Generation Y as Hospality Employees: An examination of work attitude differences

8/2/2019 Generation Y as Hospality Employees: An examination of work attitude differences

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Generation Y

as hospitalitY

industrY emploYeesAn examination of work attitude differences


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UQ School of Tourism

The University o Queensland (UQ) is one o Australias

premier learning and research institutions and is ranked

among the worlds top 50 Universities. It is the oldest

university in Queensland and has over 40,000 students

currently enrolled. UQ is a ounding member o the elite

Group o Eight (Go8), a coalition o leading Australian

universities, intensive in research and comprehensive in

general and proessional education.

Nested in the aculty o Business, Economics and Law, the

UQ School o Tourism (UQST) is the earliest established

university tourism school in Australia, and is the only

dedicated tourism school within the Go8. The UQST is the

only University School in Australia to be TedQual accredited

by the United Nations World Tourism Organisation (UNWTO).

With over 700 students studying under- and post-graduate

programs in tourism, hospitality and event management, the

UQST is recognised, both nationally and internationally, as

a leading centre o research with close links to government

and industry. An impressive list o academic sta actively

publish their research in the worlds top journals in tourism,

hospitality and related felds and are o ten called upon to

speak both nationally and internationally, and consult on

tourism and related matters.

For more inormation, go to www.uq.edu.au

Hospitality Training Association

The Hospitality Training Association Inc (HTA) has been

serving the needs o the hospitality industry or over twenty

years. HTA brings together the combined experience

and knowledge o the fve major associations that are the

driving orce behind the tourism and hospitality industries in

Queensland, Australia: the Hotel Motel & Accommodation

Association; Clubs Queensland; the Restaurant & Catering

Association o Queensland; the Liquor, Hospitality& Miscellaneous Union; and the Queensland Hotels

Association.

Developed to support these associations with specialised

training in each o their areas o discipline and expertise, HTA

has assisted thousands o young people establish careers

in hospitality and tourism. Through the provision o short

courses, certifcates and diploma qualifcations, HTA College

provides nationally and internationally recognised training

in all acets o tourism and hospitality. Situated close to the

city-centre in Fortitude Valley, HTA's training acilities include

three commercial kitchens, a pastry lab, two restaurants,

a cocktail/lounge bar, and multimedia-equipped training

rooms.

For more inormation, go to www.hta.org.au

Acknowledgement: Hotel room photo on front

cover courtesy of Hilton Hotels and Resorts


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1An exAminAtion o work attitude dierences

7 bruary, 2011

d r,

ths rpr aas r a cls wrkg parrshp bw ur rspcv sus. W hav ud gra syrgs bw

h Hspaly trag Assca a wrld class prva rag rgasa ad h Schl turs a h Uvrsy

Quslad rakd ag h wrlds tp 50 Uvrss. ths rpr rprss a ubr cllabrav prjcs br

u ur cpra.

Hr, w prs h rsuls a rsarch prjc ha had s bggs as a dusry prbl: h challgs , ad h d

ga a br udrsadg abu Gra Y as hspaly dusry plys. oc hs d was dfd, a cprhsv

ad rbus rsarch prgra was dsgd ad s dald hs rpr. (n: W wuld als lk ackwldg h crbu

ad hs prjc by Dr Paul Barr wh has sc rlcad napr Uvrsy Sclad. Paul was a par h rgal

rsarch a ad was gral h ra ad arly sags h rsarch prjc.)

th rsarch dsg r hs prjc cludd:

acomprehensivereviewofalltherelevantpastresearchundertakenregardinggenerationaldifferencesinworkforceattitudes;

focusgroupstoeshoutthekeyissues;

theselectionofkeyemployeecriteriamostvaluableintermsofunderstandingdifferencesacrossgenerationalgroups;

thecreationofaquestionnairedesignedtocaptureactualemployeeattitudes;

thecollectionofdataacrossdifferentsectorsofthehospitalityindustryinQueensland;

acomprehensiveandstatisticallyrobustanalysisofthedata;

somepracticalsuggestionsabouthowtointerpretandusethedata.

Lg br hs prjc ccd, bca bvus ay ha ply va, larg syls, pcas,

prrac ad hr rlad acrs vary r r r ay pssbl rass (graal grupg, gdr, dpar,ccupa c.). t da, hwvr, ll scfc vdc has b gahrd rvw hs drcs ad ga a ull

udrsadg h, spcally as hy pra h hspaly dusry.

W hp yu fd hs rpr usul, ad w wlc cs ad dback.

Rgards,

Plp cl d d sl

c e o G Y r P L

Hspaly trag Assca Uvrsy Quslad, Schl turs

Email:[email protected] Email:[email protected]


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2 Generation Y AS HoSPitALitY inDUStRY emPLoYeeS

ecuvSuary

eply ply

y b

. o p, ply glbl y,

pg bl

pp,

ly y l,

-p, y g. o

, y lg

b by l

,

ll- ply.

may hs ssus s r h

hr characrscs ad cds

h dusry .g. s ppl--

ppl racs, a-scal wrkg

hurs, ad a pr rpua as a lg-

r carr p. thr ar pr

apls hspaly rgasas

arud h glb ha hav sugh

cba s hs c

ssus, alhugh v hy hav b

challgd by h las hua rsurc

ssu cr h dusry h

rac Gra Y (G Y) as h

ws chr hspaly plys.

Wh radcally dr wrk-rlad

valus ad auds prvusgras, h G Y ply has

cudd wrkplacs arud h

glb. As a radal plyr

yugr sa, h hspaly dusry

has b parcularly acd by hs

w gra. thr s uch hyp

surrudg G Y plys h

ppular da, y hr s ll prcal

vdc suppr ay h clas

ad abu h. Rsarch ha has

b cducd da has b sall-

scal ad largly dscrpv aur,

ad has rarly ak h spcfc c

h hspaly dusry accu.

Rcgsg hs shrcg, h basc

as h prjc wr :

reviewanddistilthecurrentliterature

abu ply wrk auds ad

GenY;

identifyrelevant(academic/

practical)areasforresearch;

examinearangeofwork-related

audal ad bhavural

csrucs cparg G Y

othergenerationalgroups;

developpracticalsolutionsand

apprachs r hspaly wrs

ad aagrs.

ths rpr syhsss h fdgs

a hr-yar rsarch prjc ad

a br udrsadg h pac

h ws ad s--b largs

gra plys w h

hspaly dusry. Udrpg

hs rpr s h prs ha hr

s rus valu prgrssg ur

udrsadg h ccs

bw ply auds ad

prcps hr wrk vr,

ad dsrd rgasaal ucs

such as cusr sasac, cusr

lyaly, wrd uh advcacy,

rvu grwh ad prfably.

icludd hs rpr ar h rsuls

sascal aalyss ru a survy

vr 900 hspaly plys

Queensland.Thequestionnairewas

dsgd cllc ra

ply dgraphc varabls, as

wll as a slc asurs dd

capur crcal ply auds

ad ps rgardg hr wrk

vr. th cludd asurs

wr slcd basd a sablshd

lk wh psv rgasaal

ucs.


5/56


Chaprs 1 ad 2 prvd a backgrud

h rsarch prbl wh a plaa

h ply auds ha wrdfd as pval bh succssully

aagg G Y ad achvg pal

busss ucs h hspaly

dusry. Chaprs 3 ad 4 dscrb

h hds ad fdgs r h survy

phas daa cllc, hghlghg h

Ten Key Findings (pag 33).

ms ably ad s rlva hs

rpr s h spl ac ha G Y

plys scr lwr audal

asurs ha a rgasa shuld

b apg as, ad hghr

hs whch shuld b lwr. i hr

wrds, G Y plys ar LeSS

sasfd wh hr jbs, LeSS gagd

hr wrk, ad LeSS cd

h rgasa hy wrk r ha

hr -G Y curpars. Slarly,

G Y plys dsplay hghr scrs

h csrucs ha a rgasa

wuld wa s s sa.r apl, G Y plys ar

MORElikelytobeplanningtoquittheir

jbs, moRe lkly prr prly

hr c-wrkrs ar dg s, ad ar

als moRe lkly swch jbs r

parcular ras.

Chaprs 5 ad 6 prvd a dald

dscuss h rsuls as wll as a Ten

Recommendations or Managing Gen

Ysc (pag 38) whch ar draw

r h rsuls hs prjc ad

whch, pld wh h G Ywrkrc, wll lkly prv h vrall

wrk prrac hs graal

grup ad hrr bf ly h

dvdual hspaly busss, bu als

h dusry as a whl.

th rpr ccluds Chapr 7 wh

somereectionsandnalremarks.

Sgfca drcs s h

auds G Y plys h

wrkplac. ths sudy s h

frs cllc prcal daa b

abl spcy wha h drcs

ar, ad hw hy wll pac h

aag plys hspaly

bussss. ths rsarch rprss,

h had, a ap fll a

gap h acadc lraur rgardg

graal drcs wrk-rlad

auds ad valus. o h hr had,

ad r praly r hspaly

busss wrs ad prars,

hs rsarch has prvdd praccal

rcdas, basd scfc

vdc, as hw bs gag wh

hs graal grup h hspaly

wrkplac.


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5An exAminAtion o work attitude differences

executive summary 2

List of figures 6

1 Background to the generation y Project 8

1.1 Wha s a gra ad hw ds uc h wrkplac? 9

1.2 Wha aks Gra Y ck? 9

1.3 Lkg ply auds busss succss 11

2 what we measured and why 14

2.1 Jb Sasac 14

2.2 eply egag 15

2.3 orgasaal Czshp Bhavur 16

2.4 orgasaal C 16

2.5 Prcvd Suprvsry ad orgasaal Suppr 17

2.6 Prcvd arss 17

2.7 trag ad Dvlp opprus 17

2.8 Rwards ad Rcg 18

2.9 Prcvd Jb Scury ad eplyably 18

2.10 Qu is ad Jb Swchg Bhavur 18

2.11 iuc C-wrkr Prrac 19

3 research design and methods 20

3.1 Sapl characrscs 20

4 findings 24

4.1 Rags ky ply dcs 25

4.1.1 G Y vs -G Y 25

4.1.2 G Y 1s, 2d ad 3rd wavs 26

4.2 iprac ky ply dcs 27

4.2.1 G Y vs -G Y 27

4.2.2 G Y 1s, 2d ad 3rd wavs 28

4.3 ohr ucs ky ply dcs 29

4.3.1 Drcs by dusry scr 294.3.2 Drcs by lgh ply (ur) 30

4.3.3 Drcs bw suprvsry ad -suprvsry plys 31

4.3.4 Drcs by ply saus 32

4.4 t ky fdgs r h survy hspal y plys 33

5 discussion of resuLts 34

6 imPLications for the hosPitaLity industry 38

6.1 t rcdas r aagg G Y 38

1. G rgh, rgh r h sar 38

2. G gagd! eply gag s ssal 39

3. Buld a cpay culur ha s ururg ad cllabrav 40

4. ecurag pprus r larg ad grwh hrughchallgg wrk 41

5. D assu ha G Y has had h sa h rag

as pas gras. 41

6. G u dal! Us chlgy prv cuca

wh yur sa 42

7. Rvals yur ld rcg prgras 42

8. B prpard b r bl ha yu hugh cssary 43

9. d ways r h w lar r h ld (ad vc vrsa!) 43

10. Rcgs ad rspc dvdualy 44

6.2 t rcdas r aagg G Y: Suary 45

7 finaL remarks 46

BiBLiograPhy 48

aPPendix a emPLoyee indices: survey items 50

tabl Cs


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g 1: th G Y rsarch dl 12

g 2: Ky ply dcs 15

g 3: Rspds by dusry scr 20

g 4: Rspds by graal grup 21

g 5: Gdr rspds 21

g 6: Hghs lvl duca cpld 21

g 7: tur rspds 22

g 8: Pss hld by rspds 22

g 9: eply saus rspds 22

g 10: Suary ky ply dcs 24

g 11: Ky ply dcs: G Y vs. -G Y 25

g 12: Ky ply dcs by G Y wav 26

g 13: iprac ky dcs: G Y vs. -G Y 27

g 14: iprac ky dcs by G Y wav 28

g 15: Ky ply dcs by dusry scr 29

g 16: Ky ply dcs by ur 30

g 17: Ky ply dcs by ps 31

g 18: Ky ply dcs by ply saus 32

g 19: Cpars characrscs: G Y, G x ad Baby Brs 36

Ls gurs



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10/56


11/56


the work-related attitudes o Gen Y

employees are regarded as radically dierent

to those o previous generations entering theworkorce.

