Authors : Vo Thi Thu Hong; Nguyen Vo Minh Hieu

Volume/Issue : Volume 11 - 2026, Issue 8 - August

Google Scholar : https://tinyurl.com/yvwjr9k9

DOI : https://doi.org/10.38124/ijisrt/26aug348

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Abstract : Digital transformation has changed both the skill requirements and the employment relationship in banking, yet evidence on how organizations can develop Generation Z employees remains fragmented. This study examines six organizational predictors of Generation Z human resource development (HRD) in Vietnamese digital banking: digital leadership, digital learning, the digital work environment, employee experience, innovation culture, and career development opportunities. Human Capital Theory, the Ability–Motivation–Opportunity framework, and Social Exchange Theory provide the integrated theoretical foundation. A quantitative-dominant, cross-sectional design was used. Following contextual review by seven practitioners, survey data were obtained from 350 Generation Z employees at a Vietnamese commercial bank and analyzed in SPSS 26 using reliability analysis, exploratory factor analysis, correlation analysis, ordinary least squares regression, and demographic group comparisons.

Keywords : Generation Z; Human Resource Development; Digital Leadership; Digital Learning; Employee Experience; Digital Banking; Vietnam.

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