Design and Explanation of the Job Embeddedness Model of Generation Z Employees in the National Bank of Iran: A Grounded Theory Approach

Taha  Mahdavi; Samereh Shojaei; Masoumeh  Damghani Mirmahaleh

Authors

Taha Mahdavi Department of Management, Ali.C., Islamic Azad University, Aliabad Katoul, Iran Author https://orcid.org/0009-0000-5681-5936
Samereh Shojaei Department of Management, Ali.C., Islamic Azad University, Aliabad Katoul, Iran Author https://orcid.org/0000-0002-7605-318X
Masoumeh Damghani Mirmahaleh Department of Psychology, Ali.C., Islamic Azad University, Aliabad Katoul, Iran Author https://orcid.org/0000-0002-9401-1282

Keywords:

Job Embeddedness, Generation Z, National Bank of Iran

Abstract

This study aimed to develop and explain a qualitative model of job embeddedness among Generation Z employees in the National Bank of Iran. The research employed a qualitative methodology using Grounded Theory based on the systematic approach of Strauss and Corbin. Data were collected through semi-structured interviews with 17 academic experts, senior managers, and deputy executives of the National Bank of Iran. Participants were selected through theoretical sampling based on their professional experience, expertise, and research background until theoretical saturation was achieved. The findings revealed that individual and generational characteristics, job-related factors, organizational factors, and extra-organizational factors functioned as causal conditions. Organizational structure and processes, environmental culture and norms, technology and infrastructure, and policies and regulations were identified as contextual conditions. Furthermore, macroeconomic and political environments, national culture and values, socio-technological developments, and demographic and generational factors emerged as intervening conditions. Individual strategies (Generation Z) and organizational strategies (the Bank) were identified as strategic actions and interactions. Finally, individual outcomes, organizational outcomes, social outcomes, and value-creation outcomes were recognized as the consequences of the paradigm model. Overall, the findings suggest that the simultaneous implementation of individual strategies—including role crafting, dynamic learning, and work–life boundary management—and organizational strategies—including the design of multiple career pathways, flexible compensation systems, and a transparent feedback culture—within the context of the National Bank of Iran can transform Generation Z job embeddedness from a potential threat to mental well-being and workforce stability into an opportunity for individual empowerment, organizational innovation, and the enhancement of social capital.

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References

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Design and Explanation of the Job Embeddedness Model of Generation Z Employees in the National Bank of Iran: A Grounded Theory Approach

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