udrsadg ply va,

auds ad prrac.

1.1 what is a Generation and

how does it inLuence the

workPLace?

A gra s dfd as a

dfabl grup ha shars brh

yars, ag lca ad sgfca

l vs a crcal dvlpal

sags, dvdd by fv [] sv yars

h frs wav, cr grup ad las

wav1. A gra, h, s a chr

ppl wh shar slar scal r

hsrcal prcs, whch ac h

way brs vw ad rpr h

wrld. th shard prcs wll hav

aninuenceonhowamemberofa

gra ls wards auhry ad

rgasas, wha hr wrk-rlad

valus ar, ad hw a prs wuld ac

sasy hr valus ad dsrs.

Asmanagersasserttheirowninuence

h rag uur ladrs, ach

gra wll cu r-df

h rgasaal vr

ad hw busss pras ar

cducd, crag plcas r argasas culur, hcs ad hua

rsurcs plcs ad prcdurs.

Rsarch cducd acrss dd

prds has ud ha wrk valus

aremoreinuencedbygenerational

prcs ha by ag r aury2.

thr s s dba bh h

ppular da ad acadc lraur

vr h prcs yar rags ach

graal grup days wrkplac.

thr wll aurally b s vrlap ad

slars bw hs br arud

h dgs ach graal rag.

Hwvr, a l ds d b draw

swhr r aalycal purpss.

Accrdgly, ar csdrg h

ajry vw, h graal cu-s

ur sudy ar dfd as llws:

Generation Y

br bw 1979 ad 1994

Generation x

br bw 1965 ad 1978

BaBY Boomers

br bw 1945 ad 1964

G Y currly ubrs 4.65 ll

ppl Ausrala, r 21 prc

h al Ausrala wrkrc3. r h

hspaly dusry, hs prpr s

v grar G Y aks up arly

a hrd (30%) al plys4. ths

fgurs wll grw draacally h

dcad. By 2020, h prpr

G Y plys h wrkrc wll

dubl 42%, whl Baby Brs wll

dcl r 36% h (al Ausrala)

wrkrc jus 15%5. th pac h

hspaly dusry wll lgcally b acu.

i ay cs, h wrk-rlad

characrscs ad auds G Y

plys ar rgardd as radcally

dr hs prvus gras

rg h wrkrc. ths

characrscs ad auds ar a dds

wh cval hkg hw w

ras h wrkplac shuld hk

ad ac. As radcal as G Ys audsay r ay b, hs auds ar

hlss udaal drg

h srvc ra a hspaly

rgasa ad shuld, hrr, b

gv srus csdra. Drg

hw bs alr prvalg ply

srags ach h vaal,

rag ad dvlp ds

G Y plys appars b h

ajr hua rsurc challg r h

hspaly dusry h uur.

i h llwg sc, w prvd a

suary h basc characrscs G Y. our suary s draw prcpally

r a rvw acadc ad rad

publcas ad s grad wh h

fdgs a rud prlary cus

grups cducd by h rsarch a

r hs prjc.

1.2 what makes Generation Y

tick?

G Y chldr hav grw up

relativeafuence,withglobaleconomic

prspry ad lw uplyhrughu hr lvs. Alhugh y

has vr b a ajr ccr, hy

hav lvd a ucra wrld, a wrld

wh rrrs ad ajr vral

shocks,connected24/7totheevents

h wrld hrugh advacs

ra chlgy. mul-askg

1 Kupperschmidt, B.R. (2000) . Multigeneration employees: strategies or eective management. The Health Care Manager, 19:65-76.2 Smola, K.W., & Sutton, C.D. (2002). Generational dierences: revisiting generational work values or the new millennium. Journal o

Organizational Behaviour, 23( 4): 3 63-382.3 McCrindle Research. (2010). Snapshot: Australia approaching peak labour.

4 Cairncross, G., & Buultjens, J. (2007). Generation Y and work in the tourism and hospitality industry: problem? what problem?.

Centre or Enterprise Development and Research, Occasional Paper No. 9.5 See McCrindle (2010) as above.


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s a hab, whr 30 hurs c

ca b crad a 7-hur prd6.

ths s prcs cras a lwlrac r brd ad G Y ca

b vry slcv h way hy

rcv ra h r

racv s, h r wll pull h

wards .

G Y s usd lg cludd ad

havg hr p hard. ths s as

a rsul havg r vlv

aly dcss ha prvus

gras ad lvg a h r lgr

ar fshg schl. ths c ra

has ld G Y sprg b lablld

as KiPPeRS - Kds Pars Pck

erdg Rr Savgs. i appars

ha aly s r pra

G Y ha prvus gras. ths

uc s dsrad by h rsuls

a sudy h US ha shw ha ly

12 13 prc G Y ar wrk-

crc (.. hs wh plac grar

prac wrk ha aly) ad 50

prc ar aly-crc, cpard

wh 22 prc Baby Brs wh

ar wrk-crc ad 41 prc bg

aly-crc7.

i a wrkg c, h G Y

ply s dscrbd as r

dadg ha w plys hav

vr b br. thy ar arad

prssg hr ps. Wh a lw

lrac r brd, G Y hrvs

w challgs ad pcs b

shw rspc ad gv rspsbly

r arly hr ply.

ths w gra s rlychlgcally lra, sl-rla,

dpd, ad lkg r sa

rwards, whr lg-r as

wlv hs. ths plys ar

pcg ak a crbu

shg wrhwhl, hav hr

pu rcgsd r h sar ad

ar wllg pu yars srvc

rdr ga ay sgfca rward

r hr plyr. i h wrkplac,

hy sk csa dback, v

a daly bass. o h whl, hy dslk

al ad rpv wrk ad sk wchallgs rgularly.

In the workplace,

Gen Y seeks constant

eedback, even on a

daily basis.

i gral, G Y rcrus pc

jy hr jbs, ad ar parcularly

ccrd wh arss h

wrkplac barg d ha hr

da arss ay b h sa as

yurs! r sac, hy d hk

s ar ha hy shuld hav wa yars

b rwardd r hr pu, wh

hy ar akg a valuabl crbu

w. G Y plys ar cllabrav

aur, phassg awrk ad

pcg b daly rcgsd

ad rspcd r hr pu. Alhugh

rc cc crcusacs culd

hav b pcd alr s

hs auds, h gral cssus

s ha hs c G Y ras sll

hld ru.

Multi-tasking isa habit, where 30

hours o content can

be crammed into a

7-hour period.

Gen Y is used to eeling included

and having their opinion heard.

6 Millwood, A. (2007) . The young and the restless. Nations Restaurant News, 41(5), 132-133.7 Families & Work Institute. (2002). Generation & gender in the workplace, Families & Work Institute,

Retrieved rom


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G Y pc b prasd r hr

rs, rahr ha ly r hr rsuls

- hs s lkly du bg rasd

-cpv vrs ha

plac prac parcpa vr

fshg frs. th plcas hs

r prrac aag wll b

sgfca. G Y plys, havg

pu a l r a ask, y havg

achvd h dsrd uc, wll sll

pc hr ap b rcgsd

ad ackwldgd.

ergg rsarch suggss ha

hs gra s r ducad ad

cfd ha prvus gras8

ad hy ar h sars gra

vr9. ths wuld suggs a asr

ably lar, dvlp ad adap h

wrkplac. Gv hs, s surprsg

h ha G Y plys wuld dsr

grar rspsbly ad vlv

wrkplac dcss ad prcsss

r arlr hr ply ur.

G Y plys pc a wd

rag agbl rwards, cludg

pwr, rspc, rcg

as a dvdual, a havy vs

rag ad dvlp, vary

daly wrk, rd wrk s

w av, scp r cravy

s wrk, wrkplac vlv,

ccr r ply wlar ad

supprv aag (hy d

wantmuch,dothey?).Sociallyand

vrally acv rgasas

ar parcularly aracv h ypcal

G Y ply. i has b bsrvd

by s prs ha bg gr ca

b a cv r sragy r h

G Y chr.

Gv chagg ply

dgraphcs ad auds, supply-

dad balacs h wrkrc,

as wll as vr-grwg dad r

hspaly bussss, s crasgly

bvus ha a w udrsadg

ply valus, auds, ad

bhavurs s dd hspaly

rgasas ar susa a

cpv advaag hrugh srvc.

t ha d, h llwg sc wll

dscuss h ccpual rawrk ad

udrpg lgc whch hs G Y

rsarch prjc s basd.

1.3 LinkinG emPLoYee

attitudes to Business

success

ths rpr rducs, plas ad

uss ay ccps ad prcpls

spusd by h dscpl kw

as organisational psychology.orgasaal psychlgy cuss

h pac ha dvduals, grups ad

srucurs hav bhavur h

wrkplac. orgasaal psychlgy

s h applca r s

psychlgcal acs ad prcpls

h prbls ccrg hua bgs

prag wh h c busss

ad dusry. mr sply, rgasaal

psychlgy s h scfc sudy h

rlashp bw ppl ad h

wrld wrk.

