Managing the New Workforce
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Managing the New Workforce

International Perspectives on the Millennial Generation

Edited by Eddy S. Ng, Sean Lyons and Linda Schweitzer

Shifting demographics around the world have created a unique historical phenomenon in which a large cohort of employees (i.e., post-war Baby Boomers) are nearing retirement, and a new cadre of younger workers are being recruited to replace them. These twenty-something year-olds, often referred to as ‘Gen Y’ or Millennials, represent the workforce of the future and come with their own set of expectations, demands, and work habits. The contributors to this volume, drawn from countries around the world, document the cultural, historical, and social context surrounding this phenomenon. The international perspective makes it possible to examine cross-cultural similarities and differences in HRM practices. This timely book provides an understanding of the new workforce in multiple countries and settings and a valuable reference as scholars and employers seek to understand the values, beliefs, and expectations of the next generation of workers.
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Chapter 9: Are Millennials a diff erent breed? Turkish hospitality sector

Kivanc Inelmen, Isik U. Zeytinoglu and Duygu Uygur


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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