Adaptation Strategies of Gen Z Employees in Maintaining Quality of Work Life and Motivation Under High Work Pressure: An Interpretive Phenomenology Study

Abstract

This study explores the adaptation strategies developed by Generation Z employees to maintain a high quality of work life and motivation to achieve optimal performance under high work pressure. Using a qualitative, interpretive phenomenological design, this study involved 12 Generation Z participants aged 22–26 years from various employment sectors in Indonesia. Data were collected through semi-structured in-depth interviews and analyzed using six-phase thematic analysis. The findings identified three domains of adaptation strategies, including cognitive strategies characterized by cognitive reframing, meaning-making, and future self-projection; behavioral strategies reflected in digital time management, help-seeking, flexible boundary management, and job crafting; and relational strategies involving the mobilization of digital and physical social support as well as negotiation with supervisors. The main contribution of this study is the development of a Hybrid-Technological Adaptation model that represents the distinctive characteristics of Generation Z, including comfort with digital technology as an extension of self, preference for flexible yet clear work boundaries, strong values of autonomy and transparency, and the capacity to reframe crises as opportunities for personal development. The novelty of this research lies in the finding that Generation Z does not strictly separate digital and non-digital adaptation strategies, but instead integrates both seamlessly into daily practices. These findings enrich Conservation of Resources theory and the Job Demands-Resources model by incorporating the perspective of the digital native generation. Practically, organizations need to design adaptation interventions that accommodate Generation Z's technological preferences without sacrificing humanistic and relational aspects.