Gv h hr ppl-rlad ssus

d h pg paragraphs,

sudyg h rlashp bw

ppl ad hr wrk s parcularly

rlva ad apprpra h sudy

hspaly aag. Wh w rr

h psychlgy h wrkrc, w

rr h auds hld by wrkrs,

andtheinuencethatattitudeshave

bhavur, parcularly rla

bhavur wards c-wrkrs

ad ward cusrs. i hs sudy,

w ar spcally ccrd wh

hw drcs auds acrssgras wll pac bhavur.

thr ar ay bfs, s

bvus, hrs lss, gag a br

udrsadg ply auds.

r apl, hr s grwg vdc

ha hr ar drc ccs

bw wrk vrs as

prcvd by plys ad

pra rgasaal ucs,

such as cusr sasac, cusr

lyaly ad prfably. th uda

hs prs s ha rdr

dlvr css lvls srvc,rgasas bf wh plys

vw varus aspcs hr wrkg

vr avurably (: hs s

h sa as jb sasac, whch w

rvw lar).

A prcpal cus rgasaal

psychlgy s hw prv

busss ucs by way

udrsadg h psychlgy r

Gen Y employees

are collaborativein nature,

emphasising

teamwork and

expecting to be

immediately

recognised and

respected or theirinput.

Socially and environmentally active organisations areparticularly attractive to the typical Gen Y employee.

8 Pew Research Center. (2010) Millenials: A portrait o Generation Next. Pew Research Center, Retrieved rom http://pewresearch.org/millennials/9 Tapscott, D. (2009). Grown up digital: how the Net Generation is changing your world. New York: McGraw-Hill.


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auds wrkrs. Gag such

udrsadg ca b achvd va

a srs asurs ha hav b

dvlpd ad sd vr yars. r

h purps hs rsarch prjc, w

cpld a cprhsv ls h

s rlva asurs r hspaly

plyrs ad plys, parcular

r G Y plys. W rr ach

h asurs as a ply d,

ad ach h ky ply dcs

wll b rvwd grar dal h

llwg sc.

t ad udrsadg h rlashps

bw s h ccps

dscussd hr, gur 1 llusras h

dl whch hs rsarch prjc s

basd. ths dl was dvlpd by

h rsarchrs h al sags

hs rsarch prjc ad was rgallypublshd hJournal o Hospitality

and Tourism Management10. essally,

externalinuenceshaveaneffecton

GenYsworkvalues,whichinuence

G Ys wrk auds, ad ur,

h bhavurs ha G Y hbs a

wrk. Ulaly, h ucs ha h

plyr achvs ar acd by G

Ys wrk bhavurs.

iracg wh G Ys wrk-rlad

valus ad auds ar h hua

rsurc aag (HRm) srags

pld by h rgasa, whch

areinuencedbyinternalcharacteristics

h rgasa. th rgasaal

characrscs ad HRm srags

hav a ably arac pal G

Y plys, hs ar alg

wh G Ys wrk valus. th dyac

rac bw G Ys wrk valus

ad auds ad h HRm srags theorganisationwillinuenceGenYs

wrk bhavurs wh a rsulg pac

rgasaal ucs.

W ackwldg ha dr yps

hspaly bussss (fv sar hls

vs.backpackers;nediningvs.fast

food)havevaryingrequirementsinterms

h lvls srvc hy prvd, h

au rag dd, ad h lk.

Bu c arly all hspaly

bussss s a havy rlac sa

hua bgs wh ar h ac

h busss ad wh ca ak r

brak ach cusr prc. o

parcular rs us (ad hpully

h radrs hs rpr) s h rvrs

sd h ppl challgs c,

ha ay h wrlds bs hspaly

rgasas vw ppl challgs

as a ppruy ga cpvadvaag11.

iGure 1: the Gen Y research modeL

10 Solnet, D. & Hood, A. ( 2008). Generation Y as hospitality employees: Framing a

research agenda. Journal o Hospitality & Tourism Management 15(4): 59-68.11 For urther reading and examples o how hospitality organisations are successully

turning human resource challenges into opportunities, please see Solnet et al. (2010)

and Ford & Heaton (2001), as cited in the Bibliography.

ExtErnal InluEncEs

societal

political

technological

historical

GEn Y work valuEs

respect

recognition

input & involvement

continuous development

supportive management

fairness, tolerance, equity

concern for individual

welareGEn Y work atttItudEs

job satisfaction

motivation

organisational

commitment

GEn Y work bEhavIours

level of absenteeism

standard of performance

intention to stay/leave

orGanIsatIonal

outcomEs

Protability

Turnover

Market share

Customer retention

Reputation as an

employer

Competitive advantage

hrm stratEGIEs

recruitment & selection

induction

training & development

empowerment

supervisor support

intrinsic benets

extrinsic benets

communication

performance management

orGanIsatIonal

InluEncEs

vision

mission

values

resources & costs

expertise

strength of culture

service orientation

ATTRACTEDB

Y

ALIGNED WITH


15/56

In summary, people and eective

people management are, and

will always be, central to the

ultimate success o the hospitality

businesses. The entrance o Gen

Y to the hospitality workorce has,

however, prooundly altered the

way employment will be viewed and

managed in the uture. In order to

fnd new ways o approaching the

employment relationship, to the mutual

beneft o employees and employers,

it is necessary to study generational

dierences in work attitudes through

the lens o organisational psychology.

Thereore, the main purpose o this

report is to:

provideinformationtoindustry

about critical employee attitudes;

undertakeathoroughexamination

o dierences in employee

attitudes that can be attributable

to generational groups, with a

particular ocus on Generation Y;

discusstheimplicationsofthe

fndings or hospitality operators.

Having reviewed the background

and rationale or this project, we will

identiy the important aspects o

the hospitality work environment, as

perceived by employees that we can

actively measure. In other words,

we want to isolate the employee

attitudes that have direct and positive

links to employee behaviours, as

demonstrated by scientifcally rigorous

research.Forexample,weknow

rom streams o research that highly

engaged workers are more likely to

exertgreatereffortonbehalfoftheir

workplace. So, i we can measure

levels o engagement and compare

these across dierent generational

groups, we can learn about how

engagement levels vary by age.

Photo courtesy of Mirvac

Hotels and Resorts



16/56


2

t p b

ply

pp ( ) g by b

p ppl g

p f. all

l b

b p

gl , plly

-b

ply-

g.

i h radr hs rpr aks hg

ls u hs rsarch, w blv

wuld b hghly usul udrsad

h ccps suarsd blw ad

ak vry r prv ply

prcp hs ccps hr

wrkplac. A ws prs c sad

ha rug a hspaly busss s

lk akg a husad brushsrks

ach day s pssbl g

ach ad vry h all rgh

all h . Hwvr, adg

ach brush srk r hs cas

h psychlgcal dcars w hav

asurd wll craly lad br

busss ucs ha lavg all

chac.

S r ay h ply d

s lsd blw ay appar b

h sa r slar. t a , hs

s ru. Hwvr, yars rsarch ad

sascal ss hav shw ha ach

h dcs, alhugh swha

vrlappg, s sascally dsc. i s

hrr pra a ach

dpdly.

gur 2 prvds a suary ach

h ky ply dcs. urhr

dals abu ach ar rd

h sub-scs blw. r rsd

radrs, ra all h prvus

schlarly wrk rrrd , hr

drcly r drcly, s prvdd h

Bblgraphy12

. Radrs ca fd hls survy s ha rla ach

ply d Appd A.

2.1 joB satisaction

Gag a sud grasp h ccp

jb sasac s ar r cpl ha

gh ally hk. idd, has

b h subjc gg rsarch

r s h las cury. thr s a

gral bl ha jb sasac, ad

psv lgs ward s jb, hav

a psv pac wrk prrac.

essally, jb sasac dscrbs

hw c a dvdual s wh hs r

hr jb, r, h h plasurabl

r psv al sa, whch

rsuls r h valua 's

jb13.

thr s a surprsg au

cply vlvd udrsadg

hs ccp ad s rlashp wh

pra rgasaal ucs such

as cusr sasac, sa urvr,

ad rvu grwh. Rgardlss

hs cpls, s val udrsad hs pra cava: ha

sasac a jb shuld vr b

cusd wh ply va

r prrac. i s pssbl b

vry sasfd wh s jb, bu sll

unmotivatedtoperformtotherequired

sadard. ths s bcaus hr

aremanyknowninuencesonjob

sasac, cludg c-wrkrs, pay

ad bfs, cds, suprvs,

aur h wrk, aag syl

ad h lk.

thr ar hr rlad ls hugh

abu jb sasac ad ply

prrac whch suggs ha jb

Wha wasurd

ad why

12 Should any reader require further information relating to these indices or how they were incorporated

into the research design, please contact the Generation Y Project Leader, Dr David Solnet, directly.13 Locke, E.A. (1976). The nature and causes o job satisaction. In M.D. Dunnette (Ed.), Handbook o

Industrial and Organizational Psychology (pp. 1297-349). Chicago: Rand McNally.


17/56


dssasac clarly has gav

pacs r a rgasa, bu ha jb

sasac, by sl, s ugh kp wrkrs vad ad prrg

wll. Rgardlss ay dscrpacy

rsarch abu jb sasac, w

blv ha s srucv udrsad

jb sasac, parcularly h

c graal drcs.

2.2 emPLoYee enGaGement

eply gag s arguably

theavourofthedayinservice

rgasas, rs wha s s

as a crcal asur succss. i s

crasgly rcgsd as a pra

acr psg rgasaal

ucs. th basc s ha h

r plys l hy ar abl

prss hr prrrd slvs a wrk,

h r hy wll vs hr wrk

rl ad hr rgasa. i hs ss,

ply gag cprss w

ajr cps. th frs, lgs

gag, dscrbs a lvad

sa rgy ad husas

wards h rgasa ad h

wrk asks. th scd cp,

gag bhavurs, ar hacs dsrad pursu

achvg rgasaal gals, such as

ask prssc, bg pracv, ad

assug addal rspsbls as

required14.

i s pra phass h

dsc bw h ccps jb

sasac ad ply gag.

Jb sasac s rlad wha a

cpay s dg r s plys ad

vlvs plys valuas such

drvrs as jb scury, bfs ad

pprus r advac. o h

hr had, gag s ccrd

wh h ull ulsa a plys

EmPloYEE IndEx brIE dEscrIPtIon

J ii The pleasurable emotional state that results rom theevaluation o one's job

Eggee The ull utilisation o an employees skills and abilities;

a positive link between individual and organisational

objectives

ogii iizeip ei Going above and beyond what is generally

accepted to be a part o an employees ormal role

requirements

ogii ie A psychological attachment to the organisation;

having a strong sense o belonging to the organisation

Peeie gii pp An employees evaluation o the extent to which their

employer values their contributions and cares abouttheir well-being

Peeie pei pp An employees evaluation o the extent to which their

direct supervisor values their contributions and cares

about their well-being

Peeie ie Perceptions o justice relating to how work is

organised and how eort is acknowledged /rewarded

tiig & eepe ppiie Perceptions regarding the investment an organisation

has made in the employee in terms o T&D

opportunities

re The extrinsic or nancial benets received in

exchange or work done

regii The acknowledgement or credit given or a job well

done or improvement in perormance

Peeie j eiy Expectations o uture job continuity in an

organisation

Peeie epyiiy How a person views their employment prospects both

within and outside an organisation

Qi iei The intention to leave ones job

J iig ei Changing jobs or changes sake, or un

c-e pee The negative infuence o poor co-worker

perormance

14 May, D. R., R. L. Gilson, et al. (2004). The psychological conditions o meaningulness, saety and availability and

the engagement o the human spirit at work, Journal o Occupational & Organizational Psychology, 77(1): 11-37.

iGure 2: keY emPLoYee indices


18/56


sklls ad abls, ad dcas a psv

lk bw dvdual ad rgasaal

bjcvs. i hs lgh, a plyca b sasfd wh hs r hr jb,

ha pays wll ugh, s sabl ad

rs uur pprus, y sll b

gagd hr wrk, as h ply

ls udr-ulsd ad prsally

salgd wh rgasaal gals ad

valus.

