An expert says Gen Z’s pushback on routine tasks stems from a need for meaningful work and constructive feedback, not low resilience.
PETALING JAYA: The idea that Gen Z workers are hypersensitive to routine tasks and criticism does not tell the full story, say organisational psychologists.
The reality is that workplace culture has changed faster than management practices, said Universiti Teknologi Mara Perlis Arau Campus Psychology and Counselling Unit head Rozainun Mahmod.
“Gen Z grew up in environments with two-way communication, instant feedback and a strong focus on mental health.
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“When they push back on repetitive tasks, it’s rarely about low resilience. It’s about tasks that lack meaning, learning value or relevance to their growth,” Rozainun told theSun.
“For many young employees, motivation comes from purpose, mastery and development. Tasks without context or skill-building opportunities can kill engagement, which often gets misread as oversensitivity.
“Criticism also matters. Traditional top-down management – authoritarian, rigid or dismissive – clashes with the expectations of younger workers who value collaboration, transparency and psychological safety.
“Vague or personal criticism is seen as a threat to self-worth. This is especially true for those new to the workforce and still forming their professional identity. The problem is the feedback, not the individual.”
She said this “feedback fragility” could contribute to disengagement and early resignations, particularly when negative feedback is perceived as threatening rather than developmental.
Rozainun defines feedback fragility as heightened sensitivity to criticism, and even constructive comments may trigger defensive reactions or emotional distress.
“This is especially prominent among early-career employees who are still building professional confidence, self-esteem and workplace skills. Feedback at this stage is often interpreted not just as commentary on work but as judgement of personal competence.
“When feedback feels personal rather than task-focused, it threatens identity. For Gen Z employees, this can seriously undermine long-term commitment to an organisation.”
She added that feedback fragility has been closely linked to early turnover.
Rozainun said this should not be misinterpreted as a lack of resilience but reflects differences in feedback socialisation and coping resources.
She said organisations play a critical role in shaping how feedback is received.
“A culture that prioritises empathy, clarity and developmental intent can significantly reduce the negative effects of feedback fragility.
“Feedback should be framed as a tool for growth, not punishment. When organisations train managers to deliver feedback effectively, employees develop psychological resilience.”
Rozainun highlighted the importance of feedback management training for employees themselves.
She said from the perspective of the Self-Determination Theory, reactions to routine tasks and criticism could be explained by whether organisations meet core psychological needs – autonomy, competence and relatedness.
