Engaging the multi-generational workforce in tourism and hospitality

Anna Leask,Paul Barron,Alan Fyall

doi:10.1108/tr-04-2014-0017

Anna Leask, Paul Barron + Show 1 more

Open Access

https://doi.org/10.1108/tr-04-2014-0017

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Abstract

Purpose– 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 semi-structured 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 no t only to the debate regarding generational differences in the workplace but it 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 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.

Highlights

The extent of employee engagement in the hospitality and tourism industry can have implications for organisational effectiveness
Purpose of the study Focussing on the multi-generational workforce, the aim of this study is to present strategies that hospitality and tourism organisations might adopt as a means of encouraging employee engagement, enabling the more effective management of an increasingly multigenerational workforce
As a means of promoting discourse and developing an understanding of the impact that generational issues have on the contemporary tourism workplace, and through the recognition of the identified characteristics of the emerging generations, the purpose of this study is to present strategies that hospitality and tourism organisations might adopt as a means of encouraging employee engagement, enabling a more effective management of an increasingly multi-generational workforce

Summary

Introduction

The extent of employee engagement in the hospitality and tourism industry can have implications for organisational effectiveness. Whilst engagement has been found to be at the discretion of the employee (Macey and Schneider, 2008), Shaw and Fairhurst (2008) argue that hospitality and tourism organisations can introduce strategies that can encourage engagement amongst employees, positively affecting effort and attitude and impacting on organisational success. Developing an understanding of the differing attitudes and expectations of work that employees in the hospitality and tourism industry possess is of interest to both researchers and practitioners alike. It has been argued that a better understanding of the particular characteristics that certain groups, or generations possess will go some way toward helping managers adopt appropriate management styles and introduce human resource policy as a means of better addressing the employment needs and expectations of particular groups of employees (Barron et al, 2007). A number of studies (see for example, Park and Gursoy, 2012) have begun to explore the multi-generational workforce in the hospitality and tourism industry. Smith (2008, p.25) succinctly summarises the issue currently facing employers:

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