Key points are not available for this paper at this time.
Abstract: This article examines research on generational differences in attitudes toward artificial intelligence (AI) technologies in the workplace and offers recommendations for leaders to mitigate AI-related stress among younger workers. Younger generations such as Gen-Z who have come of age with AI ubiquitous report increased anxiety that their jobs could become obsolete. In contrast to older workers, they lack lived experience of adapting to previous waves of innovation and have less understanding of why some legacy tasks remain unautomated. The article suggests leaders clearly communicate job security and investment in reskilling, provide transparency and contextualized training on AI tools, and foster a culture of psychological safety where mistakes are seen as opportunities to learn rather than failures. An example is provided of a financial firm that successfully addressed Gen-Z concerns over new robo-advisory tools through such strategies as publishing employee career evolution stories and pairing new hires with mentors.
Jonathan Westover (Thu,) studied this question.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: