Purpose

Employee engagement literature pertaining to professional salespeople has revealed several antecedents and consequences that lead to greater performance and turnover reduction. However, engagement literature in the field of human resource development (HRD) does not account for Generation Z (Gen Z), the latest in the workforce who has been noted to be vastly different from previous generations. This study aims to explore how to engage Gen Z in the context of professional selling by identifying the antecedents and consequences of employee engagement based on individual characteristics and organizational needs of this group.

Design/methodology/approach

A systematic literature review was conducted. In total, 21 papers relevant to employee engagement, professional selling and Gen Z were critically analyzed.

Findings

Findings indicate that Gen Z’s organizational need for mentoring and their individual characteristic of wanting job control and ownership are vital antecedents that could increase employee engagement. In addition, competitive rewards are important consequences that could improve individual sales performance.

Practical implications

HRD practitioners and organizational leaders must understand the unique characteristics of Gen Z to effectively engage them in the workplace. For sales organizations, there is a critical need to offer mentoring opportunities and competitive rewards from the start of Gen Z salespeople’s employment.

Originality/value

This research expands current engagement literature by addressing an emerging, under-explored issue – how to engage the newest workforce, Gen Z, in the context of professional selling.

中文翻译：

---

让 Z 世代参与专业销售：系统文献回顾

目的

与专业销售人员有关的员工敬业度文献揭示了一些导致更高绩效和减少营业额的前因和后果。然而，人力资源开发 (HRD) 领域的敬业度文献并没有考虑到 Z 世代 (Z 世代)，后者是劳动力中的最新成员，被认为与前几代人大不相同。本研究旨在通过基于该群体的个人特征和组织需求确定员工敬业度的前因和后果来探索如何在专业销售的背景下参与 Z 世代。

设计/方法/方法

进行了系统的文献回顾。总共有 21 篇与员工敬业度、专业销售和 Z 世代相关的论文进行了批判性分析。

发现

调查结果表明，Z 世代的组织对指导的需求以及他们想要工作控制和所有权的个人特征是可以提高员工敬业度的重要前提。此外，竞争性奖励是可以提高个人销售业绩的重要结果。

实际影响

HRD 从业者和组织领导者必须了解 Z 世代的独特特征，才能有效地让他们参与工作。对于销售组织来说，从 Z 世代销售人员的就业开始就提供指导机会和有竞争力的奖励是非常必要的。

原创性/价值

这项研究通过解决一个新兴的、未充分探索的问题——如何在专业销售的背景下吸引最新的劳动力 Z 世代，扩展了当前的敬业度文献。