Generation Z is the youngest and newest entrants into the workforce. However, public sector organizational leaders and managers lack understanding about how to recruit and retain Generation Z cohort members due to the confusion about their characteristics, work values, and reward preferences. The problems confronting public sector managers are identifying the significant work values of Gen Z and creating effective reward strategies to recruit and retain this emerging workforce. Accordingly, the purpose of this dissertation was to investigate effective reward strategies for recruiting and retaining Generation Z into public sector organizations. The researcher employed an evidence-based research methodology and a systematic review design to answer the dissertation’s research question. Herzberg’s motivation-hygiene theory (1959) and Strauss and Howe’s generational cohort theory (1991) provided the theoretical explanation for this dissertation. The researcher used an aggregative systematic review approach, which yielded 32 studies. The data analysis process produced eight descriptive and two analytical themes. The preponderance of evidence showed that all thematic topics analyzed are issues valued by Generation Z cohort members and, therefore, reliable predictors of their attraction to, and retention by, public sector organizations. The findings revealed gender to be a moderating factor for how important specific work values are to Generation Z. Effective management of person-organization fit and adaptive organizational culture also emerged as substantial mediating factors in terms of attracting and retaining members of the Generation Z cohort. Based on the key findings, the researcher proposed a reinterpreted conceptual model to facilitate management decisions on effective strategies to attract, recruit, and retain the youngest entrants to the public sector workforce. Besides increasing management's awareness of the characteristics, work values, and intrinsic and extrinsic reward preferences of Generation Z, the study results provide an intellectual framework for the policy conversation on how best to achieve the goals of person-organization fit through demand-side reforms in the labor market. The main conclusion of the findings is that public sector organizations can attract and retain the Generation Z workforce when reward strategies are effectively customized to fit the profile, work values, and needs of the youngest workforce participants.