Mechanisms of Job Satisfaction Among Gen Z in Vietnam's Sports Industry Using an Integrated Framework

Abstract The rise of Generation Z in the global workforce, coupled with a post-pandemic shift toward purpose-driven employment, demands a reevaluation of classical job satisfaction theories. This study introduces the Transformational-Equity Work Experience Model, an integrated framework that reconceptualizes job satisfaction among Gen Z employees in collectivist, team-based industries. By extending Herzberg’s and Hackman’s models, this research argues that social equity and transformational leadership act as amplifiers of intrinsic motivators, rather than external moderators. Drawing on Herzberg’s Two-Factor Theory, the Job Characteristics Model, Equity Theory, Social Exchange Theory, and Transformational Leadership Theory, we explore how Opportunities for Promotion (OP), Colleague Relations (CO), Nature of Work (WO), Salary and Benefits (SA), and Leadership (LE) influence Job Satisfaction (JS). Using Structural Equation Modeling (SEM) on data from 480 respondents in Vietnam’s sports sector, the study reveals that SA and LE are dominant predictors of satisfaction. The findings offer theoretical contributions by advancing a culturally contextualized, generation-specific framework that integrates intrinsic, extrinsic, and relational dynamics. Practically, the study offers actionable strategies for engaging Gen Z in emerging markets such as Vietnam through equity-focused leadership, meaningful work design, and developmental support initiatives.