time without effort, and some employers consider

Generation Z members are impatient (Goh &

Okumus, 2020; Turner 2015).

The second cluster named the kaizen

company cluster is associated with continuous

improvement, characterized by professional

development, reputation as a company in the

international arena, technical knowledge, billing

and flexibility in line with job characteristics

explained in the theoretical framework where

Generation Z seeks to work in companies with high

moral and ethical standards (Mintel, 2021; Singh &

Dangmei, 2016; Rothman, 2016). While cluster 3

called committed company is related to aspects

such as innovation, long-term vision, values,

assertive communication, social responsibility and

well-being, that is slightly more intangible

elements that were observed in job characteristics

variable because they prefer working with new

information technologies for better performance

(Ridderstrale, 2004; Brusch & Kelly, 2014;

Fernandes, 2018). Next, a projection of these

categories was obtained on a two-dimensional

plane (common space) through the non-metric

multidimensional scaling technique, in order to

observe the similarities and differences between

all the categories analyzed, as shown in figure 2.

As you can see in Figure 2, in the three circles it is

possible to identify the three groups in the blue

color awareness company, in the yellow circle

Kaizen company and in the red circle committed

company. Companies can learn about the

characteristics of each group of Generation Z and

their expectations and desires to make the hiring

process more efficient and long-term for the

benefit of Generation Z and companies. In

addition, Figure 2 shows also that a company

called an awareness company should be empathic

from Generation Z point of view being an

organization very human, also, a Kaizen company

must be sensitive and competitive when

Generation Z analyses the workplace ideal.

Finally, a committed company must be

characterized as very responsible with its

decisions.

Centennials or Generations Z and its demands to choose workplace: Comparative study between Colombia and Peru

Daniel Antonio Herrera Gonzalez

Proximities calculated with squared

Euclidean distance applying Torgerson algorithm.

Normalized Raw Stress = 0.08156; S-

Stress=0.23397; Dispersion Accounted For

(D.A.F.) = 0.9084; Tucker's Coefficient of

Congruence = 0.9531.

Source: own elaboration, 2022

Figure 2.

Non-Metric Multidimensional Scaling – Colombia

ISSN Electrónico 2500-9338

Enero – Abril. Volumen 25 Número 1, Año 2025 Págs. 62 - 93

The NMDS (Proxscal) was performed

using the proximity matrix obtained in the previous

step (hierarchical cluster) in order to generate

results consistent with the clusters obtained. It is

important to note that this matrix contains values

(proximities) between each of the variables,

allowing them to be projected on a two-

dimensional plane (Mulca & Dhame, 2019). On the

other hand, the input variables were specified as

intervals, that is, continuous, subsequently

applying Torgerson’s algorithm (1952) for the

initial configuration, which allows for optimizing the

stress obtained from the procedure.

According to Mukherjee, Sinha &

Chattopadhyay (2018), Stress is not in itself a

measure of the goodness of fit of the model, but

the opposite, that is, the non-goodness of fit, so it

is assumed that the lower its better value the

model. This is how Kruskal (1964) reviewed it and

developed the interpretation for the Normalized

Raw Stress (NRS).

Table 5

Normalized Raw Stress

Poor

0.2

Acceptable

0.1

Well

0.05

Very good

0.025

Great

0.0

Source: Kruskal (1964)

Based on the NRS obtained (0.08156), it

is considered that the model is in the good

category as indicated in the previous Table 5, in

addition, the DAF and Tucker's Coefficient of

Congruence close to 1 confirm it. In this sense, it

is observed in Figure 3 that the response options

are distributed among four quadrants along both

dimensions, considering the left loop as the

Human Company dimension, while the lower one

is more associated with Attractive Company.

Subsequently, a K-Means cluster analysis was

performed in order to form conglomerates and

identify their projection on the two-dimensional

plane proposed by the NMDS.

Figure 1.

Cluster Analysis - Colombia

K-means algorithm

Source: own elaboration, 2022

Centennials or Generations Z and its demands to choose workplace: Comparative study between Colombia and Peru

Daniel Antonio Herrera Gonzalez

Using the final coordinates of the NMDS, clusters 1 and 2 are projected on the plane as a product of k-means,

observing that 75% of the cases belonging to cluster 1 are clustered in the area associated with Empathic and

Responsible Company, while cluster 2 with a size of 25% is located towards the Sensitive and Competitive Company

dimension. On the other hand, it is important to point out that approximately 57% of the cases belonging to cluster 1 are

clustered in quadrant I associated with the Empathic Company, that is, they value aspects such as good relations with

superiors, training opportunities, quality of life, good values, balance between work and personal life. Likewise, the

variables located in quadrant I belong to the awareness company cluster identified in the dendrogram. Finally, the k-

means clusters are validated using a random sample of 50% of the data, as follows in Table 6.

Table 6

Cross Validation clustering - Colombia

Original data

Total

Random

sampling

380

97,4%

3,3%

384

75,1%

2,6%

117

96,7%

127

24,9%

Total

390

100,0%

121

100,0%

511

100,0%

Rand Index (RI): 0,9086

Sample 50% of the original data

Source: Own Elaboration, 2022

The validation indicates that the clusters obtained in the sample agree 90.86% of the time, demonstrated by the

RI, that is, that most of the cases maintained their final cluster when applying the algorithm to a subsample of the data.

Peru Country Results

For Generation Z in Peru, the three main characteristics (see Table 7) of the ideal company are related to Professional

Development, Welfare quality of life, and Innovative, with high invoicing being one of the least valued aspects with 5% of

the total responses. In the same way, Good Communication, Good values, and long-term vision are the most demanded

attributes in a leader, while a sense of humor would not be the most striking trait compared to the rest.

Table 7. Company attributes and the ideal boss

Dimension

Value

Ideal Company

Professional development

60,1%

Welfare quality of life

59,6%

Innovative

42,9%

Socially responsible

42,4%

Superior promise wages

31,8%

Prestige reputation

21,6%

Multinational international

19,1%

Similar Securities

17,4%

High Invoicing

5,1%

Most valued attributes of a Ideal Boss

Good Communication

62,9%

Good values

50,3%

Long term vision

28,5%

Intelligence

21,0%

Flexibility

19,8%

Technical knowledge

11,0%

Sense of humor

6,5%