Generational differences in work attitudes: Evidence from the hospitality industry (original) (raw)
Related papers
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
Generational Differences in the Hospitality Industry: An issue of concern?
2011
Each generation that enters the workforce brings with it its own unique perspectives and values, shaped by the times of their life, about work and the work environment; thus posing atypical human resources management challenges. Following the completion of an extensive quantitative study conducted in Cyprus, and by adopting a qualitative methodology, the researchers aim to further explore the occupational similarities and differences of the two prevailing generations, X and Y, currently active in the workplace. Moreover, the study investigates the effects of the perceptual generational differences on managing the diverse hospitality workplace. Industry implications, recommendations for stakeholders as well as directions for further scholarly research are discussed.
Journal of Business and Psychology, 2010
Purpose The purpose of this study is to contribute to the sparse empirical literature on generational differences at work by examining (1) the effect of generation on work attitudes (e.g., job satisfaction, job security, and turnover intentions) and (2) how Millennials’ work attitudes differ from prior generations. Design/Methodology/Approach Data were collected from a diverse sample of U.S. employees (N = 115,044) obtained from 18 years of repeated administrations of the Kenexa WorkTrends™ employee opinion survey. The data were analyzed using a hierarchical age-period-cohort regression model which has been recommended for the analysis of generational effects using repeated cross-sectional data. Findings In general, work attitudes differed across generations, although effect sizes were relatively small and depended on the work attitude. Compared to Boomers and Gen Xers, Millennials reported higher levels of overall company and job satisfaction, satisfaction with job security, recognition, and career development and advancement, but reported similar levels of satisfaction with pay and benefits and the work itself, and turnover intentions. Implications While generational differences do exist, whether they warrant special programs for Millennials is debatable. The cost of tailoring an intervention to each generation should be weighed against the potential benefits of considering generational differences. Originality/Value To our knowledge, no study has empirically examined differences in work attitudes across five generations while controlling for the confounding effects of age and time period.
Generational Conflict and its Impact of Work Behavior and Attitudes
SSRN Electronic Journal, 2000
Building commitment and preventing costly turnover are key challenges facing organizations today. This paper examines whether the fulfilled elements of the employment relationship that predict commitment and willingness to change companies vary significantly with age. Using a sample of 270 employees working in retail stores, it was found that in comparison to those under 30, fulfulling the need for a pleasant environment is more strongly related to the commitment of more senior workers. Providing for career advancement opportunities enhances the desire of younger employees to remain with their companies. In contrast, employees aged 45 and over are more willing to remain with the organization when employers provide for adequate resources and support. Providing employability development opportunities enhances commitment and reduces the willingness to quit and neglectful behavior for employees as a whole.
Generation X and Y: Impact of Work Attitudes and Work Values on Employee Performance
Journal of Management and Research, 6(2), 2019
Sustainable competitive advantage lies in intellectual capital of firms, where it has become important to retain employees and train them for future leadership. Hence, firms must recognize the importance of the work values and attitudes of the employed Generation. Understanding Generational diversity and using the right strategy is crucial for firm’s success. Theorization of Generational differences have been applied in Western Cultures more often than Eastern Cultures, hence this research expanded the concept of Generational diversity to the banking workforce of Karachi, Pakistan. Relationship between Generation X and Y work values and attitudes on employee performance was examined. Three hundred people from the Generation X and Y were taken as sample from the Commercial Banks in Karachi and responses on different work attitudes and values were taken. It was found that values and attitudes have a significant relationship with employee performance for both Generation X and Y. However, cognitive and social values are important for Generation X while cognitive, instrumental and prestige values are important for Generation Y employees. The study theoretically contributes to work values and attitudes perspective, generational theory and performance perspective and offers implications for creating the suitable combination of tasks and rewards with respect to individual needs.
International Journal of Hospitality Management, 2019
Individuals from Generation Y are entering into the hospitality job market, but little is known about their intention to remain in the hospitality business. The purpose of this study was to examine what factors affect a Generation Y employee's intention to remain with a hospitality company with respect to internal marketing tactics. Qualtrics, an online survey service company, was used to distribute and collect a self-administered questionnaire survey. A theoretically proposed model was tested using structural equation modeling. The results of this study indicated that "work environment" significantly influence Generation Y employees' job satisfaction, followed by "empowerment," "pay," and "relationships with managers," which in turn, influences "employee commitment" and "intention to remain in hospitality business." The implications of the study are discussed.
A Review on Generational Differences and Work-related Attitude
International Journal of Academic Research in Business and Social Sciences, 2018
Over the years, there is a growing attention on generational differences and work attitudes among academician and practitioners. Researchers have investigated generational differences on organizational commitment, job satisfaction and turnover intention, yet the issue concerning generational differences on these work attitudes is still debatable. Hence, this article reviews the past studies concerning generational differences and their work-related attitudes in the period of fifteen years. Based on the review, we found that younger generation tends to have lower overall commitment, affective commitment as well as normative commitment compared to older generations. We also found a decrease in job satisfaction and a noticeable upward trend in turnover intention among younger generations. The review also found that generational differences and work-related attitudes also vary across different context of research setting.
International Journal of Contemporary Hospitality Management, 2012
Purpose -This study aims to explore generational differences in the psychological contract of hospitality employees and work outcomes such as commitment and turnover intention. Design/methodology/approach -Data were collected in 20 hotels (n ¼ 359) from a four-star hotel chain in The Netherlands using a self-administered questionnaire. Data were analysed using MANOVA and post-hoc analysis. Findings -Findings suggest that opportunities for development and challenge, variation and responsibility are more important to younger generations of hospitality workers. Generation X placed high value on work-life balance, autonomy and job security. No differences were found for work atmosphere, salary and task description. Significantly lower commitment and higher turnover intention was also found for Generation Y. Practical implications -The findings provide insight into generational differences in expectations that hospitality workers have of their employers. This helps managers in developing management styles as well as human resource policy to better address these expectations. Originality/value -This study is one of the first to explore the psychological contract in a hospitality context and contributes empirical evidence to the body of knowledge on generational differences.