2.3 orGanisationaL citiZenshiP

Behaviour

eplys ha hb rgasaal

czshp bhavurs ar hsplys ha bhav a way ha

gs abv ad byd wha s

grally accpd b a par

theirformalrolerequirements.These

czshp bhavurs rsul prvd

rgasaal ucs, r apl,

a br ss awrk rally, r

crasd cusr sasac rsuls

rally15.

Such bhavurs ar als kw

as ra-rl bhavurs, ad ar

avurabl ay rgasa,

parcularly hs ha ar rla hqualityofinterpersonalinteractions,

such as hspaly bussss. thr

ar a ubr dr yps

czshp bhavurs, cludg:

altruism(helpingotherpeopleinthe

organisation);

conscientiousness(goingwell

byd h u rl

requirementsintermsofattendance,

obeyingrules);

sportsmanship(toleratingless

ha dal crcusacs whu

complaining);

courtesy(takingproactivemeasures

topreventworkplaceproblems);

andcivicvirtue(highlevelsof

ccr abu h rgasa).

2.4 orGanisationaL

commitment

ths ccp dscrbs h psychlgcal

aach ha a ply ls (r

ds l) a rgasa. thr

ar a ubr ways whch s

ca b psychlgcally aachd hr

wrk rgasa. r h purpss

hs prjc, h yp rgasaal

c ha s s rlva s

acv (r v) c.

Acv c vlvs a grar

ss lyaly ad shard valus

bw ply ad plyr, as

ppsd c, whch arss

r a ss bl ga (rav

c) r r a lack alrav

ply ps (cuac

c)16.

Acv c a rgasa

has b shw b a pra

acr ply lyaly, ddcaad hr pra ply

prrac asurs. Wh a

prs s cd, hy dy

srgly wh, ad hav a pwrul

ss blgg , h rgasa.

Cd plys g vlvd

wrkplac avs ad acvs r

radly ad dsra a wllgss

d whavr s cssary pursu

rgasaal gals. Prvus rsarch

has shw drc asscas bw

acv rgasaal c

ad hr ky pra ply

prrac dcars such as rducd

abss, prvd jb prrac

ad lwr ras sa urvr.

15 Podsako, P. M., MacKenzie, S. B., Moorman, R. H. & Fetter, R. (1990). Transormational leader behaviours and their eects

on ollowers trust in leader, satisaction, and organizational citizenship behaviours. The Leadership Quarterly 1(2): 107-142.16 Meyer, J. P., Allen, N. J. & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test o a three-

component conceptualization. Journal o Applied Psychology 78( 4): 538-551.


19/56


2.5 Perceived suPervisorY

and orGanisationaL

suPPort

tw rlad, y dsc ccps ha

ar pra asur, parcularly

wh lkg a graal drcs

hspaly ply auds, arprcvd rgasaal suppr (PoS)

ad prcvd suprvsry suppr

(PSS). o h had, PoS dscrbs

h valua ha a ply aks

rgardg h whch hr

plyr valus hr crbus ad

cars abu hr wll-bg. o h

hr had, hr s als clar vdc

ha ply auds ar acd

ly by h acs ad auds

aagrs ad wrs (.. hs wh

ar s as sr aagrs r abv),

bu als by ay h rgasa

wh s bswd pwr ad

rspsbly, such as suprvsrs, sh

ladrs ad capas. Accrdgly, PSS

rrs h way plys prcv

suppr r hr drc suprvsr17.

Suprvsrs d play a v largr

rl ha sr aag aras

dvdual assss ad dback.

Acg as ags r h rgasa,

suprvsrs hav a prud c

plys wrk-rlad prcs.

i shuld b ls wrs ad

aagrs ha plys d sa busss as a lvg y. S h

acs ay gv pwr ar

vwd slarly. ths cras a

addal lvl cply wh a

rgasa grws ad wh r

ppl ar gv grar rspsbly.

A rsg udrpg

rgasaal ad suprvsry

suppr s scal chag hry,

whrby wrkrs d rad r

ad ddca a wrkplac r

agbl cvs such as pay, bu

als r sc-al bfs,such as s, apprval ad carg.

Assug ha srvc wrkrs bf

r prcvd suppr r hr

rgasa ad r hr suprvsr,

s pra ad usul udrsad

h dgr whch hs ccp s

prcvd drly acrss graal

grups. idd, hr s a srg

argu suggs ha h wrk-

rlad auds G Y plys

ar r lkly b acd by

hr prcps suprvsry ad

rgasaal suppr18.

2.6 Perceived airness

th arss (als kw

as jusc) has gad crasg

prac rs udrsadg

h way plys r r h

workplace.Someofthequestionsa

prs wll ask hslvs wh askdwh a duy r rspsbly ar, s ha

fair?andamIbeingpaidappropriately

r wha i d, cpars wha

othersdo?.

Lk ay hr ccps

rgasaal psychlgy, asurg

arss s cpl, ad varus ways

hav b prpsd ad sd vr

h yars. i gral, s agrd ha

udrah h brad df

arss s a ubr rrlad ways

hkg abu arss ad jusc

rgasas. Dr aspcs

arss hav dr cs

varus ply auds. th aspcs

prcvd arss ha ar s

rlva h curr sudy ad ar

capurd by h hr ky ply

dcs ar prcdural jusc (ar

h wrk prcdurs ad rslu

processesfair?)anddistributivejustice

(ismyeffortproperlyacknowledged?) 19.

Basd h backgrud rsarch

G Y, ss lkly ha hr wrk-

rlad auds wll b r acd

by hr prcps arss wha rgasa. S s cssary

cpar arss prcps acrss

graal grups.

2.7 traininG and deveLoPment

oPPortunities

Prvdg plys wh rag ad

dvlp (t&D) pprus has

lg b s as a ky l,

ly buldg hua capal, bu als

as a as prvg sa r

ad va. ths s parcularly h

cas h hspaly dusry, whr

s pra buld vsbl carr

pahs r plys. r G Y, hs

pprus r larg ad sl-

dvlp wuld s b all h

r crcal h ra wrk-

rlad auds. Accrdgly, hs d

ply p was cludd h

sudy rdr s drcs acrss

gras prcps rgardg

h vs a rgasa has

ad h ply rs t&D

pprus, ad hw hs prcp

mightinuenceotherattitudes.

17 Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Aective commitment to the organization: the

contribution o perceived organizational support. Journal o Applied Psychology 86(5) : 825-836.18 See Solnet & Hood (2008) or the ull explanation o this argument.19 Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a

measure. Journal o Applied Psychology 86(3) : 386-400.


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2.8 rewards and recoGnition

eply prcps h rwards

ad rcg hy rcv r h

r hy r h wrkplac hav

obviousinuencesontheformationof

pra ply auds. i hs

sudy, rwards ar csdrd bh rsc, r facal, bfs ha

a ply rcvs r hr wrk.

As d prvusly, valuas

rgardg pay ad cds hav a

directinuenceonjobsatisfaction.

Rcg s csdrd b h

ackwldg ad crd r

suprvsrs, whhr prssd vrbally

r hrugh a agbl award, r a jb

wll d, r r a prv jb

prrac.

thr s a l argu h ppular

da rgardg G Y plys ha

hy ar as vad by facal

rwards as h prvus gras.

isad, rcg ad bg valud

ad rspcd r hr pu ar sad

b bggr vars. ths sudy

cluds a aa prcps

bh rwards ad rcg (as

spara dcs) rdr assss

drcs acrss gras, s

agul drcs s ad ar

rlva hr pra ply

auds.

2.9 Perceived joB securitY

and emPLoYaBiLitY

Jb scury ca b dfd as a

psychlgcal sa whr wrkrs

hav pcas (ragg r vry

lw vry hgh) uur jb cuy

wh a rgasa. Wha ss

happ wh plys s ha hy

r a subcscus psychlgcal

crac, whch s basd sgfcaly

rus ad uual gd wll. Alhughvry wrkplac s dr, ad

ars rlad a lcal cy,

dusry, uply lvls ad

wag cp ca vary, hr s

cpllg vdc ha prcvd

jb scury s a pra dcar

ply r ad va. i

ac, alg wh jyg a jb, bg

rad wll ad rcvg ar wags,

jb scury usually alls h p

grupg vars ply

prrac. S ay blv ha

hs s crrc, blvg rahr ha h

r plys ar kp dg, r

l hrad abu hr jb, h r

r hy wuld lkly apply. Hwvr,

as a rsul ay suds, hr s

vdc ha jb scury s ar r

psv ha gav h lg ru20.

Rlad h prcvd

jb scury s ha prcvd

plyably. ths ccp s dfd as

hw a prs vws hr plyprspcs wh hr w rgasa

(.g. pr, sdways v),

usd hr rgasa, bu wh

hr curr dusry, r v hr

urlad flds. Wh a ply

ls parcularly plyabl, hs

aurally has cs h prac

ha jb scury plays hr wrk

r ad prrac21.

th w dcs prcvd jb

scury ad prcvd plyably

wr cludd as a drc rsul

csdrg h ypcal prcs

ha hspaly aagrs hav had

wh hr G Y plys. G Y

plys ar dscrbd as

cfd abu hr jb prspcs

ad sgly bld h pal

r uply. Havg grw up

prsprus cc s, G

Y hav ly rcly prcd h

da cc hardshp. ev w,

ay yug plys Ausrala

hav sll b advrsly acd

by h glbal facal crss ha has

crppld h wrld rc yars.A aa drcs acrss

gras prcvd jb scury

ad plyably ad pal

cs hr auds s hrr

warrad.

2.10 Quit intentions and joB

switchinG Behaviour

Ahr rlad ccp s wh a

ply has s lav hr

jb (rahr ha wh h plyr

hps hy lav!). ths ccp sknownasintentionstoquitandis

udrsd b ahr pra

dcar ply prrac22

plys ha ar dg

lav whdraw r h

wrkplac ad d r as uch

r as hy hrws culd r

wuld. Bcaus h hgh cs (bh

agbl ad agbl) urvr,

ay rgasas ar rsd

rducg h ubr plys

wh lav h rgaza vluarly.

irsgly, s hav suggsd ha

asurg s s a r usul

ha asurg acual urvr, as

sometimes,highquitintentionsdonot

20 Khatri, N., Fern, C. T. & Budhwar, P. (2001). Explaining employee turnover in an Asian context.

Human Resource Management Journal 11(1): 54-74.21 Berntson, E., Sverke, M. & Marklund, S. (2006 ). Predicting perceived employability: Human capital

or labour market opportunities? Economic and Industrial Democracy 27(2) : 223-244.22 Colarelli, S. M. (1984). Methods o communication and mediating processes in realistic job

previews. Journal o Applied Psychology 69(4): 633-642.


