Success Strategies for the Hospitality and Service Industries Course Number:
Academic Writing and Presentation
The article: Generational differences in work values: a study of hospitality management was conducted by the author to understand the structure of hospitality work values and its perception among 3 different generations of managers and supervisors (Chen, P., & Choi, Y., 2008). In order to achieve this objective a survey was conducted of 398 managers and supervisors from hospitality organizations in the USA. The research identified 15 work values along with their hierarchical order. Based on it a four dimensional (comfort and security, professional growth, and work environment) work value structure shared by hospitality workforce and generational difference in work value of the hospitality industry were found (Chen, P., & Choi, Y., 2008). The unique contributions of this research which can have wide application in human resources across different sectors of the hospitality industry (Chen, & Choi, 2008) are as follows: * The discovery of different priorities in the work values across three generation of hospitality manager. * The revelation of four underlying dimension of the structure of work values that represent the uniqueness of work values perceived by the hospitality managerial workforce. * The finding of generational difference in work values in personal growth and work environment and the generational preference shift. The unique perspective of the research, the formal language used, the careful citation of sources and the presence of a reference list, makes this article a scholarly research. In order to analyze the generational difference in work values among managers, the author has classified the 3 different generations as Baby Boomers (born between 1946 and 1964), Generation Xers (born between 1965 and 1977), and Millennials (born after 1977). (Chen, P., & Choi, Y., 2008) To understand the research thoroughly we need to understand the meaning of certain basic terms such as ‘work values’, how it is been measured, factors affecting individual work values and organizational behavior, and the characteristic of three generations. Work values are different from job attitudes. Work values are the end values such as satisfaction, quality, or reward individuals seek from their work (Super, 1970). The commonly addressed work value attributes include altruism, esthetics, creativity, intellectual stimulation, independence, achievement, prestige, management, economic returns, security, surroundings, supervisory relations, associates, variety, and way of life (Chen, P., & Choi, Y., 2008). Individual work values affect a person’s behavior and attitude in an organization (Peter and Olson) and forms the basis of evaluating self and others. They also play a major role in the establishment of personal goals. (Brown, 2002, p.80). The various factors that influence an individual’s work values are: * Changing life roles as age progresses (Super, 1980, 1995). * Changes in the work related social condition (Kopper, 1993) (Collin, & Young, 2000, p.74). * Difference in cultural values.
* Ranking of work values by individual according to their priorities (Elizur, 1984). * Heterogeneous events in their lives which may affect the perceived importance of work values (Smola and Sutton, 2002). The organizational behavior is influenced by:
* Interpersonal variables (maturity, personal preference, values) * Situational variables (family responsibilities and carrier opportunities) (Brown, 2002). Some of the work value measurement scale which was developed includes: the work value inventory (WVI) was developed by Super (1970), the work aspect preference scale by Pryor (1983), and the Minnesota important questionnaire by Rounds et al. (1981), and the value scale (VS) has been developed as...
Please join StudyMode to read the full document