Generation Y as Hospitality Employees: Framing a Research Agenda

Abstract

This article considers the impact of the new generation of employees entering the hospitality workforce and the changes in management paradigms that will be required to successfully recruit, select, train and motivate Generation Y (Gen Y) to achieve the goals of the organisation, given the strategic importance of human resource management in creating competitive and sustainable service organizations. This article also analyses the current state of thinking on Gen Y's work-related values, attitudes and behaviours and reviews the research that has been conducted to date on Gen Y in the workplace. A discussion is provided on how these values and attitudes will potentially interact with prevailing hospitality management paradigms, before presenting a research framework that depicts the potential relationships between the key variables and identified themes.Following this, six propositions are presented regarding Gen Y's work-related values and attitudes in relation to hospitality employment. The article concludes with an outline of the intended direction for future research.

Organisational consciousness in public safety management system

“…370-372]. What is more, while referring to the results of other researchers presented in the theoretical part of this article they are extremely analogous to the results of the studies concerning generation Y in general [Solnet D., Hood A., 2008;Chi Ch.G. et al 2013;Broadbridge A.M. et al 2007;Kwok H., 2012;Altimier L., 2006].…”

“…They demand from their supervisors and co-workers clear presentation of tasks which are to be done [Gursoy D., Chi C., Karadag E., 2013, p. 43]. Solnet and Hood (2008) distinguished the values which are recognized by the representatives of generation Y and connected with work. These values include respect, appreciation, involvement, constant development, honesty and concern for individuals [Solnet D., Hood A., 2008, p. 65;Chi Ch.G., et al 2013, p. 44].…”

Sustainability and the Tourism and Hospitality Workforce: A Thematic Analysis

“…First, how sustainable is the pull of workers to the core, and does it produce "decent work for all"? Hospitality jobs are not renowned for providing "meaningful" work and are often viewed as servile occupations [64] with Orwellian stigmas attached [6]. While migrants to urban areas are attracted to the opportunities for business and employment, as well as access to improved healthcare, sanitation,…”

Generation Y at work: insight from experiences in the hotel sector

“…This is complemented by evidence which suggests that generation Y needs to grow in its careers quickly (Gursoy, Maier and Chi, 2008;Solnet and Hood, 2008;Solnet et al, 2012;Tulgan, 2009). Nevertheless, this is in contrast to traditional career paths in organisations based on hierarchy.…”

“…This is also manifested by generation Y's desire for communication at a fast pace (Ng et al, 2010). Examples of this trait have been identified in studies (Martin, 2005;Solnet and Hood, 2008;Twenge and Campbell, 2008) and, more specifically, in relation to how generation Y interacts with colleagues and managers in hotels (Solnet and Hood, 2008). The hotel sector, in particular, places emphasis on the need to operate with employees from different generations (Twenge et al, 2010).…”