21/56

equatetoactualturnoverduetohigh

unemploymentorothereconomic/

ral acrs.

th a drc df

betweenintentionstoquitandjob

swchg rlas h raal r

such s. Jb swchg sudrsd as a aud r bhavur

whr plys gra r jb

ahr rrspcv h way

whch hy vw hr curr rl23. ths

ccp s hghly prval wh h

labur ark avurs plys, ad

has v crad a aud ags

wrkrs ha swchg jbs s sply

u. G ar h days wh havg s

jbs w yars s s uavurably

onaresum!Consequently,itis

pcd ha G Y plys wll

scr hghr h jb swchg d

ha hr G x r Baby Br

curpars.

2.11 inLuence o co-worker

Perormance

A fal ply d cludd

hs sudy s rlad h sl-

reportedinuenceofpoorco-worker

prrac a plys w

bhavur. tha s say, a ply

ay pu lss r ha s accpabl,

r prr sadard, bcaus

a c-wrkr s als slackg . thss a ypcal asur ply

auds ha s wll accpd h

rgasaal psychlgy lraur.

Rahr, s a addd by h

rsarch a llwg h prlary

cus grups ad survy pl sg

cducd prr h a daa

cllc prcss. A ubr

parcpas h cus grups ad

pl sg phass suggsd ha

G Y plys sd b r

acd by hr prs wh ca

rg r h wrkplac.

ths da sd vald, parcularly

csdrg h rccvy,

scal wrkg ad cllabrav

wrkg syls ha appar df hs

gra.

23 Khatri, N., Fern, C. T. & Budhwar, P. (2001). Explaining

employee turnover in an Asian context. Human Resource

Management Journal 11(1): 54-74. 19An exAminAtion o work attitude dierences


22/56


3

Pp y g

y g g

ply g bb gl

Ql.

th wrs ad Gral maagrs (Gm)

hspaly frs h hl, rsaura

ad club scrs wr cacd

requestaccesstotheiremployeesin

rdr cllc daa r hs rsarch. i

gral, Gms wr husasc abu

h prjc ad ay agrd hav

hr prprs parcpa. i all, wy

Quslad hspaly bussss

parcpad h sudy24.

th prary daa cllc l r

hs sudy was a papr-basd survy.

Rspds wr frs askd rpr

s dscrpv characrscs,

such as ag, gdr, ur wh curr

rgasa, ps rgasa ad

ply saus. i h a sc

h survy, rspds dcad

hr auds ( a scal 1 srgly

dsagr 7 srgly agr)25

wards a srs sas dsgd

capur h ky ply dcs

rducd h prvus sc hs

rpr. th survy slcd ra

r rspds hw hy prcvd

hr curr wrk sua, as wll as hw

hy prcvd hr dal wrk sua.

th rsarch prjc as wr

plad, parcpa slcd ad

questionnairesdistributedtoindividualplys durg pr-arragd

gahrgs sa (.g. dparal

gs, rag ssss ad Gm

brfgs). A h d h daa

cllc prd a ach prpry

(cpld July 2010), a al

914usablequestionnaireshadbeen

cpld. r h purps h yps

sascal ss w ar s rsd

, hs ubr, ad h brakdws by

graal grup, rprs a vald

sapl.

3.1 samPLe characteristics

gur 3 prss h brakdw

rspds by dusry scr h

ajry ar r hls, wh a hrd

r rsauras ad h radr r

h club scr.

Rsarchdsg ad

hds

24 Our commitment to the participating organisations was that none of the data would be identiable to any

particular organisation, and that we would not publish the names o participating organisations.25 This scale is known as a Likert Scale which has been ound, over decades o research and testing, to be a

highly eective way o measuring and capturing the dierences in, and range o, employee attitudes.

iGure 3: resPondents BY

industrY sector

Hl Club Rsaura

32% 55%

13%


23/56


gur 4 shws h graal

grupgs h survy rspds. A

ajry h rspds wr rh G Y ag brack (.. currly

agd bw 17 ad 31 yars

age),whichreectsthetraditional

dusry rlac yugr wrkrs.

th rag 344 rspds wr

classfd as -G Y, whch 140

ca b spcfcally dfd as G x

(.. agd bw 32 ad 45 a h

h sudy) ad 91 ca b dfd as

Baby Brs (.. agd bw 46

ad 65 a h h sudy)26.

As dcad gur 5 h sapl s

sly al, whch s als dcav h ypcal hspaly labur rc.

urhr characrscs h sapl ar

prsd h llwg fgurs. ths

characrscs wr als capurd by

thequestionnaireastheywerethought

pssbly hav a pac ply

auds ad valus, vr ad abv h

pac h graal chr.

As ca b s gur 6, r ha

50% h sapl has ly cpld

s lvl scdary duca. ths

fdg s surprsg hwvr, gvh larg rprsa yugr

rspds h sapl, ay

wh wuld b cug hr

schlg whls wrkg.

iGure 5: Gender oresPondents

mal al

41%

59%

26 The initial round of completed questionnaires did not distinguish between Gen X and Baby Boomers

and thereore the sample includes some participants who can only be distinguished as not Gen Y.

34%30%

15%

6%12% 3%

iGure 6: hiGhest LeveL o education comPLeted

G Y G x

Baby Brs n-G Y

12%

10%

15% 63%

iGure 4: resPondents BYGenerationaL GrouP


24/56

th ur h sapl s rlavly

rally dsrbud (gur 7), wh jus

udr a hrd bg h frs yar ply, arly hal h sapl

havg wrkd r hr rgasa

bw ad fv yars ad arud

wy prc havg wrkd wh hr

rgasa r r ha 5 yars.

th sapl cas a larg prpr

d ad Bvrag plys

(63 prc), wh Huskpg ad

FrontOfce/Conciergerepresenting

appraly 22 prc h sapl.

th ajry rspds hld -

suprvsry pss (s gur 8).

i s rsg , hwvr, ha

rs ply saus (

gur 9), ull- plys ar s

rprsd hs sapl, abv

casual ad par- plys.

Alhugh hr s a radal rlac

ras ad -pra

wrkrs h hspaly dusry, h

characteristicsofthissamplereectthe

parcpag rgasas phass

prvdg ull-, rlabl ad

prgrssv pss rdr prv

va ad cba ply

urvr.


iGure 8: Positions heLd

BY resPondents

Non-supervisorySupervisor/Manager

32%

68%

iGure 9: emPLoYment status

o resPondents

Casual Par- ull-

21%

36%

43%

iGure 7: tenure o resPondents

47%

22%31%


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26/56


27/56


th rsuls ar prsd h

llwg rdr27:

1. a p

(y ply ):

ofGenYagainstthecombined

hrs (-G Y)28(4.1.1);

withintheGenYgroup(1st

wav, 2d wav, 3rd wav)

(4.1.2).

2. a p y

:

GenYvs.nonGenY(4.2.1);

thethreeGenYwaves(4.2.2).

3. a p l by:

industrysector(club,hotel,

restaurant)(4.3.1); tenure(lengthoftimean

ply has b wrkg

forthesamecompany)(4.3.2);

position(supervisorvs.non

supervisor)(4.3.3);

employmentstatus(fulltime,

par , casual) (4.3.4).

4.1 ratinGs o keY emPLoYee

indices

4.1.1 G Y n-G Y

ths sc prss h rsuls cral

h udrlyg as hs sudy: Hw

G Y s, r ay b dr, rs

wrkplac auds (rbrg

ha wrkplac auds hav a srg

inuenceonworkplacebehaviours,

parcularly wards cusrs ad c-

wrkrs). gur 11 shws h d rc

a auds r ach h ky

ply dcs r bh grups, ad

h ky fdgs ar hghlghd blw.

iGure 11: keY emPLoYee indices: Gen Y vs. non-Gen Y

Gen Y rates Lowerthan non-Gen Y on

these attitudes

Engagement

Job Satisfaction

Organisational CitizenshipBehaviours

Organisational Commitment

Perceived Supervisor Support

Perceived OrganisationalSupport

Perceived Fairness

Perceived Job Security

Rewards

Gen Y rateshiGher than non-

Gen Y on theseattitudes

Perceived Employability

Quit Intentions

Job Switching Behaviours

Inuence Of Co-WorkerPerformance

27 Statistical analyses were perormed using the sotware package SPSS a wealth o supporting statistical inormation has

been generated that will not be reported here. Statistical tests included independent samples t-tests, one-way analysis o

variance, and factorial design analysis of variance. Please contact the researchers should you require more in-depth information.28 As the focus of this report is on Gen Ys work-related attitudes, the Baby Boomer and Gen X groups have been combined into

one group named non-Gen Y. This aids the presentation of results and ndings as it focuses attention on Gen Ys attitudes.

n-G Y G Y

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4.1.2 G Y 1, 2 3 w

t vsga whhr h auds rky ply dcs ar slar acrss

h gra, w brk hs gra

dw sgs whch w calld

wavs:

1. 1s wav (h lds, agd bw

27and31atthetimeofthesurvey);

2. 2d wav (h d grup, agd

bw 22 ad 26 a h h

survey);

3. 3rd wav (h yugs grup ad

sll rlavly w h wrkrc,

agd bw 17 ad 21 a h h survy)

gur 12 shws h drc

auds (as) r ach h hr

wavs G Y.

i gral, w ud ha h ldr h

wav, h br h rag. S h 1s

wav (lds) grally has h hghs

rags, llwd by h 2d ad h

3rd. th rvrs s als ru h 3rd

iGure 12: keY emPLoYee indices BY Gen Y wave

the younger

the employee, themore difcult it is to

generate attitudes

linked with positive

organisational

outcomes, and the

more likely they are

to quit unexpectedlyor perorm poorly.

1s Wav 2d Wav 3rd Wav


Hotels and Resorts

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(yugs) wav has a hghr rag

r h auds whr s dsrabl

hav lw scrs, whl h 1s wav

grally ras h lws u h

hr wavs.

ths suggss ha h yugr h

ply, h r dfcul s gra auds lkd wh psv

rgasaal ucs, ad h r

lkly hy ar qu upcdly r

prr prly. ths fdg was frs

rvald h aalyss G Y vrsus

-G Y, ad urhr supprd h

aalyss h hr G Y wavs.

4.2 iMPortance of keY

eMPLoYee indices

th aalyss s ar has csdrd

h auds hspaly plys Quslad wh hy csdr

hr curr wrk rgasa. W

als askd rspds prvd

a rag prac ach h

dcs rdr br udrsad

hw ach grup valus ach d

h wrkplac. th prac (valu)

ha plys aach ach d s

aalysd rs G Y ad -

G Y, as wll as h hr wavs

G Y.

