Contrary to popular narratives, Gen Z employees exhibit a strong work ethic, according to a new study.
The Work Remastered 2024 research by consultancy United Culture surveyed 1,000 office workers across the UK and US. It found that over a third (37%) of respondents feel their work ethic has improved in the last year. This trend is even more pronounced among younger employees, with 55% of those aged 18–24 and 57% of those aged 25–34 reporting an increase in their commitment to work.
The study also revealed that one in five employees (22%) frequently go beyond their assigned responsibilities and are willing to do whatever is necessary to deliver results. However, a minority—9%—stated they are unwilling to work beyond designated hours, and just 4% admitted to lacking motivation to exceed basic role requirements.
Stability, Status, and Competition
While job stability remains the leading motivator for workers overall, cited by 52% of respondents, the study shows generational differences in workplace drivers. For employees aged 18–24, motivations lean towards status and promotion (31%, compared to 19% on average) and competition (25%, compared to 16%).
Promotion was particularly important for younger workers, with 47% of 18–24-year-olds identifying it as the most meaningful form of workplace recognition, even surpassing financial compensation.
Victoria Lewis-Stephens, managing director at United Culture, emphasised the importance of understanding generational differences in workplace motivation:
“There is a lot of talk about the allegedly diminishing work ethic in business, especially among younger generations, but it is just that – talk. The truth is that properly motivated people, with supportive managers and an encouraging company culture, will give ‘110%.’”
Redefining Expectations for Younger Workers
The findings suggest a need for organisations to reassess traditional metrics for evaluating motivation and commitment. Lewis-Stephens noted that younger generations may reject the expectation of working 70-plus hour weeks but remain highly engaged when provided with meaningful opportunities for development and recognition.
“If an organisation understands what drives and motivates its employees, it can adapt accordingly and ensure they get the development and recognition they deserve,” she said. “It’s clear that for many, moving up the ladder is a primary concern. Give them opportunities to show what they’re really made of.”
United Culture’s study highlights the importance of supportive management and positive workplace culture in fostering motivation. By aligning organisational goals with individual aspirations, businesses can empower employees, especially younger generations, to thrive.
