Generational differences in work values: a study of hospitality management

TLDR

Many studies have examined work values, but few have focused on generational differences in hospitality. The study investigates hospitality managers’ work values and generational differences among three managerial generations. The authors surveyed 398 hospitality managers and supervisors in the USA. The study identified 15 work values organized into a four‑dimensional hierarchy and found generational differences in personal growth and work environment preferences, informing recruitment and retention strategies. The results are limited to hospitality managers in a U.S.

Abstract

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.