Generational differences in work values: a study of hospitality management.
Generational differences in work values: a study of hospitality management.
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DOI：
10.1108/09596110810892182
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发表时间：
2008-01-01
影响因子：
11.1
通讯作者：
Choi, Y. S.
中科院分区：
文献类型：
--
作者：
Chen PoJu, Chen PoJu;Choi YoungSoo, Choi YoungSoo;Choi, Y. S.
目的-虽然许多研究集中在工作价值观已经进行，其中很少有专门针对代际差异的酒店环境。本研究旨在探讨饭店管理工作价值观的结构，以及三代管理者和主管在饭店管理工作价值观上的差异。设计/方法/方式-398名管理人员和主管在美国的酒店组织进行了调查。结果-共确定了15个工作价值观沿着与他们的层次顺序。一个四维（舒适和安全，专业成长，个人成长，工作环境）的工作价值观结构共享的酒店员工和代际差异的工作价值观的酒店industrial. Research限制/影响-本研究的结果仅限于美国旅游目的地的酒店业的管理人员。实际影响-影响行业招聘和留住管理劳动力，旨在满足三代管理劳动力的偏好和需求的战略。独创性/价值-有三个独特的贡献：在工作价值观的三代酒店经理不同的优先事项的发现;工作价值观的结构，代表独特的工作价值观的酒店管理人员队伍的启示的四个基本方面;发现工作价值观在四个维度中的两个维度（即个人成长和工作环境）上存在代际差异，以及代际偏好的转移。这些研究结果可能有助于不同的招聘和保留策略的理由在不同部门的酒店业根据代际价值观的转变。
Purpose - While many studies focusing on work values have been conducted, few of them were specifically focused on generational differences within the hospitality context. This study aims to explore the structure of hospitality management work values and the perceived differences among three generations of managers and supervisors in the hospitality industry. Design/methodology/approach - A survey of 398 managers and supervisors from hospitality organizations in the USA was conducted. Findings - A total of 15 work values were identified along with their hierarchical order. A four-dimensional (comfort and security, professional growth, personal growth, and work environment) work value structure shared by hospitality workforce and generational differences in work values of the hospitality industry were found. Research limitations/implications - The findings of this study are limited to a managerial workforce of the hospitality industry in a US tourism destination. Practical implications - Implications are drawn for industry to recruit and retain the managerial workforce using strategies designed to meet the preferences and needs perceived by three generations of managerial workforce. Originality/value - There are three unique contributions: the uncovering of different priorities in work values across the three-generation hospitality managers; the revelation of the four underlying dimensions of the structure of work values that represent the uniqueness of work values perceived by the hospitality managerial workforce; and the discovery of generational differences in work values in two of the four dimensions (i.e. personal growth and work environment) and the generational preference shift. These findings might contribute to the justification for different recruitment and retention strategies among various sectors of the hospitality industry according to generational value shifts.