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O impacto do feedback na intenção de turnover da geração Z
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A Geração Z, composta por indivíduos nascidos a partir de meados da década de 1990, está a afirmar-se de forma decisiva no mercado de trabalho, prevendo-se que venha a dominar a força laboral nas próximas décadas. Com valores, expectativas e atitudes distintas das gerações anteriores, esta nova geração desafia os modelos tradicionais de gestão de pessoas, sobretudo no que toca à forma como se relaciona com as organizações e às suas decisões de permanência ou rotatividade profissional. Compreender o que motiva ou desmotiva estes trabalhadores, torna-se assim, uma prioridade estratégica. Neste contexto, o presente estudo analisa o impacto do feedback na intenção de turnover da Geração Z, procurando compreender de que modo diferentes dimensões do feedback organizacional influenciam a decisão de permanecer ou abandonar a organização. A investigação aqui apresentada segue uma abordagem quantitativa, baseada na aplicação de um questionário, a indivíduos pertencentes a esta geração, atualmente inseridos no mercado de trabalho português, a desempenhar funções por conta de outrem. O questionário apresentado integra diversas afirmações, avaliadas com recurso à escala de Likert, que permitem captar perceções sobre a qualidade, utilidade e disponibilidade da fonte de feedback recebido, bem como o seu impacto na propensão de saída dos colaboradores. Os dados recolhidos foram analisados com o apoio do software estatístico SPSS, com o objetivo de identificar relações estatisticamente significativas entre as variáveis em estudo. Os resultados obtidos evidenciam que existe uma relação negativa significativa entre a perceção global de feedback e a intenção de turnover entre os trabalhadores da Geração Z em Portugal. A qualidade do feedback e a disponibilidade da fonte surgem como as dimensões mais relevantes para reduzir a predisposição de saída, enquanto a perceção de utilidade, embora importante, apresenta um efeito mais discreto. Estes resultados reforçam a relevância de promover práticas de feedback claras, regulares e com fontes acessíveis, valorizando a relação próxima entre chefias e colaboradores.
Generation Z, composed of individuals born from the mid-1990s onwards, is decisively establishing itself in the labor market and is expected to dominate the workforce in the coming decades. With values, expectations, and attitudes distinct from those of previous generations, this new cohort challenges traditional models of people management, particularly in how they relate to organizations and make decisions about staying or leaving their jobs. Understanding what motivates or demotivates these workers has therefore become a strategic priority. In this context, the present study examines the impact of feedback on Generation Z’s turnover intentions, aiming to understand how different dimensions of organizational feedback influence their decision to remain or leave an organization. This research adopts a quantitative approach, based on a questionnaire administered to individuals belonging to this generation who are currently employed in the Portuguese labor market. The questionnaire included various statements assessed using a Likert scale, allowing for the capture of perceptions regarding the quality, usefulness, and availability of the feedback source, as well as its impact on employees’ propensity to leave. The data collected were analyzed using SPSS statistical software to identify statistically significant relationships between the variables under study. The results show that there is a significant negative relationship between the overall perception of feedback and the turnover intention of Generation Z workers in Portugal. The quality of feedback and the availability of the source emerge as the most relevant dimensions in reducing employees’ intention to leave, while perceived usefulness, although important, has a more moderate effect. These findings highlight the importance of promoting clear, regular, and accessible Feedback practices, emphasizing the value of close relationships between managers and their teams.
Generation Z, composed of individuals born from the mid-1990s onwards, is decisively establishing itself in the labor market and is expected to dominate the workforce in the coming decades. With values, expectations, and attitudes distinct from those of previous generations, this new cohort challenges traditional models of people management, particularly in how they relate to organizations and make decisions about staying or leaving their jobs. Understanding what motivates or demotivates these workers has therefore become a strategic priority. In this context, the present study examines the impact of feedback on Generation Z’s turnover intentions, aiming to understand how different dimensions of organizational feedback influence their decision to remain or leave an organization. This research adopts a quantitative approach, based on a questionnaire administered to individuals belonging to this generation who are currently employed in the Portuguese labor market. The questionnaire included various statements assessed using a Likert scale, allowing for the capture of perceptions regarding the quality, usefulness, and availability of the feedback source, as well as its impact on employees’ propensity to leave. The data collected were analyzed using SPSS statistical software to identify statistically significant relationships between the variables under study. The results show that there is a significant negative relationship between the overall perception of feedback and the turnover intention of Generation Z workers in Portugal. The quality of feedback and the availability of the source emerge as the most relevant dimensions in reducing employees’ intention to leave, while perceived usefulness, although important, has a more moderate effect. These findings highlight the importance of promoting clear, regular, and accessible Feedback practices, emphasizing the value of close relationships between managers and their teams.
Descrição
Trabalho Final de Mestrado, Ciências Empresarias, ISEG, 2025.
Palavras-chave
Feedback Turnover Generation Z Motivation Human Resource Management Practices Feedback Turnover Geração Z Motivação Práticas de Gestão de Recursos Humanos