The Influences of Modern Technologies on Generations' Job Satisfaction: Luxor Hotels Case Study (original) (raw)
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Managers' Perspective towards Employees' Generational Differences in Luxor Hotels
International Journal on Recent Trends in Business and Tourism, 2017
Luxor hospitality workplace consists of three generations of employees (Baby Boomers, Generation X, and Generation Y). This study aims at investigating managers' perspectives on issues of employees' generational differences at Luxor hospitality workplace. It targets all 5-star hotels in the city of Luxor. Semistructured interviews are undertaken with 38 departmental managers and assistant managers (the food and beverage department, room division and human resource department). The managers' perceptions (knowledge and experiences) are required to deeply highlight the generational differences among the employees in their expectations, attitudes, and behaviors in eight dimensions. The study shows that Luxor hoteliers face different expectations, attitudes, and behaviors among their employees. These differences are connected to the generational differences of employees indicating the fact that each generation has different expectations, attitudes, and behavior in the workplace.
International Education Studies, 2013
It is well known that hospitality work is physically demanding and involves mental stress and, at times, an un-competitive compensation package. This has resulted in a high employee turnover rate in recent years. Staff retention is thus a challenge, especially for employees belonging to Generation Y (Gen Y). The situation in Thailand is not different, especially with respect to Gen Y. This article aims to identify the ideas and perceptions held by Gen Y undergraduates who are currently being educated in the field of tourism and hospitality and whose education will possibly lead them Gen to seek long-term employment in the hotel industry. In order to identify the influential factors, the researchers aim to obtain maximum information, views and thoughts from research purposive respondents in this study; thus, qualitative research using an inductive approach involving a focus group discussion methodology was selected. 66 Gen Y students who are studying the Tourism and Hospitality Management programme from the first International College in Thailand participated in this study. The results suggest that Gen Y students share similar views on the influential factors to work effectively. They identified five key factors: effective leaders, a friendly environment, good pay and benefits, a flexible policy and culture and great facilities. The result details allow an understanding of the conditions and requirements for practitioners and researchers who are interested in studying Gen Y in the hotel industry.
Can't Get No Satisfaction: An examination of Generation Y work attitudes
2010
The purpose of this paper is to review the broad framework of organizational psychology and its relevance to the hospitality industry, and more specifically, to introduce the concept of employee engagement. Survey responses of 264 employees from five hotels in Brisbane, Australia are analyzed, revealing that Gen Y employees are less engaged and less satisfied than non-Gen Y employees. Implications for practice and future research are suggested.
Can\u27t Get No Satisfaction: An examination of Generation Y work attitudes
2010
There is growing interest in better understanding the connections between the work environment as perceived by employees and important organizational outcomes such as customer satisfaction and customer loyalty. While there are a number of notable conceptual frameworks which seek to elucidate the connections between employee attitudes and customer outcomes, there have only been limited efforts by academics to utilize these principles in a hospitality industry context. The purpose of this paper is to review the broad framework of organizational psychology and its relevance to the hospitality, and more specifically, to introduce the concept of employee engagement. Survey responses of 264 employees from five hotels in Brisbane, Australia are analyzed, revealing that Gen Y employees are less engaged and less satisfied than non-Gen Y employees. Implications for practice and future research are suggested
Communicating with the Generations: What Data Can a Hotel Get from their Guest for Service
Euro-Asia Tourism Studies Journal
Customer involvement with service creation is essential for quality service; however, guest involvement is also needed. Technology-enhanced service ensures a higher level of guest experience; however, different generations have different connections to technology. Literature looking at technology's effect on guests often omits to differentiate generational characteristics. This study aims to understand the differences in preferred communication methods to understand if the information the guests share will be determined based on generational differences. The study was conducted with an online survey with the participation of Hungarian domestic travelers. (N=576)
Beliefs, attitudes, values and engagement of generation X, Y employees
E3S Web of Conferences
This study starts with employee opinion survey, which is a measurement tool of employee engagement and satisfaction. The result of the survey, performed among 1480 employees of international construction company, points at certain targets for improvement in well-being field. We strove to find a correlation within least contented employees, between such factors as their seniority status in the company, gender, age and their low satisfaction, thus we found out that generation X employees are more satisfied (9% more) and as a result more engaged in the company culture than Y employees. This article reveals the reasons of this difference in satisfaction level between employees of two generations. Our first hypothesis was that shift in value orientation caused inconsistency with corporate culture, but after having used method of values ranking (system of «Life Meanings» by V. Yu. Kotlyakov) for a group of 620 employees of both generations, we had to accept that our hypothesis was only pa...
Generation Y and work in the tourism and hospitality industry: problem? What problem
2007
It appears that there are employers who believe that Generation Y employees are often problematic. The technology, mass marketing, political times, and pop-culture in which Generation Y have grown up has ensured they have appreciably different ambitions and world views to previous generations. This paper reports the results of a study examining tourism and hospitality employer views of Generation Y employees and how some employers are attempting to draw upon the strengths of these workers. Focus groups with, and interviews of, employers in Coffs Harbour, Cairns, South East Queensland, Sydney and Port Douglas were used to gain an understanding of employer views. The focus groups indicated a sizeable number of tourism and hospitality managers believe Generation Y's beliefs in the types of work that they should be doing in their formative years in the workplace is a substantial problem for their organisations. However, a minority group of employers identified Generation Y's attitudes to work as an opportunity to tap into their strengths and to connect with their potential customer base. A number of iconic Generation Y cultural 'tools' have been adopted by this more visionary group of tourism and hospitality employers and are being used for recruitment and retention.
This study explores the generational differences within the Thai hotel industry workforce and their implications for recruitment, retention, and training. With four distinct generations-Baby Boomers, Generation X, Millennials, and Generation Z-coexisting in the workforce, each brings unique values, attitudes, and expectations that shape their work behaviors and preferences. Using a mixed-methods approach that combines surveys and interviews, data were collected from 385 hotel employees across Thailand to understand these generational dynamics. Statistical analyses, including ANOVA and regression models, were applied to test hypotheses concerning generational preferences related to technology use, worklife balance, communication styles, and training needs. Findings reveal that while Millennials and Generation Z prioritize flexible work arrangements and advanced technology, Baby Boomers and Generation X are more inclined towards job security and traditional organizational structures. The study emphasizes the need for tailored human resource strategies that cater to the specific needs of each generation to enhance job satisfaction and employee loyalty. This research provides valuable insights for HR professionals and corporate leaders in the Thai hospitality sector on how to manage a diverse workforce effectively, fostering a more inclusive and harmonious work environment.
Quality of work life and Generation Y
Personnel Review, 2019
Purpose The purpose of this paper is to examine how quality of work life (QWL) influences job satisfaction and to test if gender and organizational type moderate this relationship for Generation Y (Gen-Y). Design/methodology/approach Questionnaire data were collected from 328 Gen-Y employees in European hospitality businesses. Drawing on generational theory, social role theory and person–environment (P–E) fit theory, the authors discuss how gender and organizational types (i.e. independent vs corporate structures) moderate Gen-Y’s QWL–job satisfaction relationship. Findings The findings of the paper are as follows: first, gender and organizational type influence the QWL–job satisfaction relationship for Gen-Y. Second, job security does not change job satisfaction levels for female employees while high levels of job security negatively influence job satisfaction for male employees. Third, receiving appreciation at work increases job satisfaction for both women and men but, when recei...