The dynamic transformation of the manufacturing sector in the era of digitalisation and demographic change has created serious challenges in terms of employee engagement and motivation, particularly with regard to Generation Z. Manufacturing companies have traditionally used standard incentive systems focused on financial incentives and hierarchical career advancement. However, this approach is increasingly failing to meet the core values, educational preferences and professional expectations of the youngest group of employees entering the labour market. This study analyses how workplace learning and training initiatives can contribute to increasing the motivation and engagement of Generation Z employees in a manufacturing company.

The results showed that Generation Z employees prioritise continuous skill development, personalised feedback, and digital learning formats that are tailored to their digital fluency and the technological needs of the company. A review of the literature highlighted the positive mediating role of mentorship and peer-learning initiatives in fostering trust, enhancing perceived organisational support, and promoting affective commitment.

In this study, we raise the question of how it works in a company in the manufacturing sector and whether Gen Z employees in this sector also pay close attention to improving their skills and the need for mentoring. This study examines whether these are factors that motivate them to continue working at their current workplace in the medium or long term.

Quantitative data were collected through a structured survey administered to Gen Z employees working in a mid-sized manufacturing enterprise. The questionnaire explored their attitudes towards workplace learning opportunities, preferences for digital training tools, mentorship programs, and perceptions of managerial support for competence development.

From a practical perspective, the proposed framework offers actionable recommendations for manufacturing companies aiming to strengthen employee engagement, reduce turnover, and build sustainable talent pipelines adapted to Gen Z expectations. It was found that by aligning motivational strategies with continuous workplace learning and competence development, firms can enhance their organizational resilience and competitive advantage in a manufacturing companies.

The study contributes to the academic discourse on intergenerational workforce management by providing empirically grounded insights into how workplace learning initiatives intersect with intrinsic and extrinsic motivation measures.

Keywords: Workplace learning, internal training, Gen Z, employee engagement, motivation, competence development, manufacturing sector.