4.2.1 G Y n-G Y

gur 13 llusras h prac

ach ply d G Y ad -

G Y rspds.

All plys, rgardlss gra,

csdr s pra bsasfd wh hr jbs. llwg hs,

Jb Scury ad Rwards ar rad

as s pra by all rspds.

n-G Y rspds ra s

dcs as r pra ha G

Y rspds, alhugh G Y

plys plac a grar valu

rcg ha -G Y plys.

th bggs drc bw h

rags G Y ad -G Y

rspds was r h orgasaal

C d G Y plys

ra h prac hs d uch

lwr ha -G Y rspds.

Gen Y employees

place a greater

value on recognition

than non-Gen Y

employees.

fiGure 13: iMPortance of keY indices: Gen Y vs. non-Gen Y

n-G Y G Y

Strongly Disagree Strongly Agree

All employees,

regardless o

generation,consider it most

important to be

satisfed with

their jobs.


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4.2.2 G Y 1, 2 3 w

gur 14 shws h drcs

bw rags prac r

ach ply d acrss h

hr wavs G Y plys.

Aga, Jb Sasac, Jb Scury

ad Rwards ar rad as h s

pra by hs rspds. Aga,

h yugr plys csdr all

h dcs b lss pra ha

h ldr plys. r apl,

ha h ldr plys s

valu c h rgasa,

rcg, suprvsry suppr

(ad hrs) hghr ha h yugr

plys. i s pssbl h, ha G

Ys auds wll prv wh . igh b ha G Y sruggls l

crabl h wrkplac ally,

bu as hy ga prc, hy

als prcv hgs r avurably.

Whhr hs s as a rsul havg

moreinuenceontheirworkplaceor

bcaus hr valus hav chagd vr

, ca b drd r hs

rsarch dsg. Rgardlss, a

ds b pad prvg h

prcps h yugs ad ws

wrkrs daly, ad wa r

h wrk u r hslvs.

iGure 14: imPortance o keY indices BY Gen Y wave

1s Wav 2d Wav 3rd Wav

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4.3 other inLuences on

keY emPLoYee indices

thr ar a hs rlva acrs

thatcouldinuenceanemployees

wrk-rlad auds ad valus, vr

ad abv h c graal

grupg. i s pssbl crl

r all such varabls h sudy,

s a w ky acrs wr slcd as

potentiallysignicantinuencesonthe

sapl grups auds.

Gv ha h survyd plys,

r h s par, hav dcad

hr auds wards hr curr

wrk sua, s pssbl ha

industrysectorhasaninuenceonthe

rspss. Dr wrk cds

prval ach dusry scr, ad s

lgcal assu ha hs gh hav a

inuenceonattitudes.

Lgh sp wh h rgasa

(ur), ps wh h rgasa

ad ply saus culd als

inuencethewayemployeesperceive

hr wrkg vr. each hs

acrs wll w b csdrd rs

ach h ky ply dcs.

4.3.1 d by iy s

gur 15 shws h drcs bw

h rags ach ky ply

d acrss ach dusry scr:

hls, rsauras ad clubs acrss all

graal grupgs. ipra fdgs

ar hghlghd h sdbar rgh.

W h ad h cbd

inuenceofindustrysectorand

graal grupg ply

auds. i hs aalyss, w cpard

h auds G Y plys acrss

dr dusry scrs, dr

hr ay subsaal drcs

sd. i h club scr, w ud ha

h prcps orgasaal ad

Suprvsry suppr ar ly lwrr G Y plys ha -G Y

plys, w als ud ha hy ar

sgfcaly lwr ha h prcps

G Y plys hr dusry

scrs. ths dcas w aras r club

aagrs cus rdr prv

hr aag G Y plys.

r G Y plys hls, w ud

ha h orgasaal C ad

orgasaal Czshp Bhavurs

dcs ar sgfcaly srgr ha G

Y plys h club ad rsaura

scrs. thr ay b apls bs

pracc srags plac hls ha

rsaura ad club aagrs culd

adap su hr w pras.

restaurant emPLoYees

rate Lower on:

orgasaal CRwards

hoteL emPLoYees

rate hiGher on:

orgasaal C

Jb Scury

Suprvsr Suppr

orgasaal Suppr

eplyably

Rwards

cLuB emPLoYees

rate Lower on:

Jb Scury

Suprvsr Suppr

Rsaura Club Hl

iGure 15: keY emPLoYee indices BY industrY sector

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Lg md early

4.3.2 d by Lg

eply (t)

gur 16 prss h drcs

as h ky ply dcs

acrss hr ur grupgs: arly

ur (lss ha 1 yar) d-ur (1

5 yars) ad lg ur (5+ yars).

majr drcs ar hghlghd h

sdbar l.

Wh akg accu h cbd

inuenceoftenureandgenerational

grupg, w ud abl cs

h dcs Jb Scury ad Jb

Swchg Bhavurs. n surprsgly,

fdg was ha G Y plys

wll hav grar lgs jb scury

a lar sags ur. o h hr

had, G Y plys arlr sags

ur, wll b r lkly swch

jbs upcdly (ha plys wh

ar G Y bu arly ur, r -

G Y plys wh ar arly ur).

earLY-tenure emPLoYees

rate Lower on:

egagJb Scury

rate hiGher on:

C-wrkr Prrac

Jb Swchg Bhavurs

Qu is

mid-tenure emPLoYees

rate Lower on:

Jb Sasac

Rwards

arss

LonG-tenure emPLoYees

rate hiGher on:

egag

orgasaal C

Czshp Bhavurs

Jb Scury

rate Lower on:

C-wrkr Prrac

Jb Swchg Bhavurs

Qu is

Gen Y

employees, inearlier stages

o tenure, will

be more likely

to switch jobs

unexpectedly.

iGure 16: keY emPLoYee indices BY tenure

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Supervisor/ManagerNon-supervisory

non-suPervisorY

emPLoYees

rate Lower on:egag

orgasaal C

Czshp Bhavurs

trag & Dvlp

opprus

Prcvd Suprvsry Suppr

Prcvd orgasaal Suppr

Jb Scury

suPervisors/manaGers

rate Lower on:C-wrkr Prrac

Jb Swchg Bhavurs

Qu is

4.3.3 d b

spy n-

spy eply

gur 17 shws h drcs

as ach h ky ply

dcs r -suprvsry plys

andforsupervisors/managers.A

ubr pra drcs

appard, whch ar hghlghd h

sdbar rgh.

Aga, w ad h cbd

inuenceofpositionandgenerational

grupg ply auds. W

ud ha h dcs egag,

Prcvd orgasaal Suppr ad

Prcvd Jb Scury wr s

inuencedbypositionandgenerational

grupg, wh hs w acrs wr

csdrd ghr. G Y plys

ar lss gagd grally. Wh hy

ar suprvsry pss, hs

prbl s cpudd. th sa

hlds r bh orgasaal Suppr

ad Jb Scury.

Gen Y employees

are less engagedgenerally, and

when they are in

non-supervisory

positions, this

problem is

compounded

iGure 17: keY emPLoYee indices BY Position

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ull- Par- Casual

casuaL emPLoYees

rate hiGher on:

C-wrkr Prrac

Jb Swchg Bhavurs

Qu is

Part-time and uLL-time

emPLoYees

rate hiGher on:

egag

Czshp Bhavurs

Jb Scury

orgasaal Suppr

Suprvsry Suppr

4.3.4 d by eply

s

gur 18 prss h drcs

as ach h ky ply

dcs r ach yp ply

saus: casual, par- ad ull-.

ipra drcs bw h

grups ar hghlghd h sdbar

h l.

Whl casual plys ar sgfcaly

lss gagd ha par- r ull-

plys, hr rag jb

sasac s hghr ha bh h

hr grups. ths fdg lds wgh

h argu ad arlr ha a

employeecanbequitesatisedwith

hr jb, bu pssss h dsrd

levelsofengagementknowntoinuence

ply bhavurs.

W als ad h cbd

inuenceofemploymentstatusand

graal grupg. th dcs

trag & Dvlp opprus,

Jb Scury, Rwards, C-wrkr

Prrac ad Czshp Bhavurs

wr s acd by ply

saus ad graal grupg, wh

hs w acrs wr csdrd

ghr. i shr, hs auds ar

prvd G Y plys wh

hy ar par- pss, ad v

r s ull- pss.

Havg prsd h rsuls h daa

cllc, w wll w hghlgh wha w

s as h t ms ipra dgs

r h survy hspaly plys.

iGure 18: keY emPLoYee indices BY emPLoYment status

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4.4 ten keY indinGs rom the surveY o hosPitaLitY emPLoYees

1

2

3

4

5

6

7

8

9

10G Y ply -py l gly Less

enGaGed py Gen Y ply.

Lg- ply ll l more

avouraBLY l ply.

hl ply glly l more avouraBLY

lb ply.

G Y ply, plly ly ply , more LikeLY

b ply.

G Y ply pl Lower l bg plly

g.

G Y ply pl g l recoGnition

-G Y ply.

aLL ply pl g l joB satisaction,

ll by rewards joB securitY.

w G Y gp, yg Less avouraBLe

g l .

o ll l b, G Y

hiGher.

o g b, G Y glly

Lower.



36/56


5

hply ply l

b

g , y

ply ll

p b

l. a ,

ply ll

y y l by

g. i y, l

g

p b bl

.

i s val h, ha hspaly

bussss, rgardlss sz r

dusry scr, sablsh cv

hua rsurc aag

srags ha acla h dlvry

ofhighlevelsofservicequality.The

ply dcs cludd hs sudy

ar asurs varus aspcs h

ral ucg a rgasa

aspcs ha hav b lkd

pra busss ucs such as

crasd prfs, cusr r,

psv wrd--uh ad lwr sa

urvr.

th s abl brad fdg rhs sudy was ha h G Y ply

grup grally ras hs ply

dcs ha a rgasa shuld

b apg as as lwr

ha hr -G Y curpars.

Crrspdgly, h auds ad

bhavurs ha a rgasa wuld

wa s arstronger h G

Y grup plys.

i add hs, a aalyss wh h

G Y ply grup dsras

ha hr ar sascally sgfca

drcs p wh hs

chr. Grally spakg, h

yugs G Y plys (h 3rd

wav) ra wha s happg h

hr rgasa sgfcaly lwr

ha hr ldr G Y curpars.ths suggss ha h yugr h

ply, h r challgg s

psvly ac h crcal auds ha

ar lkd wh psv rgasaal

ucs.

ths fdgs hghlgh h prac

akg a gd frs prss

w plys, parcularly wh hy

ar hr frs jb. ths da s urhr

supprd by cparg h rsuls

plys dr ply

ur. o h whl, h plys

arly ur ra hr curr

wrkplac prcs sgfcaly lss

avurably ha d hr lg-urd

curpars.

