Generation Z in Finnish Lapland : exploring motivation to return as future seasonal workers

Abstract

Finnish Lapland has expanded its winter tourism over the years, and to meet demand, companies hire short-term staff, known as seasonal workers. Companies struggle to rehire experienced personnel for other seasons, and low retention is almost the norm in tourism. Another challenge may be emerging: Generation Z. This generation, born between 1995 and 2010, is steadily entering the tourism industry as workers and has been described as having more specific preferences than previous generations when choosing an employer. Some companies achieve steady retention among this group, yet the phenomenon of them returning as seasonal employees has not been covered in tourism studies in the context of Finnish Lapland. Previous research has highlighted challenges in seasonal work, such as low salaries and the nature of the working environment. However, little research has explored why a specific group of employees chooses to return for another season. This study aims to fill the gap by connecting findings among Generation Z seasonal workers in Finnish Lapland with existing research.

The purpose of the study is to understand better why Generation Z seasonal workers in Finnish Lapland return to the same workplace for two or more seasons. The main research question is: Which factors motivate Generation Z seasonal workers to return to the same employer in Finnish Lapland? Sub-questions to support the main question are: 1) How do autonomy, competence, and relatedness at work influence Generation Z seasonal workers' decision to return? 2) What aspects of seasonal work do Generation Z consider encouraging or discouraging in their decision to return?

The study used Self-Determination Theory (SDT) to explain factors that may contribute to returning. Research was conducted as a qualitative case study at Snowhotel Family. Data were collected through eight semi-structured interviews and analyzed using directed content analysis. Results indicate that the fulfillment of inner needs for autonomy, competence, and relatedness motivated returning. Autonomy was supported through flexibility and encouragement to have fun, competence through development opportunities, and responsibility and relatedness through an open and equal atmosphere within the company. Beyond the theory, seasonal work as a lifestyle, employment certainty, proper tools, and a fair salary motivated returning. Reasons not to return included limited development opportunities, a lack of action on feedback, and concerns about work-life balance. Findings contribute to the limited research on the topic and offer managerial implications for creating workplaces that promote well-being, safety, and a sense of meaningfulness.