Purpose As Millennials and Gen Z increasingly dominate the workforce, generational shifts in workplace dynamics must be understood by organisations. In addition, it is critical to recognise how the values of these younger generations influence workplace behaviours. Thus, this paper aims to explore how the authenticity and assertiveness of Millennials and Gen Z can drive changes in organisational culture. It also considers the impact on policies and practices. Design/methodology/approach This paper uses a narrative literature review across major academic databases, such as ABI/INFORM, Business Source Complete and Google Scholar. It synthesises research on generational variances, parenting styles and workplace authenticity. Findings This paper presents three core propositions. First, Millennials and Gen Z place a greater demand on authenticity and structural inclusivity than older generations. Second, aligning with corporate sustainability, authentic diversity metrics and strong mental health support can greatly reduce turnover. Finally, traits of digital-native communication are changing organisational feedback loops; however, they also create complex intergenerational frictions. Originality/value This paper provides a novel interdisciplinary bridge that integrates the developmental parenting literature with organisational identity theories. Consequently, this paper offers a systemic, testable conceptual roadmap for future multi-generational workforce research.
Kataria et al. (Wed,) studied this question.