Engaging the multi-generational workforce in tourism and hospitality

Abstract

The purpose of this study is to present strategies that hospitality and tourism organisations might adopt as a means of encouraging employee engagement, thus enabling the more effective management of an increasingly multi-generational workforce. This paper evaluates current strategies being adopted that might encourage employee engagement by a selection of hospitality and tourism organisations and develop recommendations for organisations wishing to more effectively engage the multi-generational workforce. Design/methodology/approach This study adopts a mixed methods approach and presents findings based on a series of semistructured interviews with management and self-completion questionnaires aimed at employees. Findings The relationship between the supervisor and the employee remains a key enhancer regarding engagement and employees are increasingly demanding more contemporary methods of communication. Employers should take note of generational characteristics and adopt flexible policies attractive to all employees. Practical implications This paper contributes to the debate regarding generational differences in the workplace, but also identifies that the various generations evident in tourism organisations are desirous of similar working conditions and benefits. Organisations should consider the development of a range of packages that focus on linking employees with their purpose, their colleagues and their resources as a means of encouraging employee engagement. Originality/value This study contributes to the debate regarding employee engagement and compares and contrasts initiatives that various tourism and hospitality organisations are adopting as a means of encouraging employee engagement. The study also elicits the views of the organisations employees in order to understand the extent of the effectiveness of such initiatives and makes recommendations regarding the most effective initiatives from both a management and employee perspective.

Managing Asian attractions, Generation Y and face

“…Moscardo, Murphy, & Benckendorff, 2011;Nusair, Parsa, & Cobanoglu, 2011), this is less so in Asia (O'Cass & Siahtiri, 2013) and is most notable in the fields of tourism and hospitality, with some recent notable exceptions (Gardiner and Kwek, 2017). This is considered surprising in view of the multigenerational nature of visitors and workforce that span the entire industry (Kapoor & Solomon, 2011;Barron, Leask & Fyall, 2014) and the fact that demographic change is, arguably, the strongest force for change over the next generation (McRae, 1995;von Bergner & Lohmann, 2013). Interestingly, this is despite more generic studies on workforce characteristics ; leadership (Stanat, 2005;Hagermann & Stroop, 2013); the consumption of fast food (Padgett, 2009); sports consumption (Johnson, Summers & Jocumsen, 2006); and fashion (O'Cass & Choy, 2008).…”

Does the Effect of Person-Environment Fit on Work Attitudes Vary with Generations? Insights from the Tourism Industry

“…Some scholars argue that to fully utilize current employees and attract qualified applicants, it is essential for employers to recognize the specific needs that all cohorts of employees bring to work [Barron, Leask, Fyall, 2014;Cogin, 2012]. Moreover, by understanding the differences and similarities between generational groups, managers can develop human resources practices that aid communication, improve employee satisfaction and engagement, and increase organizational performance [Cennamo, Gardner, 2008].…”

“…Previous studies have identified positive characteristics of Millennial employees, such as the ability to work on parallel tasks, a high level of technological savvy, and openness to constant change. On the other hand, researchers have concluded that members of Generation Y demonstrate a relatively low level of work centrality, as they place greater emphasis on creating a better work-life balance and consider their job as mainly a way to financially support their lifestyle [Barron, Leask, Fyall, 2014;Cairncross, Buultjens, 2010;Park, Gursoy, 2012]. Consequently, they are less likely to allocate personal resources and energy to work tasks, or to experience satisfaction in the workplace.…”

“…Numerous scholars [e.g. Barron, Leask, Fyall, 2014;Bednarska, Olszewski, 2014;Cairncross, Buultjens, 2010;Kachniewska, Para, 2014;Park, Gursoy, 2012], have commented that the generation now entering the workforce -Generation Y (Millennials) -presents new challenges rooted in noticeably different work-related attitudes and higher expectations of their work environment than prior generations. Higher expectations may lead to a lower person-environment (P-E) fit, which, in turn, may stimulate counterproductive and withdrawal behaviors.…”

Wasted youth in the hospitality industry: Older workers’ perceptions and misperceptions about younger workers

“…However, age norms are fluid and reflect not only chronological age bands, but are shaped by societal expectations and the sectoral context. McCarthy et al (2014) suggest that decision-makers in organizations consider workers as 'older' from the chronological age of 52; however, in hospitality, the descriptor 'older' applies to people at a younger age than in other sectors (Barron et al 2014;Lucas 2007), across different national contexts. Ageist attitudes are revealed in management attitudes towards older employees in Norway (Furunes and Mykletun 2007), and in the United Kingdom, a bar manager may be considered 'too old' at the age of 30 (Nickson and Warhurst 2007).…”