Date

4-7-2026

Department

Graduate School of Business

Degree

Doctor of Philosophy in Business Administration (PhD)

Chair

Joanne Jordan

Keywords

Gen-Z, Organizational Structure, Hierarchical Structure, Turnover, Turnover Intention

Disciplines

Business | Leadership Studies

Abstract

This research project sought to address the influence hierarchical organizational structures have on Gen-Z turnover intention. Technological advancements coupled with Gen-Z entering the workforce with their unique perspectives and expectations have sparked a new phenomenon of “job-hopping.” This research focused on U.S. servicemembers and Department of War civilian employees that are employed at a military installation in Texas to evaluate turnover intention as a direct result of their hierarchical organizational structure. This research featured two survey instruments: the 6-item Turnover Intention Scale (TIS) and 25-item Expanded Multidimensional Turnover Intention Scale (EMTIS) to identify potential correlations in turnover intention across the Gen-X, Y, and Z cohorts. Median scores of specific survey items were compared to identify potential correlations across cohorts. Ultimately, the results concluded a failure in achieving statistical significance, demonstrating that organizational structure has no effect on turnover intention across any of the three generations. This research was key in evaluating if organizational structure, specifically rigid and bureaucratic hierarchical structures had meaningful influence on the turnover intention of the fast and collaborative nature of Gen-Z. Overall, these findings illustrated that while organizational structure does not inherently influence employee turnover intention, work processes should seek to be modified to match the needs of the growing Gen-Z cohort as they continue to enter the workforce.

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