Abstract
This study investigates the influence of organisational culture on the job-hopping behaviour of Generation Z employees within Johannesburg-based advertising agencies. Although Generation Z is widely recognised for frequent career mobility, there is limited research addressing the role of workplace culture, particularly in South Africa’s unique socio-economic and historical context. While individual traits such as impulsivity and openness to experience have been extensively studied, the impact of organisational culture on job-hopping remains underexplored. Employing a qualitative phenomenological approach, this study captures the lived experiences of seven purposely selected Gen Z employees who have held at least two jobs in the advertising sector between 2019 and 2024, through semi-structured interviews. Thematic analysis of the interviews revealed three key themes: organisational culture factors that foster job-hopping, the effects of personality-culture misalignment on turnover intentions, and the emotional and behavioural consequences of unmet expectations in the workplace. Findings show that organisational culture significantly shapes job-hopping decisions, with poor leadership, unpaid overtime, inadequate compensation, and limited growth opportunities identified as major contributors. Participants highlighted the importance of psychological safety, career development, and alignment with organisational values, noting that misalignment often leads to disengagement and voluntary exit. The study concludes that organisational culture plays a more central role than personality traits in influencing Generation Z’s job-hopping behaviour. To retain Gen Z talent, South African advertising agencies should cultivate inclusive, equitable, and transparent cultures. These findings provide practical insights for agency leaders seeking to reduce high attrition through meaningful organisational transformation.