Satoh Kasumi, Mitani Yuki, Ishikane Masahiro, Kamada Shuhei
Emergency and Critical Care Medicine Department, Akita University Graduate School of Medicine, Akita, JPN.
Emergency and Critical Care Medicine Department, Graduate School of Biomedical and Health Sciences, Hiroshima University, Hiroshima, JPN.
Cureus. 2025 May 1;17(5):e83317. doi: 10.7759/cureus.83317. eCollection 2025 May.
Generation Z (Gen Z) physicians, born between the mid-1990s and the mid-2010s, bring unique professional values and expectations to clinical practice shaped by technological and socioeconomic changes. This study explored these aspects of Gen Z physicians in Japan. A cross-sectional survey focusing on professional values, job-related training, supervisor attitudes, and work environments was conducted among first-year to third-year physicians in Japan. The participants were categorized into the Gen Z (≤29 years old) and non-Gen Z groups. Wilcoxon rank-sum tests identified significant differences between the groups. Of the 429 respondents, 391 were Gen Z members. They value job satisfaction, work for the benefit of others, embrace new challenges, and desire immediate feedback. Notable differences between Gen Z and non-Gen Z members were observed based on median Likert scale scores (1 = strongly agree and 5 = strongly disagree). Specifically, Gen Z physicians more strongly agreed that work is primarily a means to earn money for their personal life (median of Gen Z = 2 {interquartile range {IQR}: 2-3} versus non-Gen Z = 2.5 {IQR: 2-4}; p < 0.01), preferred working as a team rather than individually (median of Gen Z = 2 {IQR: 2-3} versus non-Gen Z = 3 {IQR: 2-4}; p = 0.02), and desired immediate feedback (median of Gen Z = 1 {IQR: 1-2} versus non-Gen Z = 2 {IQR: 1-2}; p < 0.01). They also showed a stronger preference for proactive communication from supervisors (median of Gen Z = 2 {IQR: 1-2} versus non-Gen Z = 2 {IQR: 2-3}; p < 0.01), chat-based workplace communication (median of Gen Z = 2 {IQR: 1-3} versus non-Gen Z = 3 {IQR: 2-4}; p = 0.01), cooperation over competition with peers (median of Gen Z = 2 {IQR: 1-2} versus non-Gen Z = 2 {IQR: 2-3}; p = 0.01), and socializing with colleagues of the same age (median of Gen Z = 2 {IQR: 1-3} versus non-Gen Z = 2 {IQR: 2-3}; p = 0.04). Japanese Gen Z physicians prioritize internal motivation, economic stability, immediate feedback, digital technological integration, and collaborative work environments. These findings necessitate adapted approaches to medical education and workplace settings that align with the distinct outlook of Gen Z.
Z 世代医生出生于 20 世纪 90 年代中期至 2010 年代中期，他们将独特的职业价值观和期望带入了因技术和社会经济变革而形成的临床实践中。本研究探讨了日本 Z 世代医生的这些方面。对日本一年级至三年级医生进行了一项横断面调查，重点关注职业价值观、与工作相关的培训、上级态度和工作环境。参与者被分为 Z 世代（≤29 岁）和非 Z 世代组。Wilcoxon 秩和检验确定了两组之间的显著差异。在 429 名受访者中，391 名是 Z 世代成员。他们重视工作满意度、为他人谋福利、接受新挑战并渴望即时反馈。根据李克特量表中位数得分（1 = 强烈同意，5 = 强烈不同意）观察到 Z 世代和非 Z 世代成员之间存在显著差异。具体而言，Z 世代医生更强烈地认同工作主要是为个人生活赚钱的手段（Z 世代中位数 = 2 {四分位间距 {IQR}：2 - 3} 与非 Z 世代 = 2.5 {IQR：2 - 4}；p < 0.01），更喜欢团队合作而非单独工作（Z 世代中位数 = 2 {IQR：2 - 3} 与非 Z 世代 = 3 {IQR：2 - 4}；p = 0.02），并渴望即时反馈（Z 世代中位数 = 1 {IQR：1 - 2} 与非 Z 世代 = 2 {IQR：1 - 2}；p < 0.01）。他们还表现出对上级积极沟通的更强偏好（Z 世代中位数 = 2 {IQR：1 - 2} 与非 Z 世代 = 2 {IQR：2 - 3}；p < 0.01）、基于聊天的工作场所沟通（Z 世代中位数 = 2 {IQR：1 - 3} 与非 Z 世代 = 3 {IQR：2 - 4}；p = 0.01）、与同行合作而非竞争（Z 世代中位数 = 2 {IQR：1 - 2} 与非 Z 世代 = 2 {IQR：2 - 3}；p = 0.01）以及与同龄同事社交（Z 世代中位数 = 2 {IQR：1 - 3} 与非 Z 世代 = 2 {IQR：2 - 3}；p = 0.04）。日本 Z 世代医生将内在动力、经济稳定性、即时反馈、数字技术整合和协作工作环境放在首位。这些发现需要采用与 Z 世代独特观念相契合的医学教育和工作场所设置的适应性方法。
