A Comparison of Gen X and Gen Z Employees' Perceptions of Organizational Commitment in Port Enterprises Based on the Cultural Dimensions Theory

Abstract

This study comparatively examines the organizational commitment perceptions of Generation X (born between 1965–1980) and Generation Z (born after 1997) employees in the port operations sector within the framework of Hofstede’s cultural dimensions theory (power distance, individualism–collectivism, uncertainty avoidance, masculinity–femininity, long-term vs. short-term orientation, indulgence vs. restraint). The research was conducted using a qualitative design, with semi-structured interviews held with employees from both generational cohorts. The findings reveal significant differences in perceptions of organizational commitment and belonging between the two generations. For instance, Generation X exhibits high power distance, showing respect for hierarchy and authority, and develops a rule-oriented sense of belonging, while Generation Z favors more egalitarian and participatory relationships with their managers. Generation X tends to value collectivist norms and build emotional bonds within the organization, whereas Generation Z emphasizes individual growth, value congruence, and personal achievement as key drivers of commitment. While Generation X associates belonging with stability and clearly defined rules due to their high uncertainty avoidance, Generation Z embraces change but expects transparent communication and managerial support throughout the process. Moreover, Generation X prioritizes achievement and responsibility, reflecting more masculine values, while Generation Z leans toward feminine values, focusing on work-life balance, meaningfulness, and alignment with personal values. Although both generations regard trust and perceptions of fairness as core components of organizational commitment, Generation Z demonstrates greater sensitivity to managerial transparency, openness to change, and social amenities. These findings suggest that understanding intergenerational differences is vital for developing sustainable human resource policies, particularly in strategic and high-turnover industries such as port operations, where tailored organizational and managerial practices are essential for fostering a sense of commitment across generational groups.