A part-time employee (Image courtesy of Yonhap)
SEOUL, Nov. 27 (Korea Bizwire) — A post shared by a small business owner (referred to as A) on an online forum has sparked a wave of support from others in the same sector, many expressing frustration with the behavior and work ethic of the millennial generation, particularly those in their 20s. A voiced disappointment with the younger generation, noting a lack of responsibility and professionalism.
“They seek rights without fulfilling their duties,” he wrote, criticizing what he saw as an entitlement mindset and an inability to perform basic tasks, often showing little respect or consideration for others. A further lamented how employees in their 20s would escalate workplace issues to their parents instead of resolving them directly.
A’s comments reflect a broader discontent within small business circles, where employers complain about the struggles of managing young workers, especially in service-oriented jobs.
Many echo A’s sentiment that 20-somethings, particularly those born in the early 2000s, are increasingly difficult to employ. “The stress of dealing with customers seems easier than managing these workers,” one commenter shared.
However, this criticism of millennials is met with counterarguments, particularly from academic studies that suggest the media’s portrayal of the younger generation may be overly simplistic and unfair.
A recent study from researchers at Sogang University analyzed the attitudes of both millennials (born 1980-1994) and Gen Z (1995-2010) towards work and organizational culture. The study found significant diversity in the ways that these groups approach their jobs and their relationship with their employers.
The research categorized MZ-generation workers into six distinct types, ranging from those who see work purely as a tool for personal growth, to those who view it as a way to contribute to a larger community. While some exhibited a clear preference for personal freedom and flexibility, others demonstrated loyalty to their employers when it was mutually beneficial.
Importantly, many participants criticized the media’s blanket depiction of MZ workers as individualistic and uncommitted.
The study’s authors argued that focusing too much on generational differences could be counterproductive for businesses. Instead, they emphasized the importance of understanding the unique needs and values of individual workers, regardless of their generational label.
“The broad use of the ‘MZ generation’ concept in organizational management needs critical reassessment,” the researchers concluded, suggesting that more nuanced approaches should be adopted when managing workers of all ages.
This debate highlights the ongoing tension between small business owners’ expectations and the evolving values of younger workers, calling into question whether the challenges faced by employers are as much about generational conflict as they are about shifting attitudes toward work and responsibility in a rapidly changing society.
M. H. Lee (mhlee@koreabizwire.com)
