Generational Differences in Dual Organisational Loyalty Comparing Gen Z and Millennial Employees in Client Side Roles

Ashlesha Prashant Kelkar

Generational Differences in Dual Organisational Loyalty Comparing Gen Z and Millennial Employees in Client Side Roles

Author(s)	Ms. Ashlesha Prashant Kelkar
Country	India
Abstract	In client-facing and project-based work environments, employees are increasingly required to operate across dual organisational boundaries, balancing their commitment to their employing organisation with the expectations and goals of the client they serve. This study explores how such dual organisational loyalty is experienced and prioritised by Gen Z and Millennial employees working in client-side roles within Indian IT services organisations. Using structured one-to-one interviews with ten managers and team leads across multiple IT services firms, alongside organisational data on tenure, engagement, and turnover, the study examines how loyalty is negotiated in practice and how generational values shape these decisions. The findings indicate clear generational differences in loyalty orientation. Millennial employees tend to demonstrate stronger employer-centric loyalty, reflected in longer tenure and a greater emphasis on career progression and organisational stability. In contrast, Gen Z employees display a more conditional and client-centric form of loyalty, strongly influenced by psychological safety, flexibility, and alignment with the client’s values and work culture. Managers consistently reported that Gen Z employees are more likely to prioritise client interests during loyalty conflicts and exhibit higher mobility within client-facing roles. The study further highlights how hierarchical structures, leadership styles, and work design within the Indian IT context intensify dual loyalty tensions across generations. By integrating generational theory with the dual allegiance framework, this research provides insight into evolving loyalty dynamics and offers practical implications for organisations seeking to manage and retain multigenerational, client-centric workforces more effectively.
Keywords	Dual Organisational Loyalty, Generational Differences, Client-Side Roles, Gen Z, Millennials
Published In	Volume 8, Issue 1, January-February 2026
Published On	2026-02-20

View / Download PDF File

E-ISSN 2582-2160

doi

CrossRef DOI is assigned to each research paper published in our journal.

IJFMR DOI prefix is
10.36948/ijfmr

Downloads

Research Paper Format Copyright Permission Form and Undertaking Form Cover Page Vol 8 Isu 2 Cover Page Vol 8 Isu 1 Cover Page Vol 7 Isu 6

All research papers published on this website are licensed under Creative Commons Attribution-ShareAlike 4.0 International License, and all rights belong to their respective authors/researchers.

CC-BY-SA

About IJFMR Fees & Payment Current Issue Publication Archive	Submit Research Paper Track Submission Status Publication Guidelines Publication Ethics Peer Review & Plagiarism	Join as a Reviewer Editors & Reviewers Reviewer Referral Program Get Reviewer Membership Certi.	Website/Journal Policies Usage Policy Content Policies Privacy Policy

Contact Us		+91-9687-828-838	editor@ijfmr.com

International Journal For Multidisciplinary Research

A Widely Indexed Open Access Peer Reviewed Multidisciplinary Bi-monthly Scholarly International Journal

Generational Differences in Dual Organisational Loyalty Comparing Gen Z and Millennial Employees in Client Side Roles

Share this