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Meeting career expectation: can it enhance job satisfaction of Generation Y?

Meeting career expectation: can it enhance job satisfaction of Generation Y? Purpose – This paper aims to explore the influence of career expectations on job satisfaction of Generation Y, as well as the mediating effect of career expectations on the relationship between hotel career management (HCM) and job satisfaction. Design/methodology/approach – Data were collected from the main tourist cities in China with Generation Y employees working in the hospitality industry as the target population. A total of 442 valid questionnaires were obtained, and structural equation modeling was used to examine the relationships among the constructs. Findings – HCM contributed positively to employees’ career expectation and job satisfaction. Career expectation was positively related to job satisfaction, as well as mediated the relationship between HCM and job satisfaction. Research limitations/implications – This study is limited by the use of self-reported data in the cross-sectional design because all participants filled out the questionnaires by themselves. The use of convenience sampling method presents another limitation for this study. Practical implications – This study may serve as a guide for managers and policymakers. First, this study highlights the importance of effective career management activities. Second, this study may help hotels retain the qualified staff members. Third, this study may help hotel managers respond to the career expectation of their young employees. Social implications – The meditating effect of career expectation highlights its importance in the career management system. The main force of market labor is Generation Y, who are known for their high career expectation and their emphasis on their career development. The findings indicate that both extrinsic and intrinsic value factors provide greater contributions to job satisfaction than prestige and stability factors. Therefore, hotels must provide a stable working environment, and care more on employees’ intrinsic value. Aside from providing high compensation, employers should also provide career growth opportunities and challenging job to their employees, as they are important motivational factors. By providing tailor-made career activities, hotel managers may satisfy the career expectations and enhance the job satisfaction of young employees, which, in turn, leads to a mutually beneficial situation for both managers and employees. Originality/value – This study explores the predictors and outcomes of career expectations of Generation Y employees. It highlights the importance of meeting the career expectations and also shows initial evidence on the mediating effect of career expectation. The findings of this study may provide useful guidance to both hotel operators and employees. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Contemporary Hospitality Management Emerald Publishing

Meeting career expectation: can it enhance job satisfaction of Generation Y?

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0959-6119
DOI
10.1108/IJCHM-08-2013-0353
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to explore the influence of career expectations on job satisfaction of Generation Y, as well as the mediating effect of career expectations on the relationship between hotel career management (HCM) and job satisfaction. Design/methodology/approach – Data were collected from the main tourist cities in China with Generation Y employees working in the hospitality industry as the target population. A total of 442 valid questionnaires were obtained, and structural equation modeling was used to examine the relationships among the constructs. Findings – HCM contributed positively to employees’ career expectation and job satisfaction. Career expectation was positively related to job satisfaction, as well as mediated the relationship between HCM and job satisfaction. Research limitations/implications – This study is limited by the use of self-reported data in the cross-sectional design because all participants filled out the questionnaires by themselves. The use of convenience sampling method presents another limitation for this study. Practical implications – This study may serve as a guide for managers and policymakers. First, this study highlights the importance of effective career management activities. Second, this study may help hotels retain the qualified staff members. Third, this study may help hotel managers respond to the career expectation of their young employees. Social implications – The meditating effect of career expectation highlights its importance in the career management system. The main force of market labor is Generation Y, who are known for their high career expectation and their emphasis on their career development. The findings indicate that both extrinsic and intrinsic value factors provide greater contributions to job satisfaction than prestige and stability factors. Therefore, hotels must provide a stable working environment, and care more on employees’ intrinsic value. Aside from providing high compensation, employers should also provide career growth opportunities and challenging job to their employees, as they are important motivational factors. By providing tailor-made career activities, hotel managers may satisfy the career expectations and enhance the job satisfaction of young employees, which, in turn, leads to a mutually beneficial situation for both managers and employees. Originality/value – This study explores the predictors and outcomes of career expectations of Generation Y employees. It highlights the importance of meeting the career expectations and also shows initial evidence on the mediating effect of career expectation. The findings of this study may provide useful guidance to both hotel operators and employees.

Journal

International Journal of Contemporary Hospitality ManagementEmerald Publishing

Published: Feb 9, 2015

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