International Perspectives on the Millennial Generation
Edited by Eddy S. Ng, Sean Lyons and Linda Schweitzer
Chapter 9: Are Millennials a diff erent breed? Turkish hospitality sector
A large bod y of recent research suggests that changing demographics and differences of work values of generational groups will have profound effects on the workforce. Considering the increasing concerns of employers about loyalty and involvement in recent years, a re-examination of employees’ work attitudes (Goulet and Singh, 2002) as well as a comparison of the attitudes’ antecedents according to generations is timely (Solnet and Hood, 2008). There is a growing hospitality management literature that points to millennial employees having unique workplace needs and demands in comparison to earlier generations (for example, Chen and Choi, 2008; Davidson et al., 2010; Gursoy et al., 2007). However Solnet and Hood (2008) contended that more studies are needed to verify the breadth and strength of these differences. Moreover the need to expand knowledge internationally on generational differences with regard to work values, attitudes and behavior is also acknowledged (Westerman and Yamamura, 2007). It could be argued that there is a need for studies that aim to integrate antecedents of organizational dedication in generations of employees as well as for investigations that deals with country contexts where these employee groups have been under-researched. New research on the factors influencing employees’ career decisions and intentions to stay in the newly industrialized countries such as Turkey, as studied here, could help broaden our perspectives. It is a common perception that frontline positions in the hospitality industry worldwide are marked by “turnover culture” (Iverson and Deery, 1997).
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