Article Review
Article Review
Rood, A Scott (2010)
Introduction
Contemporary business entities employ human resources diverse in terms of gender, generations, and education, race, culture and value systems. I have chosen article written by Rood, A Scott (2010) dealing with generational diversity in hospitality industry and in particular lodging and resorts, for reviewing. Few empirical studies have attempted to investigate the effects of generational differences in workplaces in the contemporary hospitality sector (Anastasios, Maria-Krambia, Andreas & Iphigenia, 2011).
The article begins with the difficulties in managing multi-generational employees, as misunderstandings between them are on the rise and it is becoming problematic to manage diverse teams (Zemke, Raines, & Filiczak Zemke et al., 1999) with differing work values between generations (Gursoy, Maier & Chi, 2008). With four generations of employees (Matures : born during 1922-1943; Baby Boomers: 1944-1960; Generation X: 1961-1980; Millenials: 1981-2000, cited in Rood A Scott) working side by side in organizations, generational differences in values, ways of working, communication (Raine, 2003) create problems. As a HR manager, identifying the differing views of diverse workforce towards various structural elements of an organization, such as, authority (Smola & Sutton, 2002), leadership (Sessa, Kabacoff, Deal & Brown, 2007), work-related goals (Crawford & Hubbard, 2008), soft knowledge situations (Bush, Venkitachalam & Richards, 2008) and work values (Gursoy et al, 2008) is very much necessary in order to formulate suitable strategies for managing diverse workforce.
Studying generational differences in the resort sector of lodging industry
This project was based on the study of Gursoy et al., (2008), in which generational similarities and differences, within 50 hotels in the Pacific Northwest, were examined through focus-group discussion. Objective of current study was to examine generational diversity issues within the resort industry and based on the findings to develop management strategies that can be adopted to increase inter-generational understanding, morale and improve productivity.
Research tool
Rood (2010) prepared a questionnaire based on the previous studies (Bush et al., 2008; Crampton & Hodge, 2007; Arsenault, 2004) and used a 7-point Likert scale for obtaining perceptions of resort managers about behavior, attitudes and performance of employees of different generations working under their direct supervision. Preliminary survey instrument was reviewed and pilot tested twice and final survey was administered in the summer of 2009. Managers from 43 American resorts who were at least of 18 years age, totaling 343 resort managers from all departments participated in the survey and submitted fully completed usable questionnaires.
Findings
Resort managers had clear opinions/perceptions about employees belonging to different generations, according to the findings:
Respondents perceived fewer absences among ‘mature’ employees have fewer absences from work compared to younger; they have same level of stress than other cohorts; fewer on-the-job injuries; more concerned with quality of work produced; strongly believe that ‘age is the strongest predictor of overall job satisfaction’.
According to the resort managers, Baby Boomers, the largest generation cohort in the hospitality industry, have very good work ethics; passionate and concerned about participation and spirit in the work place; Boomers live to work; they respect authority and hierarchy at the workplace; they are financially driven; happy to abide by rules and are resistant to change. Technology is a big issue for boomers.
According to the survey, Gen X employees: support seniority, lack people skills, complain a lot; seek immediate solutions to the problems; exhibit a strong sense of independence; possess good multi-tasking skills.
Millennial employees wanted immediate gratification for the work they do. They seemed to be less interested in climbing the corporate ladder as per the respondents’ views. They have a tendency to question every rule; quick learners, better at multi-tasking; they hop from one job to another.
Discussion
The study revealed commonalities and differences between older (Mature and Baby Boomers) and younger (X and Millennials). HR managers in the resorts and lodgings need to understand such distinguishing features and allocate duties and responsibilities based on the strengths of employees belonging to different generations. Better to avoid posting Millenials for menial work and put them instead where team work is prevalent. Gen X employees prefer to get rewards in terms of enriching the job (specialized training) or individual flexibility (such as time off, flexi-timing). Millenials seek instant gratification for their performance, while Baby Boomers and Matures prefer money and promotion over workplace opportunities.
Conclusion
This article has given me an insight into dominating characteristics of four generations of employees and enabled me to look at them individually and as a whole group, so that I as HR manager know where to depute them, how to manage them and in what manner to reward their performance.
References
Anastasios Zopiatis, Maria-Krambia Kapardis, Andreas Varnavas & Iphigenia Pavlou.
(2011). Generational Differences in the Hospitality Industry: An issue of concern. International CHRIE Conference- Refereed Track, Paper 4, July 28. Retrieved from http://scholarworks.umass.edu/refereed/ICHRIE_2011/Thursday/4.
Arsenault, P. (2004). Validating generational differences: A legitimate diversity and
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Bush, P., Venkitachalam, K., & Richards, D. (2008). Generational Differences in Soft
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Crampton, S.M., & Hodge, J.W. (2007). Generations in the Workplace: Understanding Age
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Crawford, A. & Hubbard, S. (2008). The impact of work related goals on hospitality industry
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