These fndings

highlight the

importance o

making a good

frst impression onnew employees,

particularly when

they are in their

frst job.

th -bardg w plys

ad succssul scalsa hr

w rgasa ad wrkplac, s a

crrs lg-r r

sa. th ra prcss s crucal

r all plys, rgardlss hr

Dscuss rsuls


37/56


graal grupg. th fdgs

hs sudy shw ha wh w

plys ar als yug G Y sa,hs prcss s all h r challgg

g rgh.

tha s say ha plys

hr d- ad lg-ur shuld

b rg! ths sudy ud ha

d-ur plys had h lws

lvls jb sasac h hr

ur grupgs, as wll as h lws

prcps rwards ad arss.

ogg ply dvlp ad

suppr srags ar pra s

ha lgr-r sa ar ak r

grad r rg. Apg

as h ur plys s

a bvusly sud bjcv r ay

busss. Hwvr, whl h bf

lwr urvr s usually prssd

rs rducd css h shr-

r, wha bcs appar r

hs sudy s ha crasg h lgh

ply ur has advaags

rs prvd ply auds,

ad hrr, psv busss

prrac h lg-r.

ths sudy als ud ha all hdcs, Jb Sasac s s

pra plys, rgardlss

graal grupg r hr varabls.

llwg hs, was grally ud

ha Jb Scury ad Rwards ar h

pra acrs r plys.

All plys, rgardlss hr

gra, plac a hgh valu

bg sasfd wh hr jb, lg

scur ad bg wll rwardd r

dg .

o curs s pssbl kw

whhr h Jb Scury fdg s

partinuencedbytheGlobalFinancial

Crss (GC). Br h GC, G Y

had vr prcd s facal

hardshp, ad hs had b suggsd

by ay as h rass r

h radcal drcs hr wrk-

rlad auds. i a cus grup ru

by h rsarchrs a h bgg

hs rsarch prjc (jus prr

h 2008 sck-ark crash), a 18

yar ld apprc ch, wh acd

withthequestionwhatwillyoudoifyoucantndajob?,simplycouldnot

cprhd wha sh was bg askd.

th rsuls h curr sudy suggs

ha G Y plac a hghr valu

bg scur hr jbs ha has b

suggsd acdally.

turg h prac rwards,

s als rsg ha plys

ra hs h p hr s pra

dcs. i cras, wh ag

wha h plys acually prcv

as happg hr curr wrkplac,

h Rwards d has h lws ragu all h crcal ply asurs.

thr s bvusly a gap bw wha

plys wa ad wha hy ar

rcvg.

ths sudy als ud ha G Y

plys plac a hghr valu

bg rcgsd r hr wrk ha d

-G Y plys. Rcg was

h ly d ha G Y rspds

rad as r pra ha -G

Y rspds. o h c

dscrps G Y h ppular

da s ha hy d csa

rcg hr crbu h

wrk, v r asks ha ay s

uda ad rval. th fdgs

hs sudy ay ld s wgh hs

argu.

By grag h fdgs r ach

phas h G Y rsarch prjc

(lraur rvw, cus grups ad

survy), w ar abl cpar

h aur wrkplacs ha Baby

Brs, G x, ad G Y pcd

as ach rd h wrkrc. th ky

l vs, da characrscs ad

prrrd aag syls r ach

gra ar suarsd gur 19.

ths suary s dd as a gud

r hw cc ach gra,

bu rahr, prvd a udrsadg

ad pahy r h prcs ad

pcas ha dr ag grups

ay brg h wrkplac. As scy

has vlvd, s hav wrkplacs

ad h pca h wrkrs

h. Yu wll prbably fd ha s

h G Y apprachs dcad ursummarywillbeequallyaseffectivefor

Baby Br ad G x plys.

t wrap up h dscuss h

sudy rsuls, shuld b d ha

all plys ar dvduals wh

hr w prsals. n w ar

vr gg b alk. Whl ca b

usul dscvr rds auds

ad ps acrss grups ppl,

such as graal chrs, hr ar

manyotherfactorsthatcaninuence

wrk-rlad auds ad valus. As

has b dsrad hr, ur,

ps ad ply saus

inuenceattitudes,beforeweeven

There is obviously a gap between what

employees want and what they are receiving.


38/56


bg csdr a rag hr

inuencessuchasculturalbackground,

aly sz, ad prsaly ras.

Theconsequenceofthisforhospitality

bussss s ha, r pal busss

ucs, all plys us b

csdrd as dvduals. thr s

blak apprach aagg all

hua rsurcs. A paralll h

dvlp arkg ca b

draw hr. th v away r ass

prduc ass cussa s

ha s dd r h aag

hua rsurcs.

ths s gg a fgurg u whavas ach ad vry ply,

G Y r . i s a ar wha

vas yu wll va h, r

v wha yu hk wll va h.

Suprvsrs wll cssarly bc

r ad r gral h hua

rsurc aag prcss, as

therstandmostfrequentpointof

ply cac. Accrdgly, hy

wll d h apprpra sklls ad

kwldg cvly aag h

ply rlashp.

ths dscuss has shd s lgh hw h ky fdgs r hs survy

gh pac h aag

hua rsurcs hspaly

bussss. Bu wha ca aagrs

andownersdoaboutallofthis?The

sc wll prs s praccal

suggss ha ca prv h

ply rlashp bw

hspaly bussss ad hr G Y

plys.

iGure 19: comParison o characteristics: Gen Y, Gen x and BaBY Boomers 30

boomErs

b 1945 - 1964

GEnEratIon x

b 1965 - 1978

GEnEratIon Y

b 1979 - 1994

ie ie

ee

Post-war prosperity

Largest generation

Globalisation

Downsizing

Technology boom

Prosperity / uncertainty

Violence / terrorism

Skills shortages

ve Work ethic

Loyalty

Hierarchy

Achievement

Independence

Equity

Ownership / involvement

Individuality

Social responsibility

mii

Financial security

Responsibility

Career progression

Opportunity

Job variety

Creativity

Ip

qiie

Social skills Technology skills

Education

IQ / inquisitive

Networking / tolerance

Multitasking

Piy ig i Technology skil ls Socia l / networking skil ls Interpersonal / sot skills

Direction / ocus

Ifee e

ee ie

Parents

Authorities

Career advisors

Experts

Parents

Internet

Peers / social networks

spe ee

peepi

ie

Tradition

Reputation

Observation

Recommendation

Perception

Experience

key gee

Recruiting

Supervising

Training

Promoting

Innovating

Empowering

key

ii

Technical data

Evidence

Visual examples

Demonstrations

Hands-on learning

Participation

typi iig

ye

Formal

Monologue

Programmed

Dialogue

Interactive

Multi-ormat

typi eeip

ye

Control

Thinkers

Coordination

Doers

Consensus

Feelers

Ifee

e

Local

Long-term needs

Regional

Medium-term goals

Global

Short-term wants

mgee

pp

Telling

Yes boss

Selling

Whats in it or me?

Involving

Heres what I think

All employees, regardless o their generation,

place a high value on being satisfed with

their job, eeling secure in it and being well

rewarded or doing it.

30 Adapted by the researchers from the ndings of this project and a combination

o other sources, including Downing (2006) ; Eisner (2005) and QAS A (n.d.).


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37An exAminAtion o work attitude dierences 37An exAminAtion o work attitude dierences


40/56


6

iplcasr h

hspalydusry

Gen Y needs to be seen as a management

opportunity rather than a challenge. They

are, ater all, the leaders o the uture.

w p p

G Y ply l b

g ppy llg. ty ,

ll, l .

Ladg rgasas arud h

wrld dy challgs ad cra

srags ad acs whch ur

hs challgs val cpv

advaag. Accrdgly, w suggs

ha hr ar hua rsurc

srags ha ay hspaly busss

ca alr hr parcular pras

ad ply bas ha ca prduc

psv ucs r h busss,

whhr rs crasd rvus

ad prfs, hghr prducvy,

prvd cusr r, r

dcrasd sa urvr.

Basd h varus phass h

G Y rsarch prjc, cludg a

sv rvw rad ad acadc

publcas, a srs cus grups

withhospitalityemployeesandowners/

aagrs ad a larg-scal survy

hspaly plys Quslad,

w hav draw s ccluss abu

bs pracc h aag G Y hspal y plys. W

prs ur ccluss h r

Ten Recommendations or Managing

Gen Y. ths suggss d

cssarly all crrspd drcly

h fdgs h prvus sc,

bu rahr, r a hlsc aalyss

all ra ad daa surcd

hrughu h rsarch prjc.

6.1 ten recommendations or

manaGinG Gen Y

1. Get it riGht, riGht rom

the start

Prhaps r pra ha vr s

surg ha yu hr wll. Ad hs s

ly bcaus h agbl ad

agbl css urvr, bu rahr

bcaus h prac G Y

placs c-wrkr rlashps advalu alg wh hr plyr.

Rcru ad slc s ad

hocinthehospitalityindustry.Frequently

s d by l aagrs wh ll r

rag h cssary kwldg,

sklls ad arbus cssary r hs

ask). Y hr s dub ha cv

HRm praccs (parcularly rcru

ad slc) d happ by

accd! Br rcrug ad hrg,

csdr h valus h pal

rcru, G Y r hrws, ad hw h

prs wll f wh h rgasa. t, rcrurs cus a caddas

curr lvl sklls ad kwldg,

rahr ha h bggr pcur

h dvdual, wha hy blv ad

hr gral dsps wrk ad

l. Capals r r h


Hotels and Resorts


41/56


ay ls avalabl hs days, such

asbehaviouralinterviewingtechniques.

ths ca allw yu srk h prcbalac bw sklls dd r a

parcular rl, ghr wh a bld

valus bw h prspcv

ply ad h rgasa. Hrg

s always pra, bu w blv ha

cvly aag G Y, s v

r pra.

oc hrd, h prs wh rgh

valus ad h rgh ra r yur

busss ca dvlp h spcfc sklls

ha ar cssary b ully cp

h apprpra rl. i a rcprcal

prcss, wh a busss prvds

dvlp ad larg pprus

r h w G Y ply, hy wll

lkly rspd kd wh c

h rgasa ad psv

cusr-rd bhavurs. r

G Y rcrus, ds sp hr,

as hy d gg prrac

apprasals ad rcg ( jus

aually!).

llwg carul rcru prcsss,

h ra ad scalsa w

plys s crucal. Dvlpg hkds psv auds ha lad

pra busss ucs s r

challgg arly ur plys,

parcularly hy ar G Y, s carul

a us b pad h a hs

sag. Rgular llw-ups chck

prgrss ad prvd dback wll b

psvly rcvd by G Y plys.

D lav s wks (r wrs sll,

ll h 3 h prba prd s up!)

fd u hw yur w ply s

fg say uch wh h a

wkly, v daly, bass (clvr us

chlgy ca b hlpul hr).

2. Get enGaGed! emPLoYee

enGaGement is essentiaL

eply gag has b

shw b h s pra

drvrs psv busss ucs.

