Evaluating the Impact of Generation Z on Human Resource Strategies in the South-South Region of Nigeria

Abstract

Generation Z is becoming an increasingly important component of the Nigerian workforce, creating pressure on organisations to reconsider conventional human resource (HR) strategies. This study evaluated the relationship between Generation Z workplace expectations and human resource strategies in South-South Nigeria. The study focused on the extent to which employee expectations correspond with organisational HR practices, within the broader context of workplace flexibility, learning and development, technology-enabled HR, career transparency and employee wellbeing. A cross-sectional quantitative survey design was adopted for the empirical analysis. Data were obtained from a dataset containing 120 respondent records, of which 117 complete cases were retained for analysis. Descriptive statistics, Cronbach's alpha, Pearson correlation and paired-samples t-test were employed. The findings showed that Generation Z workplace expectation indicators recorded an overall mean of 3.82 (SD = 0.32), while reported HR practice indicators recorded a comparable mean of 3.83 (SD = 0.33). Although the aggregate difference was not statistically significant, t(116) = −1.68, p = .096, significant differences were identified at specific item levels. The aggregate P–PR correlation was extremely strong, r = .994, p < .001; however, this result requires cautious interpretation because several corresponding indicators displayed identical response patterns. The study contributes to HRM literature by demonstrating that the impact of Generation Z should be examined through specific expectation–practice gaps rather than broad generational assumptions. It recommends evidence-based, flexible and context-sensitive HR strategies for managing the emerging workforce in South-South Nigeria.