Dynamics of the New Generation Workforce in Aviation: Generation Z from the Perspective of Managers
by HAVADER Editör Ekibi
"This generation isn't like the last one" is a line every generation has probably heard about the one before it. But in a sector as rule-bound and hierarchical as aviation, Generation Z's different expectations can turn into a real management challenge. This study takes that challenge out of the realm of vague generalization and grounds it directly in managers' actual experience.
The goal was to uncover how managers in the aviation sector perceive the traits of Generation Z employees. Semi-structured interviews with twelve managers across different areas of aviation were analyzed using MAXQDA 2020.
The findings paint a balanced, realistic picture: managers associate Gen Z employees with positive traits like technological competence, fast learning ability, adaptability, self-confidence, and innovativeness. But they also identify clear challenges: impatience, screen dependency, limited face-to-face communication, and a tendency to expect immediate feedback. Positive assessments dominate overall, and Gen Z appears to favor flexible working conditions and technology-supported work environments.
What this study contributes is turning a vague complaint like "Gen Z is hard to manage" into concrete, actionable points. An everyday analogy: it's similar to a teacher trying to understand why younger students prefer video explanations over textbooks — the issue isn't that the student is "lazy," it's that they have a different learning and communication style; the right response is to adapt to that style, not judge it.
In the end, this research signals that HR managers in aviation need to develop communication strategies, training approaches, and work arrangements specifically tailored to Gen Z — because this generation will form the sector's backbone in the years ahead.
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The goal was to uncover how managers in the aviation sector perceive the traits of Generation Z employees. Semi-structured interviews with twelve managers across different areas of aviation were analyzed using MAXQDA 2020.
The findings paint a balanced, realistic picture: managers associate Gen Z employees with positive traits like technological competence, fast learning ability, adaptability, self-confidence, and innovativeness. But they also identify clear challenges: impatience, screen dependency, limited face-to-face communication, and a tendency to expect immediate feedback. Positive assessments dominate overall, and Gen Z appears to favor flexible working conditions and technology-supported work environments.
What this study contributes is turning a vague complaint like "Gen Z is hard to manage" into concrete, actionable points. An everyday analogy: it's similar to a teacher trying to understand why younger students prefer video explanations over textbooks — the issue isn't that the student is "lazy," it's that they have a different learning and communication style; the right response is to adapt to that style, not judge it.
In the end, this research signals that HR managers in aviation need to develop communication strategies, training approaches, and work arrangements specifically tailored to Gen Z — because this generation will form the sector's backbone in the years ahead.