Bchark glbal hspaly cpas

cla b abl prdc chags

h prag prrac dvdual

busss us basd chags h

lvl ply gag!

egagg h G Y ply s abu

vlvg h hw ad why h

busss pras, rahr ha jus

llwg a s srucs whuaskingquestions.Onewaytodo

hs s gvallyur plys h

ppruy prc yur busss

as a cusr wuld, s hy rally ca

pu hslvs h cusrs shs.

r h G Y ply, hs wll b

parcularly pra. may h wll

cssarly hav vr prcd

h yp hspaly pras yu

ar rug r hperspective o a

customer. may h larg hl chas

alrady r hr plys a r gh

-hus. Rsauras ad clubs, sad rg a r sa dscu, shuld

csdr rg r r sgfcaly

dscud dg pprus

hr sa. ths s shg haany

busss ca d, rgardlss sz r

dusry scr s a larg cs

ad h rurs ar asurabl.

Ahr way cras h lvl

gag yur G Y sa s

rally shw ha yu valu hr

pu. Acvly sk hr dback

praal prcsss ad cusr

srvc ssus. o curs, yu wll

vr b abl ac vryhg

hy suggs, bu wh a asphr


42/56


p dalgu, yu wll b abl

pla why yu gh b abl

cu parcular suggss. As aaddd bf, vry w ad h, yu

wll g a g a da (r r!) ha

wll r-shap yur busss ad s prf

args r h br.

W ca phass ugh h

prac ply gag

r yur busss alrady h larg

hl cpas acvly asur hw

gagd hr plys ar a rgular

bass, ad aagrs ar rwardd,

par, h bass prvg hs

scrs. W wuld lk spd r

addrssg hs pc, bu s

byd h scp hs rpr. isad

w rr h radr a cll

bk ha s ly asy rad bu

als rly sghul eply

egag: tls r Aalyss, Pracc

ad Cpv Advaag31.

3. BuiLd a comPanY cuLture

that is nurturinG and

coLLaBorative

G Y placs gra valu rdshps,c-wrkr rlashps ad rus,

ad hy hrv wrkg ghr

achv gals. Ds yur busss

haveastatementofvalues?Establish

s yu d alrady hav ay! i

yur plys wr ayusly

survyd, wuld hy ss ha h

wrk vr was whch card

forthewellbeingoftheemployees?

th culur a rgasa h

vr (physcal, prcdural ad

scal) ha h ply prcs

whl a wrk plays a larg par

drg ply auds. Ds

yur cpays culur sd ssags

31 Macey, W.H., Schneider, B., Barbera, K.M. & Young, S.A.

(2009) . Employee engagement: Tools or analysis, practice, and

competitive advantage. West Sussex, UK: Wiley-Blackwell.40 Generation Y AS HoSPitALitY inDUStRY emPLoYeeS


43/56


Following careful recruitment,

the orientation and socialisation

of new employees is crucial.

32 Michelli, J. A. (2008) . The New Gold S tandard: 5 Leadership Principles for Creating a Legendary

Customer Experience Courtesy of the Ritz-Carlton Hotel Company. New York, McGraw-Hill.

yur plys ha hy ar valud

ad rspcd? i s hg say yu

valu ad rspc yur plys, buplcs ad acs ha ar algd

wh hs prcpls wll udr

such sas ad sd h pps

ssag h sa.

t curag ad suppr awrk,

r as ad bas s asurs

a prrac whrvr pssbl.

r sac, a cv sys culd

rward dvdual prrac (.g.

al sals pr hur) whl a h sa

prvdg cvs r h u

as a whl wh cusr sasac

args ar achvd. Always kw yur

cpays audal udrcurr

ad r G Y, h r ururg ad

cllabrav, h br.

Aga, a -dph dscuss

rgasaal culur s pssbl

hs rpr. Alhugh hr ar ay

sal s rgasaal culur

(s ably ha edgar Sch),

r rsd radrs w rcd

a r rlva ad praccal bk

r hspaly wrs ad aagrs

A nw Gld Sadard32

. thsbk as h phlsphs ad

srags h Rz-Carl hl

cpay ha hav b srual

h cra s wrld-rwd

cpay culur.

4. encourage opportunities

for learning and growth

through challenging

work

G Y placs hgh valu larg

ad dvlp. thy br asly ad

crav plyrs ha r prks such as

u rburs, sabbacals, ad

hr grwh ad rag pprus.

obvusly, hs ar hgs ha s

hspaly bussss (hr ha hvry larg ulaals) ca ard,

s cus wha yu ca d. ral

rag ad dvlp prgras

asd, hr ar rqu pprus

r larg ad grwh wh h

hspaly wrkplac ha g

grd. ms sasd hspaly

prssals ak hr w lvl

kwldg r grad. Ask yursl:

Wha busss acvs ca i vlv

y sa s ha hy ca lar ad

grw prssally? Udrsadg

par lvls, placg sck rdrs, larg

rad ad udrsad acal

fash rprs all hs sgly

uda asks ca b a wrld

larg r a prcd ply

ha hy gh hrws b

psd hr prary rl.

i wll als pay dvdds d a

hs apprasal yur rag budg.

Sall bu css vs

rag prgras wll pay lg-r

dvdds ly ply lyaly

bu als hr lvls c

ad gag. Rbr ha allgra hspaly cpas vr vw

rag as a gd s ly ps.

Rahr, rag ad sa dvlp

bc h urs dd r a

halhy ad susaabl wrkrc.

Lk r , G Y vws sl as

qual ldr plys. i hr ys,

hr crbu s jus as valuabl as

ay lss, rgardlss prvus

prc. thy wll s as ar

ha hy hav d a parcular ask

jus bcaus hy ar w (has rgh,

yur gg hav d a w

raal r wh has rv h

chwg gu r udr h abls!).

thy dslk bg hadd h gru

jbs, r jbs whch hy hav

pay hr dus. thy sk challggwrk rgh r h sar. oc

wrk cass b a challg, w

prcs ad larg pprus

wll d b ud. Pla ahad s

as b caugh ll-prpard. Ad

always rbr ha G Y s asly

dsracd! mulaskg s lk brahg

hs plys. Yull d b

h ball kp h vlvd, wh w

ad challgg asks, s ha hy d

ls rs.

5. do not to assume thatgen Y has had the same

home training as past

generations

Prhaps du hr rlac

chlgy, hs graal grup

ss b a b bhd ac-

-ac cuca sklls. Wha

usd b gd h rag s

cssarly ru r hs gra.

ths ssu s parcularly rlva r

havy ac--ac cac pss.

Rl play rag ad qupracc r srvc plys wh

ar gg b rgular cac wh

cusrs (spcally ldr cusrs)

s r cssary ha yu gh

hk! Cusr dssasac asd,

awkward ad barrassg racs

wh cusrs gh b ugh ur

a G Y ply hr jb. may

hs prcs ca b avdd

by gvg h ply r sgh

wha s ha ach cusr s

pcg.

Suprvsrs shuld b gv apprpra

rag ad suppr dvlp h sklls

cssary dal wh h rcacs


44/56


communicating with

your employees in their own

language will help to engage

your Gen Y employees.

33 Palrey, J., & Gasser, U. ( 2008). Born digital: Understanding

the rst generation of digital natives. New York: Basic Books.

aagg ppl. th ral

carr pah sppg up r

srvr suprvsr ha s c h dusry s cll r carr

prgrss, y lacks h

associatedtrainingrequiredinthe

w s cssary sklls. G Y

plys wll lk hr suprvsrs

forrolemodelsandwilloftenequate

(as cusrs d) h ra

hy rcv r h suprvsr as

cg r h rgasa. A pr

prc wh a prcd ad

urad suprvsr culd ls yu a

valud rl ply.

6. Get out o deniaL! use

technoLoGY to imProve

communication with

Your sta

is g u chlgy dal

ha hugh ha i jus gr , wll

g away! Ulk ay h hspaly

ld schl, G Y plys ak

lcrc cllabra r grad.

Whrvr pssbl, us a chlgcal

plar prvd cpay ra

ad rag duls plys - bu

ak sur wrks ad s slw ad

rusrag us. obvusly sz ad

rsurcs wll dr h

whch ra chlgy ca b

usd hac a busss, bu hr

ar ways ha sall cpas ca

br uls lcrc cuca

whu gra ps. tap h way

yur G Y plys cuca

wh ach hr. Ca pra s

r aucs b shrd f

intoacomputer-generatedSMS?Can

yu advrs days shs hrugh

acbk ssag all avalabl

employees?

Crag a scal da prsc ad

cucag wh yur plys

hr w laguag wll hlp gagyur G Y plys. Wh a ll

va, s pssbl wak hs

plars g h plys sar

buldg hyp abu yur busss

whch aus r advrsg.

Alhugh h sallr busss prars

radg hs gh hk byd

hr scp, h raly s ha scal

da ss ar a r srvc. t

adsrg such ss s bvusly a

ssu, bu hs ca b a rspsbly

yu gv a rusd ad agr G Y

ply.

i add hs cuca

plars, rvw yur plcs abu

usg bl chlgy a wrk

csdr lsg h ruls a b. r

yu, usg bl phs sd

ssags ad chckg acbk

whl a wrk s dsrspcul, bu

G Y, s par lvg. Csdr hs:

a survy h US ud ha a gra

ajry G Y plys wuld ak

a jb wh lss pay ha hr curr

allwd h grar us

bl dvcs whl a wrk. Scpas day allw a cra ubr

us pr day sur h ad

d alg, c. Alhugh hs ay

always f wh h cs rsras a

hospitalityoperation,reectonhowthis

ccp gh b adapd f yur

business.Allowingemployeestoquickly

chck ad rspd s hr

dw, wh rasabl budars

(hr ar da cusr

ds srv, c.), s as bcg a

cssary ccss ak rdr

kp G Y plys vad

ad cusd. i yur busss has a

brak r, pug a cpur hr

(nothingash,anoldoneoracheap

w ) s yur sa ca say uch

br hr sh ad hr braks wll

b wll rcvd.

thr ar ay rsg bks ad

arcls avalabl whch prvd sghs

h way chlgy s usd

cuca bh prsally ad

h wrkplac. As a gd apl, w

suggs Br Dgal: Udrsadg

h rs Gra Dgal navs33.

7. revitaLise Your oLd

recoGnition ProGrams

Bcaus h valu hy plac pras, gu wrk rcg

prgras ar wll rcvd by G

Y plys. eply rcg

ca ak ay rs ca b r

suprvsr ply (haks, gra

jb day, yu rally ar gg br a

aagg yur sc!), r pr-

-pr (plys ag hr

a brs r spcal rcg),

a-basd (rcg rvu,

prf r cusr sasac args

achvd by h a), r rgasa-

wd (publcsd awards r usadgprrac r dsra

cpay valus).

B crav wh yur rcg

schs wh G Y, h r

vav ad -h-wall h da,

h r lkly s va h.

Brg vary h way yur rcgs

plys vry wll b

vad prr h sa way,

s b prpard rcgs ppl r

dr als ad sklls.

tak c

Generation Y as Hospality Employees: An examination of work attitude differences

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